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Introduction Do It Tomorrow
In Do It Tomorrow and Other Secrets of Time Management, Buy on Amazon, Mark Forster introduces his task management system. Published in 2006, many of its recommendations have aged with the grace of red wine, while others have become as outdated as flip phones. Read on to learn the positives and negatives of his approach and who should (shouldn’t) read this book.
The Good and the Bad of Do It Tomorrow
Do It Tomorrow presents several ideas that can help you be more efficient. However, as a standalone productivity system, it fails. Don’t buy the menu, only the chef’s specials.
The Good of Do It Tomorrow
Forster has a firm command of language, introduces unique concepts, and focuses on several essential productivity strategies. His advice can add some tools to your productivity toolbox.
Well-written and Empathetic
Forster writes well and is easy to understand. He shares plenty of examples to help you implement his methods. Additionally, he treats his readers with kindness and authenticity.
Critique of Productivity Systems
Do it tomorrow opens by stating what many miss. Your day only has so much time. Therefore, you can only raise efficiency in three ways: 1) increase your work speed, 2) spend more time working, and 3) reduce your workload.
Most productivity literature focuses on working faster, but even massive speed improvements leave most people with overflowing to-do lists. As individuals, we often respond by assigning more work time, which is even more problematic. Not only are there only twenty-four hours in a day, but we all must spend some time outside of work.
Therefore, the only logical option is to reduce the total work until it matches what you can finish. Forster encourages us to decide what not to do to accomplish the essential.
Closed Lists
Forster introduces closed lists as a means of managing tasks. The primary distinction of a closed list is that it has a cut-off time for adding items to the list. Afterwards, it is closed to new tasks. He also stresses the importance of finishing the closed list before launching a new one.
This approach has several benefits. First, it replaces the disappointment of never-ending task lists with the joy of completion. Second, it forces you to decide what to do and, more importantly, what not to do. Only a finite number of items fit on a closed list. Finally, you won’t waste time prioritizing and planning tasks you won’t work on anytime soon.
Backlogs
The author demonstrates the use of backlogs to clear items from the bottom of your task list. Form one by transferring your incomplete tasks into a group. Then, set up a project to handle the backlog list. The key to managing this process is to remain current with your work to avoid new backlogs.
Next Day
Forster’s next-day approach involves scheduling new tasks for the future, with the next day being the earliest. Additionally, you don’t add more items than you can finish daily, protecting you from developing backlogs. Lastly, you must leave time for day-to-day activities, such as email, in your daily schedule.
Systems Focus
Forster emphasizes the development of systems for handling work. He encourages readers to reflect on their work when structuring their schedules. His writing urges you to reflect on improving your work methods.
Batching & Time Blocking (Time Boxing)
He often refers to batching and time blocking to support his other systems. They are critical to the success of his process and any other productivity system.
Independent Implementation
While he roughly outlines a system for handling your daily work, the best part of his significant recommendations is that each can be independently implemented. Additionally, closed lists, backlogging, and the next-day approach complement other productivity strategies.
The Bad
Some of Forster’s recommendations are so outdated that I picture him sitting at a table with a visor banging away on a printing calculator. Additionally, he speeds past critical concepts faster than an Olympic sprinter.
Procrastination Risk
Hardcore procrastinators should avoid Forster. They don’t need anyone telling them to do tasks tomorrow. Plus, procrastinators would struggle to finish daily task lists, which would cause the entire system to collapse.
Project Management Challenges
The author’s techniques are ineffective for complex tasks. He barely looks beyond the next day, which may work for an independent writer like himself. However, fields requiring project management, such as engineering or construction, would find little value in the next-day approach as it does not address task dependency.
Glosses Over Critical Concepts
He recommends batching, time blocking, and systems thinking; however, there is little discussion about implementing these strategies. His entire task system fails without them, yet he doesn’t walk through any examples of them.
Fails to Mention Other Critical Concepts
Forster claims to be presenting a productivity system, yet skips topics covered in any serious attempt to design one—automation, delegation, and avoiding distractions. No efficiency system functions without applying these concepts.
Outdated Systems
His discussion on paper filing systems is so out of touch with modern work methods that it’s comical. While his systems will work with your computer, you will need to figure out how to do so without assistance. Additionally, there’s no mention of modern tools, such as software applications or AI.
Poor Calendar Management
His recommendation to use a daily diary for calendar planning was already dated when he wrote the book. The author needs to learn how to use an electronic calendar.
Current Initiative
Forster joins the ever-growing ranks of productivity gurus who tell you to do something first. With his current initiative, he tells you to pick a unique task that’s important to you and do it first.
The problem is that every productivity expert tells us to do something else first—exercise, think, write, and eat — it’s exhausting. The thing with firsts is that there is only one of them. Personally, I’ll start my day with a cup of coffee.
Summary Do It Tomorrow
Forster presents some valuable ideas on utilizing closed lists and backlogs, as well as scheduling your day twenty-four hours in advance (the “next day” approach). I’ve found value in all three of these approaches.
Who Should Read It?
I discovered that dumping the tasks stuck at the bottom of my to-do list into a backlog was effective. Especially when I paired it with next-day planning and closed lists. If these strategies are new to you, consider picking up this book.
Who Should Skip It
First, Procrastinators. Next, anyone who works on complex, multi-step projects. And if you’re looking for tips on tools and technology (e.g., automation, AI), move on.
Wrap Up
The Verdict? It’s not a must-read, but it’s worth the time for the right person.
Conclusion Do It Tomorrow
There’s always more to read on this topic. Explore our full guide on personal productivity. Or you can view more productivity book reviews.
I thrive on recommendations and feedback. Hit me up in the comments section or join me on Reddit at (opens new tab) r/Remove_Work_Advice. I would love to hear from you if you have read **Book Name** or if you have any thoughts to share.
For background on the who, what, and why of remoteworkadvice.com, check out our Home Page. Thank you for reading, and best of luck with your productivity journey!
Additional Information
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About Mark Forester
Forster was a Renaissance man with experiences in varied career paths—clergy, soldier, government, business coach, and, of course, writer.
His unique background enhances his writing as he draws from deep and varied experiences. He has empowered many to achieve better work-life balance and personal productivity. Given the chance, he may inspire you as well.
“A Message from Mark Forster’s Son
It is with deep sadness that I share the news of my father, Mark Forster’s passing. He died peacefully in his sleep late on Sunday, 12th October 2025, without pain [1].”
Condolences to the family. He truly was a great man.
Mark Forester’s Books
Heads up. If you click on “Buy on Amazon” next to any book title, it will open a new page for that book on Amazon. As an Amazon Associate, I earn from qualifying purchases—think of it as a productivity tip jar. Your support is highly optional but always appreciated.
- Forster, M. (2008). Do It Tomorrow and Other Secrets of Time Management. Hodder & Stoughton. Buy on Amazon
- Forster, M. (2015). Secrets of Productive People: 50 Techniques To Get Things Done. United Kingdom: John Murray Press. Buy on Amazon
- Forster, M. (2014). How to Make Your Dreams Come True. United Kingdom: Hodder & Stoughton. Buy on Amazon
- Forster, M. (2000). Get everything done and still have time to play. Hodder & Stoughton. Buy on Amazon
Mark Forester Online
X (Twitter): @AutofocusTM (Activity ends 2012)
Wikipedia: Mark Forster (author) – Wikipedia
Blog: Blog – Get Everything Done
Other Do It Tomorrow Reviews
- Mandrigin, A. (n.d.). Book review: Do it tomorrow and other secrets of time management. Medium. Retrieved from Book review: “Do It Tomorrow and Other Secrets of Time Management” | by Igor Mandrigin | Medium
- Goodreads. (n.d.). Do it tomorrow and other secrets of time management by Mark Forster. Goodreads. Retrieved from Do It Tomorrow and Other Secrets of Time Management by Mark Forster | Goodreads
- Eagle, R. (n.d.). Review of do it tomorrow and other secrets of time management. Eyrie. Retrieved from Review: Do It Tomorrow by Mark Forster
- Amazon Reviewer. (n.d.). Customer review: Do it tomorrow and other secrets of time management. Amazon. Retrieved from Amazon.com: Customer reviews: Do It Tomorrow and Other Secrets of Time Management
References
- Forster, M. (2025, October 14). Rest in peace Mark Forster [Blog post]. Get Everything Done. http://markforster.squarespace.com/
Frequently Asked Questions (FAQ)
Mark Forster bases his system on the “mañana principle.”
Instead of reacting to new tasks right away, you gather all incoming tasks throughout the day. Then, you “do it tomorrow.”
Doing so helps you be more productive by…
* Avoiding distractions.
* Batching tasks.
* Reducing stress.
* Planning ahead.
It’s a strategy to break the cycle of interruption and reactivity.
A closed list sets a fixed number of active tasks. Its purpose is to limit work in process.
It breaks with traditional task lists in the following ways.
* Only add a task when you complete one.
* Only add tasks at a specified time. If you finish your list, you’re done for the day.
* Allows you to experience the joy of completion versus working on a never-ending list.
Forces strict prioritization.
* Limits “overhead” work required by current projects like updates, meetings, etc.
Forester notes that every task involves busywork, such as tracking and reporting. The longer your active list, the less time you spend doing busywork.
His response is to use closed lists to minimize the “overhead” cost of active projects.
Additionally, he uses two other techniques. First, you pick one task as your “current initiative.” This task will be your first each day until you finish it.
Second, he forbids working on something until the next day at the earliest. This restriction prevents wasting time on false emergencies and interruptions. His system avoids the major sources of busywork.