A (0:09)

Welcome everyone. My name is John Forrester and I'm just in the background here while Anna Maria is going to be presenting the webinar. I think most of you know her, but I'm going to introduce her a little bit anyway. Ana Maria, in addition to doing occasional webinars for GTD Connect, has her main job as the Supermaster Trainer certifier for the GTD coaches and trainers for our partners around the world. So that means she trains the trainers in different countries who then train their own trainers to deliver gtd. So she manages the trainers around the world. Good morning, Ana Maria.

B (0:49)

Good morning, John. So happy to be here. Thank you. Let's just begin by giving you a warm welcome and thanking you all for showing up and wanting to participate in this installation and implementation session. We purposely made it an installation implementation session because we really just want you to practice what it's going to be presented for you today and walk away from today's webinar with a pretty complete, even though it sounds like a contradiction, pretty complete starting inventory of your higher horizons thinking. John, because I'm kind of blind, how many participants do we have? I mean, I'm not blind, Sorry. I just realized I'm blind to the rest of what's happening on Zoom because I'm working on a little screen amongst other things that are happening today. Right.

A (1:51)

Right now we've got 30 people on the line and quite a few more than that were registered. So we'll probably see quite a few more add on in the next few minutes.

B (2:00)

Great, thank you. So how about we just get started? So what we're going to be focusing on as the, let's say part A or the beginning of today's session, it's going to be on higher horizon thinking. And what's very important to remember understand about the approach of this methodology is that it is really about where you are, not where you should be. So to me, the good news here is to understand that we're actually kind of working throughout these different horizons all the time and it's actually what got you where you are. So what's going to be happening next is you're kind of going to make, you're going to make more conscious that kind of thinking that you're already involved in as part of today's session. So I'm going to invite you to focus on this higher horizon thinking with, as in with a light hearted approach standpoint. Don't take it too seriously. Just really enjoy what shows up and just let's kind of play along if that makes any sense. The other thing I wanted to frame for today, it's this interesting truth that the future never shows up. Have you not noticed that? It's always today. However, the future, it's a very handy illusion, or focusing in the future, as one would say. And for that, David Allen has recognized a key principle that can really help with motivation when it comes to engaging in this higher horizon thinking. So here's a quote from David that I want you to read. So that is very, very critical. Like, if you really let that sink in. To me, the greatest value after all these years of implementing the GTD methodology, when it comes to focusing or visualizing or having a goal in mind, it's not so much in terms of achieving it, but more so in how it changes my perception and performance today. Because whether I achieve it or not, yay. I know that there's value to that. I'm sure we all love, you know, to get things done. No wonder it's the title of our methodology. But really, what makes the biggest difference, and I hope you see this, is in how it changes their perception and performance today, right this moment, with that very next email, with that very next conversation, et cetera. Because another truth is, have you ever noticed or has it ever happened to you that you've changed your mind? Have you ever had a goal in mind and then months later you go, well, you know, I no longer want that, or I have changed my mind about that. So this happens to us all the time. Another important concept as we get prepared to what's coming next, which is really exercising higher horizon thinking, is this understanding that the longer the horizon you're focused on, the smoother your moves. It's similar to when you probably remember when you learned to drive a car at the beginning, as you were beginning to learn, you had quite jerky movements in very small intervals. And, you know, it was kind of clumsy and it wasn't really like smooth and elegant and you could barely take your eyes out of the driving wheel when obviously you need to be looking at, you know, out to the road as you're driving, as you got better and better, not only did your moves become smoother, you actually started looking not only at the road, but the scenery, everything around it, and it just became a very natural move for you. So, you know, another thing that we want to be thinking about is this next quote from David. The longer your horizon, the smoother your moves. That is also true, as in, let's say, getting seasick, right? I don't know that you've ever heard if you get seasick that they will tell you, you know, just focus on that little picture frame that's just moving like this, moving like this, moving like this. Because that's just gonna make you sicker. What they do is they say, you know, look out, look out of the horizon. And why is this all so important when it comes to the GTD methodology is because this is all these horizons, one way or the other, are influencing any and all decisions you're making today, you're making right this moment. So sometimes if we lose perspective or we don't have perspective, it makes it very difficult or challenging for us to make decisions on a day to day basis. So there is value or there's the value in understanding why are we going to move into exploring or looking at these higher horizons? What effect do they have or not have in our day to day basis? So one of the things I want you to do as we do this activity is that I want you to be writing down the thoughts and the ideas that come to mind. You want to write them down because if you don't, your mind is going to keep on wanting to hang on to them. And as your mind wants to keep on hanging onto them, then it won't have the room to, to have the whatever next idea. Your mind won't have the room to be, you know, creative on whatever it's next. So it's very important that as we do this exercise, you write everything down so that you can free up your mind for whatever else it wants to maybe see or think about. Give yourself plenty of permission to flow with these ideas as we get into this higher horizon exploration. Again, light hearted. It's not necessarily a commitment that I walk out of here. I'm going to do something about this. No, because again, remember, the real value is in how it changes your perception and performance today. Meaning the real value of doing this kind of thinking. So the first thing we're going to do is we're going to focus on Horizon 5 and we're going to be working on this idea of you being more aware of the core elements, the essence of who you are, what you are about. See, the longer your horizon, the longer you know, the greater clarity you have about your higher horizon. In this case Horizon 5, that it's going to be something that will be affecting everything else that is horizon four, horizon three, horizon two, horizon one and ground level. So basically we want to look at Horizon 5 and understand what is that it's contributing to your authentic self. Who is that Authentic self that will then be contributing to your authentic life. So we're going to be looking at that so you can be lined up. Everything is in synchronicity and you don't feel kind of disjointed or off purpose. Has anyone felt off purpose before? I have. So this is one of the greatest values when we do this kind of exercise to help us kind of know when or what it is to be on purpose. One way to actually know what's our purpose is to actually think about, you know, what gets you up out of bed in the morning, you know, what's really what moves you, what makes you want to go and, you know, seize your day. Or sometimes the negative also helps us understand and identify what our purpose is. As I was saying before, you know, have you ever felt off purpose? And if so, what is it that causes you to feel off purpose? You know, to me, for example, one of the qualities of my purpose is joy. One of the qualities of my purpose is actually to, you know, I'm kind of, I'm quite light hearted about life. So whenever I find myself not experiencing that and not experiencing joy and fun and laughter and light hearted, I know I'm off purpose. And that really helps me see and reconsider and recalibrate whatever activities I've been choosing into or engaging with. So that has been something very important for me to be clear about. Another way to think about this is what is most meaningful to you. And by the way, if you want to be doing this exercise not only in regards to you, but in regards to your organization or in regards to your team, you can do the same. You can be asking these kinds of questions as in what are the core values of your company? What are the core values of our team? So feel free to explore this not only for yourself, but potentially also for your organization or teams. Some other questions that are very helpful are what if you're doing or expressing it makes you feel like you're being who you really are, you know, at your best. Which by the way was probably the best question for me when it came to identifying my purpose. I basically just did a list that started it with I am at my best when. And that was the easiest way for me to come up with my purpose. Honestly, because I did struggle. I did was like, you know, I don't have a purpose like other people, like you know, save the planet or something like that. So to me was I am at my best when I'm joyful, I am at my best when I'm loving I am at my best when I'm, you know, having fun. I am at my best when I'm laughing. So that was very, very helpful to me. Another question here would be when do you feel like you, that authentic self really shows up? That's another great other trick to help you think about this as we move into the exercise. What really matters to you in terms of how you live and work? Another great other way to think about this. And then I think last, what would you hold as standards for yourself, no matter what, in terms of how you're living and working? So, you know, you could be. I don't compromise my integrity, I don't compromise my health, I don't compromise time with my family, etc. Etc. So as you probably know, when we think of Horizon 5, we not only think about the purpose, we also think of the principles. And principles are often also understood as standards. You know, those things that you by. No, you know, nothing will make you compromise, compromise them, nothing will make you kind of give up on them or betray yourself about. So as you think of purpose, you can also be thinking of principles. So what I'm going to do is I'm going to give you now say five minutes and I will check if you need or one more time for you to actually focus on your purpose and principles. So one way you can do this, to think about my purpose and principles, you know, whatever they are and what do they, what do they allow you are unable to do or be of it or express when you think about that authentic self. And John is going to copy if you haven't done already, because I'm not seeing the screen again. He's going to copy the questions I was just sharing with you in case they are helpful to help you think about this, one of the ways that I encouraged you to do or invite you to do this, obviously you can just do it as a list or you can do it as a mind map if you're familiar with that technique. Or you can do it as an ideal scene. Like you can kind of write up, you know, your purpose and your principles in that way or you can just basically come up with an affirmation if you are familiar with that kind of practice or that kind of tool. Bottom line, you know, just have fun with this. I'm not gonna ask you to share with anyone with me. This is private. This is for you. This is to just basically to help you kind of, you know, be better aligned or more clear because the longer your horizon, the smoother your moves. So you know, Be comfortable, relaxed, and just stay focused on coming up with these ideas. And you can approach it just as a draft. So five minutes beginning now, and I'll check with you to see if you need or one more time. Great. So as we move on, we're going to basically start moving down in the horizons because one of the things we need to understand is these horizons, they intersect up and down. But obviously we start at the top. So the only place we can now keep on moving, it's there. And we're going to be looking at, actually, as we move down, we're going to be looking at making this more operational in the hierarchy of the horizon. So what that means is what comes next is then vision and the understanding that your purpose and principles will influence actually your vision. And, you know, funny enough, sometimes vision is what's easily easier to come up with first. So many times we actually have a vision about something, and that's very true often in companies or with entrepreneurs, it's like they have a fire in their gut and they have a vision about something, about creating something, doing something, starting something without having clarified or identified or, you know, explore the purpose. So it really doesn't matter. You can start at any level, go up or go down, because they're intersecting up and down, down and up. Sometimes, as you may know, just by having an activity identifier, next action, which sits at the ground level that, that you can trace all the way up or back to purpose. So it really doesn't matter at the end of the day where you start, because this is a holistic model. But for today's purpose, we're going to keep on moving in this direction of going on to the next horizon. And as we look at vision, we actually want to understand and see that vision then contributes to your purpose and principles. So as much as purpose and principles influence your vision, your vision contributes to your purpose and principles. So obviously, the clearer you are on your purpose and principles, most likely the more naturally or easy would it be to come up with that vision to manifest your authentic life, to manifest your authentic self. So some questions that can be useful as we move to Horizon 4 are to think about, you know, if you were widely successful fulfilling your purpose, living your principles, then what's true, you know, what ideas come to mind? Another way to. Another helpful way to think about this will be what might be true for you several years from now. Three, four, five, you know, however far you can see or however near you need to see in order to more easily or naturally come up with your Vision, what might you be doing, what might you have, what experiences might you be having? And then if you think about context in terms of your career, or in terms of your lifestyle, or in terms of your energy, your health, your finances, your relationships, so all these are the different contexts where you can be exploring vision again as you understand how your purpose and principles are contributing to it. And then, as I said, your time Horizons can be 3, 4, 5 years, or if you can see further into the future 10 years from now, 20 years from now, or even more. When I did this exercise, it was so fun for me to Write it up 20 years from now because it was a real stretch. And, you know, there was a part of me that was like, yeah, right. But I played along and I still look at that vision. It's like, yes, you know, that would be really something where it's certainly contributing to my purpose and my principles. So have fun with this. Don't be too serious about it. Again, if you want to think of it beyond yourself also in terms of your organization, in terms of your team, you can do that. You can think of it in a very fun way. You know, what if there was an article in the New York Times that's written about this success case, about this person or this team or this organization? In other words, just playing along with your imagination. You know, if you were wildly successful to make it to the front page of the New York Times, what would be true in terms of yourself, your business, your project, you know, whatever you see yourself experiencing. So, same here. We're going to have John copy and paste this different ways to think about when it comes to vision, and I'll give you again another five minutes. Looks like that work before. And I will check with you if you need more time. So take the time now to draft out as a mind map, as an ideal scene, as an affirmation, as a paragraph, as a list, as whatever. It's easy for you, what your vision is and however far you want to see it in terms of time horizons. So here what's happening, Right? So obviously there is a relationship between vision and stuff to do at a more operational level. Right. Again, as we move down now, we need to look at how your vision influences your goals and your objectives, which is basically Horizon 3. When we think of horizons of focus, however, it's important to understand this. And this is really something that is, you know, comes from David, as in David Allen. When you have a really big major vision map or potentially what you just did in this past five minutes, you don't need to force yourself to actually have a goal or a project about it. Oh, I find that myself a huge release because I think it's natural for us. As soon as we have a vision, then we have to have a goal or project about it. No, we don't have to. We can just simply let this thing be an affirmational process that, you know, we let it cook, we let it mature, we let it grow inside of ourselves, and then we come back and revisit and get re inspired by it. And what's interesting about this is that you may find yourself being motivated to do these things toward those pictures that you've captured for yourself, that vision that you've created for yourself. And yes, of course you, you may also have goals and projects about it. There's nothing wrong with that. But just know that they don't necessarily have to tie one to one together, even though you can certainly have something like that be the case. I'm only emphasizing this because in all my years of teaching, getting things done, I find that this to sometimes be, you know, an unnecessary pressure that folks impose in themselves. And it's not necessarily the case. So just give yourself that freedom. So now, as we move down to horizon three, these are basically the goals and objectives. And you know, as an arbitrary time frame, we typically have framed this horizon as those goals and objectives that you want to accomplished or you've committed to or you want to get done anywhere over the next year or two. So it would be the kind of thing that you would look at and say, okay, by the end of next year, I want to make sure I have done X, yay or Z. So that kind of thinking is what we're going to be moving towards now. And of course you can use your vision description to come up with your goals because as much as again, as the vision influences your goals, your goals contribute to your vision. So what are some of the things you may want to experience or have true in that kind of time frame? You know, like as in by the next of the next year or by the next, by the end of the next of the next two years, again, personally, organizationally or professionally. And truth is that many of you already may have goals and objectives at an organizational level. So during this next exercise, you can actually look at those, revisit them, see if you need to make any edits, any adjustments based on the exercise you just completed. That is vision, purpose and principles. So maybe you just need to recalibrate those and have them be alive and well. That could Also be part of what you do now, or you can just come up with new ones that you want to add onto this horizon. And you want to think of it this way. Given what's currently in play and the thought and the thinking you've been doing, what are some of the things or things that you need to have happened or you would like to have true within the next 12 to 24 months? So I'm just gonna give you three minutes, I think, for this horizon three, for you to come up with this kind of thoughts and ideas and I'll let you know when time's up. So take the next three minutes to think about your goals. And you can just wrap that up, whatever last thought or idea you were writing, please. So since we've been doing these, obviously your goals will influence or influence your areas of focus and accountability. So now we're going to keep on moving down as we operationalize our thinking and we're going to move down to horizon two. I'm sure we're now going to be stepping more into familiar territory. If you've been GTD enthusiasts, students for all these years, as we step into Horizon 2 and we look at how these areas of focus and accountability actually contribute to your goals. Same way as one influences a higher horizon, influences the lower one, the lower one contributes to the higher one. See, your Horizon 2 or your areas of focus and accountability are those things that you need to maintain at some standard. In other words, you don't get to cross them off like once you reach a goal or once you've manifested your vision or once you've completed a project. Areas of focus and accountability are very interested because the focus of this are on now versus some future state. Unless, of course, you know, you change jobs, let's say, or you, I don't know, you change some aspect of your personal life, like as in, you know, marriage. And now you're no longer married, so therefore, you know, husband. It's not an area of focus to me anymore if I happen to get divorced. So yes, they can change, but it has to be because of some extreme example like I'm giving you. Otherwise there are those areas that you want to kind of maintain at some standard. You may have goals about some of these areas and you may also have projects and next actions about maintaining them or improving them. So that's pretty much what's going to be happening after this next exercise. But in order to really identify what projects or next actions do I need to add onto my system in order to improve or maintain any one of these areas. The first thing we want to do is explore these areas. So even though you're familiar with this, let's still use this time, even if it means to revisit them, or perhaps this is first time you're going to be drafting this out. So it's common that when we think of areas of focus and accountability from a professional standpoint as well as from a personal standpoint, you will easily identify anywhere from four to seven areas that you are accountable for. Basically, the purpose of this exercise is to articulate this next level so that you can define what are the operational categories of your current reality. So let's take an example and say that you are an HR strategist, right? And in your role, given that you are an HR strategist, you have these seven different areas of focus and accountability, as you see on screen. So you can stop there. That can be the extent of how far you go on this exercise. Or if time allows, you can also continue to, let's say, dig deeper or go deeper on each and every one of them. Then, as you can see, they expand out. And on any given one of these four to seven, you can do deeper thinking. You can be more detailed if you need or want to. And even within those subcategories of those categories, you can further, you can go further in or even be more detailed, right? Because if we just take one example, as you have on screen, given your HR admin, and that includes personnel, then how about listing out who they are, as in Francis, Juan, Margaret, Miriam, etc. Because each and every one are probably going to require a different focus on your part or a different standard or a different aspect that you relate to them, that you relate to them about. So that's just an example for professional. Again, many of you are probably familiar with this and it's an opportunity to revisit and see if there's any improvements or changes that you want to do or need to do based on the thinking you've been doing up until now, or at a personal level, right? This is you. And these are all the different areas of focus and accountability at a personal level. I think there's a weird line in there in that slide, so we'll fix it. And if time allows and you want to or need to, you can go deeper with each and every one of them, right? Because as you think about, yes, relationships and what that means to you, let's say family, that doesn't mean that for every one of your children, let's say, you know, you have the Same things to focus on because each and every one of them are unique and different. So for some of them you need, like with Sandy, you need to, you know, focus on quality time and support, etc. Etc. So I don't want to bore you with all these details you can read. It was just to give you an example of how deep can you go, need to go, or want to go, and again, take this opportunity either to draft them out for the very first time or to revisit them and make any changes based on the work we've been doing. And for this next one, I'm going to give you five minutes and I will let you know when we're a minute away from the five minutes. So take the next five minutes to focus on Horizon two.