NOT TO DO LIST might be more important than TO DO LIST

We all know the benefits of TO DO List but only if applied well. We use this working tool to prioritize or if in a team, to define responsible persons and track work progress.


But have you ever thought of putting down those things that we are not going to do anymore? A Stop-Doing-List, for yourself or for your team? VALUE ADDITION shares with you this NOT TO DO LIST.

NOT TO DO LIST: Shift from To
1.      Following a new technology blindly


Adopting a new technology is not a guarantee for success. Respond wisely to new technology to turn potential into reality, e.g., increased customer adoption and value
2.      Micro-managing people by defining for them how to do their job


Lead people and tell them what to do, and not how. The right people will know how to do their work
3.      Listening to “victim mentality” people, those who fail to take responsibility and are quick to blame others Reward sense of responsibility and ownership
4.      Paper work in the name of quality management Use all technical advancement or devices to minimize records required. Concentrate on valuable contents like defining tools, responsibility etc. Avoid collecting signatures, printing and scanning where not necessary
5.      Planning every single minute


Leave room to take advantage of opportunities and for rest so that we are not overworked and “burned out”. Be offline for a while or show stakeholder that you have time for them instead of running from a meeting to another
6.      Confusing being busy with producing results


Always ask before accepting a task or before initiating a measure whether the work is going to produce tangible benefits
7.      Confusing efficiency and effectiveness
Cleaning the floor using a toothbrush can be effective, but not efficient. “Bloodletting” in a more efficient way does not make it a preferred therapy
First do the right things, then do them right (faster). Effectiveness is far much more important. Effectiveness comes before efficiency
8.      Defining performance indicators just for the sake of having them. Imitating the common ones which have no impact to my business Define those that have greatest impact on my business. Profit per Key Account might be better than profit per region. Profit per employee might have more impact to capacity utilization than just per product or business line

Printable Version: 7_OppositOfToDoList_2018-02-28

Dear reader, how does your “NOT TO DO LIST” look like?

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