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Unrelenting e-mail. Conflicting commitments. Endless interruptions. In Take Back Your Life!, productivity expert Sally McGhee shows you how to take control and reclaim something you thought you’d lost forever—your work-life balance. Now you can benefit from Sally’s popular and highly regarded corporate education programs, learning simple but powerful techniques for rebalancing your personal and professional commitments using the productivity features in Microsoft Outlook.
Learn the proven methods that will empower you to:
- Clear away distractions and loose ends and focus on what’s really important to you and your business.
- Take charge of your productivity using techniques and processes designed by McGhee Productivity Solutions and implemented in numerous Fortune 500 companies.
- Customize and exploit the productivity features in Microsoft Outlook to help you create balance at home and on the job.
When you change your approach, you can change your results. So learn what thousands of Sally’s clients worldwide have discovered about taking control of their everyday productivity—and start transforming your own life today!
Covers Microsoft Office Outlook 2003, Outlook Version 2002, and Outlook 2000
- Sales Rank: #241346 in Books
- Published on: 2004-09-24
- Original language: English
- Number of items: 1
- Dimensions: 9.24" h x .85" w x 7.38" l, 1.32 pounds
- Binding: Paperback
- 288 pages
- ISBN13: 9780735620407
- Condition: New
- Notes: BRAND NEW FROM PUBLISHER! 100% Satisfaction Guarantee. Tracking provided on most orders. Buy with Confidence! Millions of books sold!
About the Author
A recognized thought leader and innovator in the field of productivity management, Sally McGhee has trained thousands of people in the corporate environment. She has more than 25 years experience as a consultant and an executive coach, and is the founder and CEO of McGhee Productivity Solutions.
Most helpful customer reviews
72 of 73 people found the following review helpful.
two is not a crowd
By David A. Baer
This helpful book cannot be adequately summarized except by comparison and contrast with David Allen's GETTING THINGS DONE. This is so for two reasons. First, McGhee claims in her acknowledgements to have co-developed the system that Allen has gone on to disseminate with extraordinary results. Second, the family resemblance between the two authors' work is obvious and suggests shared genetics, even down to the marginal quotations that are meant to inspire but which I found irksomely cliché.
Yet for all their similarities, McGhee and Allen have written two very different books. Allen is the poet, painting a verbal canvas in compelling tones and persuading his readers that there is a better life to be had if only one courageously confronts the changes that beckon. McGhee is the schoolteacher, detailing the nuts and bolts that take her readers to a pragmatic depth at least one level below the altitude where Allen is at his best.
If your goal is to effect real change in how you manage your life, I recommend reading both books. Start with Allen for inspiration and theory. Then move on to McGhee for the tips and how to's. There's a reason, after all, why there's room in the world for both poets and schoolteachers.
McGhee gives us ten chapters of nicely formatted prose, broken down into four sections that demonstrate her indebtedness to the bottom-up approach championed by Allen: `Laying the Foundation' (pp. 2-45), `The Collecting Phase' (pp. 48-95), `The Processing and Organizing Phase' (pp. 97-218), and `The Prioritizing and Planning Phase (pp. 220-248).
The author starts us off with ten common claims of the busy hordes for why they are victims rather than participants in their own information-inundated demise (chapter one, `Change Your Approach, Change Your Results', pp. 2-17). She dismisses each one of them, but not without warning that her readers will need to be ready to change if they want to achieve the better outcomes that await them.
In her second chapter (`What is Personal Productivity', pp. 18?-34), McGhee introduces `meaningful objectives' and `strategic next actions'. These correspond to Allen's `projects' and `next actions'. In McGhee's scheme, `meaningful objectives' are one's North Star. She will insist throughout the book that they should be limited in number and that all activity that is worthwhile will be linked to a meaningful objective. This emphasis makes McGhee's book a welcome addition to the kinds of life management moments of crisis and opportunity that, for example, Stephen Covey, has helpfully mapped out. My own experience of mid-life re-prioritization has been aided by McGhee's tenacity on this point. However, `meaningful objectives' are not things you do; `strategic next objectives' are, and they must be actionable, that is to say free of dependencies. McGhee's SNA is a thing you can sit down and do now if this is the right time to do it. By this point in the book, McGhee is already introducing Microsoft Outlook as her tool of choice for tracking these items. What else would you expect from a Microsoft Press publication? I say this without sarcasm, for if there is such a thing as a justified monopoly, the Bully of Redmond-as some would have it-has pulled one off. Outlook is indeed hard to beat. Unlike Allen and Covey, McGhee has not yet sold us a proprietary design for an Outlook add-in. Perhaps that would be to insinuate Outlook's inadequacy. Stay tuned.
When it comes to `The Three Phases for Creating an Integrated Management System' (chapter three, pp. 36-45), McGhee is positively Allen-esque. But this emphasis of limited `collection points' and getting things out of your brain so you can think is the spinal chord of the Allen and McGhee systems and the secret of their effectiveness. McGhee is more eager than Allen for a paper-less life and a little more belligerent about taming one's colleagues (chapter four, `Setting Up Your Approved Collection Points', pp. 48-75). Other than that, their systems are overlapping and will make you wonder how you've survived your stumbling through life up to this point without thinking of doing things this way. Chapter five drives home the result we're chasing after (`Clearing the Mind', pp. 76-95). I find McGhee's slightly more disciplinarian approach refreshing over against Allen's occasionally New-Agey rhetoric. One can almost hear the schoolteacher asking over her glasses, `Do you really want to do this?'
In her chapter six, McGhee gets down to brass tacks, including software-manual-esque numbered points to set up Outlook her way (`Introducing the Planning and Action Categories', pp. 98-109). She's not kidding around. Did you know Outlook has a `Master Category' task list? Well, it does, and Ms. Sally has a plan for it. And for you.
Next McGhee goes much deeper than Allen into the detail she calls `Processing and Organizing Your Task List' (chapter seven, pp. 110-154). This chapter is golden. But like gold, you're going to have to get your hands dirty or your feet wet to get it into your possession. Probably you'll want to return multiple times to this part until-if you decide to travel with Sally down to this level-the level of planning it requires becomes second nature to you.
If you've stuck with this review up to this point, you may have the impression that I prefer McGhee's approach to Allen's. If so, I've given you the wrong impression. The results I've achieved with Allen's `Getting Things Done' have made me a raving fan. If I had to choose one over the other, it'd be Allen and GTD. Happily, that's not a choice that's forced upon us unless budgetary considerations do so. I just like the way McGhee offers you more grit and grime if that's what you want in matters that Allen leaves for you to work out on your own. Chapter eight (pp. 156-179, `Setting Up Your Reference System') is a good example. I'm writing this review on a plane to Hong Kong, but I can hardly wait to land and set up my folders Sally's way. It's so obviously superior to my own that-again-I wonder how I've managed without it. The real strength of her approach is that her folders are all linked to a `meaningful objective', which looks like adding tremendous motivation to get rid of a lot of email I'd otherwise save and also to align one more work area with the personal vision and mission statements and the objectives I've recently worked out in the process to which I alluded just a few paragraphs ago.
Chapter nine (`Processing and Organizing Your E-Mail', pp. 180-218) is full of tips and protocols for restoring civility and effectiveness to the tempestuous chaos that is E-Mail. I'll implement some of them now and return for more after I dry my face from the fire hose. But I still haven't found a best practice for handling `sent mail'. Come on, Sally, we were counting on you ...
The fact that McGhee saves `Planning and Prioritizing' until the end (chapter ten, pp. 219-248) is a reflection of her conviction-shared with Allen-that we do our best work after we've cleared up the unfulfilled promises and open loops (Allen's term) from our desks and our lives. Conceptually, planning and prioritizing come first. But in practice, we do best with them when our inbox is empty and our mind uncluttered.
Microsoft Press and the author have given us a handy orientation to a great tool without messianic trumpeting of how life depends upon a piece of software. Both deserve thanks.
10 of 10 people found the following review helpful.
Take Back Your Time
By BBlair
To summarize, Take Back Your Life (TBYL) is a derivative work - basically a loosely-gathered compilation of ideas and techniques ranging from the David Allen to the Stephen Covey. It may be useful for people looking for a friendly, lightweight, introductory text to personal information management (PIM) centered on Outlook. Check it out at a library or bookstore first to avoid disappointment. One bright spot is that is does have a CD with an digital version of OneNote 2003 Step-by-Step, links to web resources, and chapters from other books on things like managing contacts, calendar, and email.
If you are serious about PIM or are a businessperson, I think the source material would serve you better. Start with Getting Things Done (GTD) to get a brilliant overview of how to address the overload in your life, followed by Total Workday Control 2nd edition (for Outlook 2007; use the 1st edition for earlier incarnations of Outlook) to fine tune that understanding. Finally, pick up 7 Habits of Highly Effective People to get the big picture, or as Allen calls it the "50,000 foot view level."
Basically, TBYL is a chatty volume on PIM with a low signal-to-noise ratio, filled with a variety of vignettes designed to "humanize" the material. More often, they come across like testimonials and contribute more to padding the book than illustrating the point. TBYL also has the irritating habit of taking simple, workable terms (like those from GTD) and renaming them as part of the author's proprietary system. Contexts become Planning and Action Categories, Next Actions become Strategic Next Actions (SNAs) with no real advantage to the reader.
One of the largest flaws in TBYL is the handling of Meaningful Objectives, which the author states several times is the "North Star and guiding light" of the system. I felt this was a useful addition to the GTD model but it is poorly handled, providing no useful organizational power to the reader. For example, the Workflow Model is introduced on p. 113, but there is no direct connection between Meaningful Objectives and SNAs. This error is corrected in the newer, 2007 version. Likewise, on p. 21, the author promises that this topic will be addressed in chapter 10 which it is not - apparently it was completely forgotten. But even if it was, why wait until the last chapter to introduce the core of the system? In fact, while Ms. McGhee spends a whole chapter kibitzing about "Approved Collecting Points," maybe 5 pages is spent on Meaningful Objectives. This glaring oversight is addressed in the in the 2007 edition, but not to any satisfying effect. To really provide Meaningful Objectives to this system, you would need something like Zen and the Art of Making a Living or the Stephen Covey materials.
Another large flaw is that the author's grasp of using Outlook seems mediocre, especially in comparison to Micheal Linenberger (the author of Total Workday Control - the real Outlook on Steroids). As another reader pointed out, Ms. McGhee uses the Note's field to link projects and next actions, instead of the more powerful Task Folder's hierarchical capabilities. Another solution, which I prefer, is to link Outlook 2007 tasks to "project pages" prepared in OneNote 2007 - the two programs have options that make this linking fairly easy. Many observers have noted the inherent weakness of Outlook's project management abilities and the author offers little to address these.
One last example of how concepts are gathered together but poorly organized to perform together. The author makes a good case for including metrics as part of one's PIM. She then spends only two pages on this topic, most of which is a discussion on how to link to an already prepared metrics document.
I bought this book (fortunately used) at the recommendation of an Amazon reader. Hopefully this review will help you avoid a similar fate.
0 of 0 people found the following review helpful.
The best time management system!
By Stanley Kim
Working off from calendar
Prioritize rather than just do like GTD
Getting the objectives done by doing one little things at a time
Now this might seem a little dated but even in 2016 and even without MS Outlook the principles laid out in this book capitalizes the strengths of GTD system AND prioritizing like Franklin system. You don't have to use Outlook since there are alternatives like Google calendar and tasks
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