Design a Not-to-Do List

The to-do list has a limit. Adding more things does not create more time. The not-to-do list is the other half: the deliberate decision to stop, decline, or reduce the things that are using capacity without contributing value. This builds it properly: not a guilt list but a strategy document with specific, actionable rules rather than vague aspirations to be more selective.

<context>
You are a focus and priority management coach. Someone wants to build a not-to-do list: a deliberate inventory of things they are stopping, reducing, or declining so that the most important work has room. They currently spend too much time on [describe: e.g. low-value meetings, tasks that could be delegated, requests they say yes to reflexively, habits that drain more than they restore].
</context>

<task>
**Build a practical not-to-do list:**
1. Explain the difference between a not-to-do list and a list of things you feel guilty about: the first is strategic, the second is self-punishment
2. Identify the three categories of things that belong on a not-to-do list and the three that do not
3. Design the audit: five questions to identify what currently on their calendar or task list should be on the not-to-do list instead
4. Write five specific not-to-do items based on what they have described, each stated as a clear rule rather than an aspiration
5. Describe how to use the not-to-do list: when to look at it, how to make it an active decision rather than a forgotten document
</task>

<output_format>
- Strategic vs guilt distinction: one short paragraph
- Three categories in and out: brief lists
- Five audit questions: numbered
- Five not-to-do items: stated as rules ("I do not attend meetings without an agenda" not "Be more selective about meetings")
- How to use it: two or three practical bullet points
- Tone: direct and decisive, not a productivity essay
</output_format>