

The approval stage requires five stakeholders to meet, discuss, and align, and you know their feedback meeting isn’t until Thursday. Last week you worked on a project that is now in its approval stage. Given that each quarterly priority will likely not be the most important task each and every week, outlining our weekly priorities allows us to narrow our focus to what is most important over the upcoming five business days.įor example, imagine it is Monday.

However, longer-term projects/items are easier to push aside so it is important to have a constant reminder of the slower, high-value items you should be moving forward. With that said, it is important to note not all work must align to quarterly priorities. I list off my quarterly priorities as a constant reminder of what will move the needle long-term. Plus, it is really easy to get caught up in quick, low-value wins, such as email. Given the amount of work we all face on a daily, weekly, and quarterly basis, it can be difficult to know what to focus on. Let’s dive into each section: Quarterly Priorities

Simply put, this framework delivers three things other frameworks could not: So with that, what makes this framework so valuable to me? CORE VALUE How one approaches their day is highly personal, and so I do not expect anyone to read this and think to themselves, “EUREKA! THIS IS IT!” However, I have realized so much value from this I figured I would write my idea down and see if it resonated with anyone. I have been using my framework for one year and three months now and there is zero chance I am turning back.

It took a few weeks, but after some tweaking and adjusting I settled into something that actually works for me. I was frustrated, and so I figured I would try and develop my own TDL framework. For years I went back and forth between online TDLs and hand-written TDLs (“I like physically crossing things off!”…until I did not). If you’re anything like me, then you’ve tried multiple methods and frameworks to stay organized and all of them have failed.
