trying to combine elements of this forward planning. It's a practice. We show up, we keep going, we chip, chip away at this thing. It happens when it happens, versus there's a deadline at the end, and we really need to hit these milestones on days specific days, so trying to blend those things, that's the flexible container, right? And that's, I think, why all this project planning and task management stuff that's out in the world, it's so unrealistic and so hard to deal with because it doesn't acknowledge that. Doesn't acknowledge a, that our deadlines are fake and B, that life happens. You know that those are the two things I'm trying to deal with, while also allowing us to be ambitious and try to hit big goals and do stuff we care about and finish and ship. So you get to put those things together, right? So that's what we're trying to do here. That's the big picture. The small picture is, how do we do that? So the granular picture of this is that I imagine everybody here, correct me if I'm wrong, has some kind of task management system already. You have checklists, you've got a piece of paper, you've got post it notes, you've got a journal where you stick stuff. You got something right to remind yourself of things you may need to upgrade. You know, there may be something about this system that is not working for you, and you need to look at it and upgrade it. There's a lesson in the Act phase that's about that, essentially. And what I have is this, what I've developed, is this four step process for looking at any system that you're trying to upgrade so your calendar system broken, not working, you're not showing up for stuff on time. Do the four step process on it, figure out why you're not showing up for stuff on time. It's essentially a way of, have you guys heard of the five whys? The five whys is a process that was developed by Toyota, of all things, in Japan, to figure out, like to solve problems, basically. And so if there's a problem like the, you know, production line is stopping. It's like slowing down at this one spot repeatedly for the cars. Why is that? Well, because we don't have this part in our hands. Why don't we have the part in our hands? Well, because it comes from this other place over here, and it takes 15 minutes to get there. Well, why is it over there? Well, because that's where we built it. Well, why don't we put it over here? You know? So you get, like, you figure out a way by just asking why repeatedly to get to a root cause of a problem. And so it's not the same thing, but it's kind of related to that, where, basically I'm asking you with the four steps to say, like, Okay, first of all, what do you do now? Define what you do now. So if you have a test management system, which is, you know, write it on the back of my hand. Uh, that's your system. Now, it is a system, you know, it's not particularly functional, like, if you wash your hands, that's not great, which you should wash your hands. So that is great, but don't wash off the thing on your anyway, the maybe to move it up and it's on your arm and not on your hand. That's your that's your adaptation. But the point is, like you have some way of remembering stuff, even if it's just like, I churn it over my head every 15 minutes, like I find myself going through it, going through the list every 15 minutes. Then what's working about that? Well, when I look at my hand, I remember, you know, like it's in front of me, so I see it, or like it's going through my head, so I'm remembering these important things. Well, where does it not work? That's step three. Like, or part of Step two is like, where is it not working? Well, I washed my hand. It got blurry. I couldn't tell what it was. Or, you know, I'm spending so much time processing this stuff in my head that it's, you know, making me crazy. What's one thing you know, what would, what was your what your dream system be? Well, my dream system is that I have, like my everything in list and like it all, you know, reminds me and it pops up in front of my face, like in my goal. And whatever, right? And then you say, like, well, what's one part that I want to improve out of this thing, like, out of what's actually happening? Because if you try to just dump your old system and adapt a new one, adapt a new one, it's not going to stick, because it's not going to be like what you do. So maybe instead of writing it on your hand, you write it on, like a note that's like, pinned to the front of your phone or something like that. Like, you write it somewhere where it's not going to get washed off, but you are going to see it all the time. And that's like one little step to take. And when you're like, that's annoying to have it on my phone, well, what if I did it here? Like, so you can, kind of, like, bit by bit, move your system to something else. So if you have issues with time with with task management, that's what I would say. The other thing I would say is top threes with your task management, like putting those two things together, super important. Because the biggest problem I see with task management is not that people don't have a system at all, but there's too much shit in it. Take it out. Put it out of your eyesight. Do not look at it all the time. Have some way to have here's what's important now, in the next three days tops, the rest of this stuff is in a holding pen. It's in a green room. It's waiting its turn. And I have a way to go back and look at that, because I do my top threes, right? So that's the purpose. That's the sort of relationship you know, between those things that allows you to put things out of your view so that you don't you're not constantly trying to, you know, relitigate, what you're supposed to be doing on a given day, because it's not in front of you. It's just not occurring to you. The bigger problem that I encountered because task management became that part of it I didn't learn for way too long, getting it out of my sight, right? But the task management of just like keeping stuff somewhere out of my head, I mastered many, many, many years ago, and it was incredibly helpful to me to use, I use getting things done, the David Allen book and this whole thing of, like a brain dump and like, life audit and whatever, and like, put everything in in a system. You didn't call it that call something else. But anyway, the point being, like, get it out of your head and watch it into a system is all in one place. I did that. It was transformational. So because I stopped thinking about it, stuff all the time, I stopped ruminating all the time, and like, you know, trying to keep it all in my head. But here's the problem. Number one, it fools you into thinking that you can do all the things if you're not making decisions using a top three kind of, you know, style, decision making process. And number two, you can get stuck in the weeds. You look at all the little stuff, and you lose the view of the big picture. This is something I've struggled with forever. Still do my proposed solution to this. And this is the this is the piece that is the milestone goal for you all, for you know, earning another coaching call is to create a project tracker. And the Project Tracker is some it's not a task management system. It's a way of looking at the path that the whole thing now you may only look at if you have a big project in front of you, you may only have a Project Tracker of the phase you're in, not the whole thing, because you don't want to get overwhelmed, right? So it may not be something where you have like, this is a three year project. Let me put the whole three years, because you don't know what's going to happen. Things could change. You just want to look at what's in front of you, but you want to look at sort of like a say to two to three month arc of what's going to happen and what you want to do in this project, and have it in some form where you can regularly, kind of draw the connections between this project that's happening and Your daily actions. That's where it gets really tricky. That's really complicated. And I don't think there are many systems, like digital systems out there that handle this at all. I have created my own personal systems in notion where I have, like a weekly page and in daily pages, and also quarterly page. And I have processes that I go through to do, like weekly review, do daily check ins, and I do quarterly check ins. And that's when I I'm that's when I go actively and draw down from the project plan into the days into the week. That's my solution for it. So if I were to turn in, like a Project Tracker to me, it would be like a screenshot, I guess, of my notion board saying, like, this is, you know, here's my quarterly planning, here's my weekly planning. Here's how I'm going through this, you know, every week. But it's not something I want to hand to you, because it's so personal to me, I wouldn't just give you this dashboard and go, like, use this because it's it could be a little insane if you don't know what it is and why it ended up that way. But that's why I'm suggesting, potentially, a physical, even if you use digital term digital, digital media, a physical. Project Tracker to help you stay on track. Now, the Project Tracker could be for either for backwards, planned project with an end date, or it can be for a practice you know, you can, but they're not the same tracker, right? I have a practices tracker and I have a Project Tracker like, I have the two things separately because they're different styles. So if your main focus is a habit, then you can use a habit tracker of some kind. And I have people who have done this very physically, like literally taking, you know, a marble from one jar and putting it in another jar. Like, when you do the thing, or it can be, you know, a star chart, like I did it today. I put a star on the wall, you know, it can be, and it can be digital too. Like, there's, there's Habitica. There's other kinds of, like apps that are, like habit tracking apps, you can there's one where you grow trees. I forget what it's called,