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Consider two truths: (1) it’s usually easy to tell what the next step of a project is at the end of a working session, and (2) it can be incredibly hard to figure out what the next step is at the start of a working session. Part of the reason we can get entranced with our best work is that, once we get on a roll, it’s really easy to keep it up. Likewise, part of the reason we avoid our best work is that the colder the project is, the harder it is to get started.
Charlie shared this in Chapter 9 of Start Finishing before he went on to explain the idea of leaving yourself breadcrumbs (thanks, Hansel and Gretel) as a way to address this tension.
For me, it’s always been a core piece of the book but also how I now approach my work (well, try to). I recently shared this with Charlie along with my frustration that we didn’t have a blog post about it so he challenged me to write one. So here I am.
Like many of the concepts we share here at PF, the practice of leaving yourself breadcrumbs is a relatively simple one to apply and a powerful tool you can use to move your best work forward.
I found the power of it lies in three areas: 1) there are different times you might put this into practice, 2) the many (some surprising) benefits it brings, and 3) learning the art of leaving yourself effective crumb trails.
Here are the best times to leave yourself a crumb trail. (If you think of others, let me know in the comments!)
At the end of a focus block
As Charlie mentioned in Start Finishing, knowing your next step is easier at the end of a working session than the beginning. Yet, often we run out the clock (sometimes overrun the clock ) and jump right into our next thing. Breadcrumbs can ease the transition between working sessions. The key is intentionally leaving time at the end of a focus block to do so.
Trust me, I know how easy it is to fall into “but I just need to do ONE more thing!” (It’s never just one more thing and likely you won’t finish it in the next five to ten minutes anyway.) We think we’ll seamlessly pick up where we left off because it’s clear to us now. Because we won’t have that same clarity later, we’re better off stopping and leaving notes to come back to.
When you need to put a project on hold
It happens. You’re into a project and then plans or priorities change, new circumstances pop up, something happens that means you need to hit pause. Whether you know when or if you’ll be able to come back to your project, leaving yourself notes before you file it away will help ease the process. When you pick up the project again a week — or year — later, those notes will help you more easily dive back in.
And in the event it becomes a dropped project, your notes can serve as the After Action Review that might inform another project down the line. Either way, the act of capturing notes will allow you to set the project down to focus on the project that needs your attention now.
You have a “not yet active” project
The Five Projects Rule states “no more than five active projects per timescale”. But what do you do about those miscellaneous thoughts, ideas, and tasks that come to you related to a project you’re not actively working on but hope to in the future?
A client recently asked me what to do with character and plot points for novels she wants to write but simply doesn’t have capacity to work on right now. (The creative muse does not often follow the Five Projects Rule.) This is where breadcrumbs can be incredibly useful. The client created a folder where she stores the notes as they come to her and built a monthly routine to go in and sort through, connect pieces, and leave herself notes on where her characters might go next. Now when that novel project is ready to move into “active” she’ll have a great head start.
Before AND during vacation.
Breaks between work sessions are sometimes extended breaks with the intention of disconnecting from our work. During these times it’s especially beneficial to leave our future selves notes so we can pick up where we left off. But as Charlie has shared, your mind can have a hard time slowing down even when (maybe especially when) you’ve slowed down your physical pace.
Don’t fight it; plan for it. Have a space to drop these thoughts quickly and get back to your vacation. When you return to work, add these notes to the breadcrumbs you left yourself prior to vacation and smoothly transition back into work mode.
How often have you spent half (all?) of a focus block trying to retrace your steps? Trying to figure out where you saved that file? Or maybe most frustrating of all, spending your precious time, energy, and attention (TEA) redoing all that work you either forgot you did or can’t find? When done consistently and with intention, crumb trails can save you not just time but a lot of frustration, too.
Accelerates your path to Flow
You’ve built focus blocks into your schedule (hazzah!!) because you know they fuel your highest-value, deep work. But there’s a caveat here: you need to be able to get into that deep focus to move your project forward. If you spend too much time figuring out what you need to do or retracing your steps, you’ll find it really hard to get into that blissful state of flow where you tune everything else out and hone in on the work. Crumb trails guide you straight back to the work, which means you’ll be less likely to wander off the path, get distracted by something else, and get to the end of your focus block dissatisfied that you didn’t actually do what you intended to do.
Use your precious TEA on the work, not figuring out what the work is.
Be ready no matter your mode
We can’t always dictate the type of work we’ll be primed to do when we come to a focus block. As much as we can do to plan them around our typical energy cycles, sometimes we hit up against resistance and no matter the effort, we just can’t seem to make ourselves do the planned activity.
Making a practice of leaving yourself breadcrumbs gives you options.
Feeling creative? Open up that writing project and pick up where you left off.
In more of an intake vs. outtake mode? Grab that list of items you wanted to research and hit the books or one of those YouTube videos you’ve bookmarked.
Just need to do something but don’t have creative energy? Find one of those admin projects that you never seem to get around to, consult your notes to figure out the next steps, and get going.
See your projects from a new perspective
When you come back to your project (and breadcrumbs) fresh, whether that’s an hour or a month later, you may just see things you couldn’t while you were in it.
This is especially true when we take an extended break from our project like a vacation or longer. That time away can be a blessing, allowing us to come back to our project(s) with a clearer head and a lighter heart. We can more easily prioritize next steps and projects without worrying that we’ve forgotten something.
Put down the (mental) load
Our minds, our own personal supercomputers, don’t like open loops. So while you may have stopped working on your project, your brain has not.
While I can’t promise this practice will completely stop you from waking up at 3am trying to solve a problem, it will drastically reduce the occurrence. Leaving yourself crumb trails frees up your attention so that you can be more present for the other projects, people, and experiences in your lives. And it gives you the ability to come back to this project at an appropriate time (hopefully allowing you to sleep a little more soundly.)
Put your subconscious to work
Crumb trails not only reduce our conscious cognitive load, they also free our subconscious minds to work the problem, turning information over and looking for new connections.
When we create crumb trails we’re also leaving ourselves mental notes to come back to. We can rest easy now that the project is no longer front of mind taking up valuable processing space. That doesn’t mean our minds aren’t working in the background.
Those ideas that come in the shower or washing dishes? That’s the work of your subconscious.
Helps us see what needs to be deferred, delegated, or dropped
Capturing breadcrumbs forces us to think through our next steps. Doing so, we may find a blocker or new opportunity that could impact the project plan and timeline.
A crumbtrail may reveal a need for resources or another project standing in your way that require you to put the current one on hold (defer). Or maybe you’ve hit a roadblock you don’t have the capacity or capability to overcome, but you know someone who does (delegate). And sometimes, our breadcrumbs give us insight into projects that we’re holding on to because they serve a past version of who we are but don’t serve us today (consider dropping).
Now that we’ve covered when to leave yourself breadcrumbs, and why it’s a valuable practice, let’s talk about how to do it effectively.
Find your Goldilocks level of information
The amount of detail you’ll need to leave yourself will depend on two things: 1) what serves you, and 2) the length of time between work sessions.
We all have different thresholds for just how much information is helpful vs. overwhelming.
Speaking of “future you,” consider when in the future you might be picking this back up.
If you’re planning to come back later in the afternoon, a few quick bullets will suffice. But if you’re putting this down for the day or week (or longer) make sure you capture:
Make a habit of it
As I shared above, there are a lot of different times and uses for breadcrumbs. The more often you do it, the easier and more intuitive the practice becomes. Try adding it in as a regular feature of your day:
Experiment with different capture and storage methods
Breadcrumbs are only useful if you can find them when you need them. The method you use to capture them and where you store them may depend on the type of project you are working on.
But Maghan, what about those miscellaneous ideas and tasks that pop into my brain at random times? We’ve got you covered here too! Our Action Item Catcher (in PDF, and now a feature inside the Momentum app) allows you to get these out of your head and into a central place. Then when you have time, you can move these notes into your relevant project plan or project breadcrumb list.
Like I shared at the start: simple concept, powerful tool.
What’s one small way you’ll incorporate breadcrumbs into your day today? Future you will thank you!
The post Breadcrumbs: How to Find Your Way Back to Your Project appeared first on Productive Flourishing.
Early in my career, I remember someone introducing themselves as “a Creative”. I’ve always been blunt, but am rarely outright rude, so I didn’t ask the question in my head (“a Creative” what?)
Creativity is a mercurial, elusive property which people like to turn from a verb into a noun, embodying it things and people rather than processes. But creativity is an everyday activity. It’s just thinking differently about things.
Yesterday, someone on LinkedIn who I don’t know commented on an update I’d shared about my post Time’s Solitary Dance. They intimated that while the AI-generated ‘photos’ were “creative” it wasn’t my creativity. I’d suggest that this person, like so many others, has confused nouns with verbs.
This morning, I made the above image by running on a field near my house while tracking myself using the Garmin app. Or rather, to be boringly precise, I made it using a smartphone app which generated this image with the help of GPS satellites. As you can see, the execution could have been better, but you get the general idea. I think it’s fair to say that there was no intention on the part of the technical tools that created this image.
Now, I could have used an image editing app to spell the word “Bollocks” perfectly. In this case, I wouldn’t have had to do any running. But the image would have been cleaner and clearer. The execution would have been better. The point I’m trying to make is that the creativity isn’t located in my run, in the field, or in my smartphone app. The creative act is the concept, in the spark, in juxtaposing ideas.
The post The everyday essence of creativity first appeared on Open Thinkering.
Summertime can present an interesting tension for many of us.
On the one hand, we spend more time enjoying the world and the people we love, away from screens. On the other hand, those screens are how we often capture the gazillion ideas running through our heads.
For what it’s worth, many clients and readers have told me that part of their anxiety about going without a device for a few days (or longer) is they don’t know where they’re going to capture ideas and to-dos. Even when I remind them about notecards and little notebooks, they feel overwhelmed at the prospect of getting all of those ideas and to-dos from analog into whatever digital tool they use to capture and track them.
In a post for another day, I’ll tackle what’s really going on with this “capture everything” anxiety, but, for today, I’m going to focus on toolsets rather than mindsets.
What you’ve probably experienced is that the problem with loose tasks and ideas isn’t how much time they’re going to take to do, but that a) they don’t have a default home and b) they keep nagging you to remember them. By “default home,” I don’t mean the 82 sticky notes all over the place. Those sometimes cause more swirl because you have to remember which ideas are on what stickies and where those stickies are.
Being away from your default home (and toolsets) is what makes the summertime especially spacy and ball-droppy for so many people. Per the usual, whenever you have a major change in context, you probably need to update your habits and tools to compensate.
Here are some tools that will help you find a home for those loose tasks and ideas:
When in doubt, go with the simpler option.
Printing out the Action Item Catcher so that you have a default home for those loose ideas and tasks may be more inefficient than 2 and 3 above, but it’s far more effective at making time and space than opening your phone, in most cases. Opening our devices is far more likely to lead to being sucked into work when you’re out or accidentally falling into social media scrolling when you just meant to drop off a task or deliverable.
Whichever tools or methods you choose, focus on the capture aspect and save the sifting and sorting of those ideas for when you’re really back at work. The purpose here is to ease that “capture everything” anxiety in the moment, and get back to enjoying your time away.
The post How to Tame Those Gazillion Ideas appeared first on Productive Flourishing.
Let me quote myself: “From 2010 to 2012, filmmaker Kirby Ferguson released Everything is a Remix, a four-part series that explored art and creativity, and particularly how artists inevitably borrow from one another, draw on past ideas and conventions, and then turn these materials into something beautiful and new. In the initial series, Ferguson focused on musicians, filmmakers, writers and even video game makers. Now, a little more than a decade later, Ferguson has resurfaced and released a fifth and final chapter in his series, with this episode focusing on a different kind of artist: artificial intelligence.” Above, you can watch the complete edition of “Everything is a Remix,” with all parts combined into a single, hour-long video. A transcript of the entire production can be found here. Watch. Ponder. Create.
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As a chronic maximizer, here are a few reminders that I need from time to time.
Having breathing room — a little bit left over — is perfectly acceptable. In fact, it’s preferred.
In a nut, I’d rather go big on a few really special things by doing less on everything else.
“Talent is insignificant. I know a lot of talented ruins,” James Baldwin bellowed in his advice on writing. “Beyond talent lie all the usual words: discipline, love, luck, but most of all, endurance.”
There is a reason we call our creative endowments gifts — they come to us unbidden from an impartial universe, dealt by the unfeeling hand of chance. The degree to which we are able to rise to our gifts, the passionate doggedness with which we show up for them day in and day out, is what transmutes talent into greatness. It is the responsibility that earns us the right of our own creative force.
That is what the great poet, novelist, and playwright May Sarton (May 3, 1912–July 16, 1995) explores in an entry from her altogether magnificent journal The House by the Sea (public library).
With an eye to a young writer she was mentoring, Sarton reflects:
One must believe in one’s talent to take the long hard push and pull ahead, but a talent is like a plant… It may simply wither if it is not given enough food, sun, tender care. And to give it those things means working at it every day.
Echoing Mary Oliver’s admonition that “the most regretful people on earth are those who felt the call to creative work, who felt their own creative power restive and uprising, and gave to it neither power nor time,” Sarton adds:
A talent grows by being used, and withers if it is not used. Closing the gap between expectation and reality can be painful, but it has to be done sooner or later. The fact is that millions of young people would like to write, but what they dream of is the published book, often skipping over the months and years of very hard work necessary to achieve that end — all that, and luck too. We tend to forget about luck.
Complement this fragment of The House by the Sea (public library) — which also gave us Sarton on how to live openheartedly in a harsh world — with poet Naomi Shihab Nye’s advice on writing, discipline, and the two driving forces of creative work, Jennifer Egan on the most important discipline in creative work, and Maria Konnikova on the psychology of luck, then revisit Sarton’s spare, splendid poem about the relationship between presence, solitude, and love, her ode to the art of being alone, and her cure for despair.
For a decade and half, I have been spending hundreds of hours and thousands of dollars each month composing The Marginalian (which bore the unbearable name Brain Pickings for its first fifteen years). It has remained free and ad-free and alive thanks to patronage from readers. I have no staff, no interns, no assistant — a thoroughly one-woman labor of love that is also my life and my livelihood. If this labor makes your own life more livable in any way, please consider lending a helping hand with a donation. Your support makes all the difference.
The Marginalian has a free weekly newsletter. It comes out on Sundays and offers the week’s most inspiring reading. Here’s what to expect. Like? Sign up.
“I have invented a new way of imitating flowers,” Mary Delany, a 72-year-old widow wrote to her niece in 1772 from the grand home where she was a frequent guest, having just captured her hostess’ geranium’s likeness, by collaging cut paper in a nearly identical shade.
Novelty rekindled the creative fire her husband’s death had dampened.
Former pursuits such as needlework, silhouette cut outs, and shell decorating went by the wayside as she dedicated herself fully to her botanical-themed “paper mosaicks.”
Over the next decade Mrs. Delany produced 985 astonishingly floral representations from meticulously cut, hand colored tissue, which she glued to hand painted black backings, and labeled with the specimens’ taxonomic and common names, as well as a collection of numbers, date and provenance.
In the beginning, she took inspiration from a giant collection of botanical specimens amassed by the celebrated botanist Sir Joseph Banks, with whom she became acquainted while spending summers at Bulstrode, the Buckinghamshire estate of her friend Margaret Bentinck, duchess of Portland and a fellow enthusiast of the natural world.
Bulstrode also provided her with abundant source material. The estate boasted botanic, flower, kitchen, ancient and American gardens, as well a staff botanist, the Swedish naturalist Daniel Solander charged with cataloguing their contents according to the Linnaean system.
Sir Joseph Banks commended Mrs. Delany’s powers of observation, declaring her assemblages “the only imitations of nature” from which he “could venture to describe botanically any plant without the least fear of committing an error.”
They also succeed as art.
Molly Peacock, author of The Paper Garden: An Artist Begins Her Life’s Work at 72, appears quite overcome by Mrs. Delany’s Passiflora laurifolia – more commonly known as water lemon, Jamaican honeysuckle or vinegar pear:
The main flower head … is so intensely public that it’s as if you’ve come upon a nude stody. She splays out approximately 230 shockingly vulvular purplish pink petals in the bloom, and inside the leaves she places the slenderest of ivory veins also cut separately from paper, with vine tendrils finer that a girl’s hair. It is so fresh that it looks wet and full of desire, yet the Passiflora is dull and matte
Mrs. Delany’s exquisitely rendered paper flowers became high society sensations, fetching her no small amount of invitations from titled hosts and hostesses, clamoring for specimens from their gardens to be immortalized in her growing Flora Delanica.
She also received donations of exotic plants at Balstrode, where greenhouses kept non-native plants alive, as she gleefully informed her niece in a 1777 letter, shortly after completing her work:
I am so plentifully supplied with the hothouse here, and from the Queen’s garden at Kew, that natural plants have been a good deal laid aside this year for foreigners, but not less in favour. O! How I long to show you the progress I have made.
Her work was in such demand, that she streamlined her creation process from necessity, coloring paper in batches, and working on several pieces simultaneously.
Her failing eyesight forced her to stop just shy of her goal of one thousand flowers.
She dedicated the ten volumes of Flora Delanica to her friend, the duchess of Portland, mistress of Balstrode “(whose) approbation was such a sanction to my undertaking, as made it appear of consequence and gave me courage to go on with confidence.”
She also reflected on the great undertaking of her seventh decade in a poem:
Hail to the happy hour! When fancy led
My pensive mind this flow’ry path to tread;
And gave me emulation to presume
With timid art to trace fair Nature’s bloom.
Explore The British Museum’s interactive archive of Mary Delany’s botanical paper collages here.
All images © The Trustees of the British Museum, republished under a Creative Commons license.
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– Ayun Halliday is the Chief Primatologist of the East Village Inky zine and author, most recently, of Creative, Not Famous: The Small Potato Manifesto and Creative, Not Famous Activity Book. Follow her @AyunHalliday.
Some real talk from retired geometry teacher Wendy Lichtman, above, the author of several math-themed YA novels:
Not many 15-year-olds care that two parallel lines are crossed by a transversal.
“But right here are two parallel lines,” she continues, pointing to a pink and orange quilt. “and these are transversals, and they are at a 90º angle and it feels real. You’ve gotta get it to look right.”
The teenaged participants in the Oakland, California program she founded to demystify geometry through hands-on quiltmaking get it to look right by plotting their designs on graph paper, carefully measuring and cutting shapes from bright calico of their own choosing. (Licthman has committed to buttoning her lip if their favored print is not to her taste.)
Lichtman came up with this creative approach to help a bright student who was in danger of not graduating, having flunked geometry three times.
She details their journey in How to Make a Geometric Quilt, an essay formatted as step-by-step instructions…not for quiltmaking but rather how those in the teaching profession can lead with humility and determination, while maintaining good boundaries.
Some highlights:
6. Sometime after the sewing has begun, and the math notebook is ignored for weeks, begin to worry that your student is not really learning geometry. She’s learning sewing and she’s learning to fix a broken bobbin, but really, geometry?
7. Remind yourself that this kid needs a quilt as much as she needs geometry.
8. Remember, also, the very, very old woman who taught you hat-making one night long ago. She had gone to school only through 5th grade because, she said, she was a Black child in the deep south and that’s how it was back then. Think about how she explained to the hat-making class that to figure out the length of the hat’s brim, you needed to measure from the center to the edge with a string and then do “three of those and a little bit more,” and remember how you sat in awe, because three radii and a little bit more is the definition of pi, and this hat-maker had evidently discovered for herself the formula for circumference.
As the two become better acquainted, the student let her guard down, revealing more about her situation while they swapped stories of their mothers.
But this was no easy A.
In addition to expecting regular, punctual attendance, Lictman stipulated that in order to pass, the student could not give the fruits of her labor away.
(Solid advice for creators of any craft project this ambitious. As Debbie Stoller, author of Stitch ‘n Bitch: The Knitter’s Handbook counsels:
…those who have never knit something have no idea how much time it took. If you give someone a sweater, they may think that you made that in an evening when you were watching a half-hour sitcom. It’s only when people actually attempt to knit that they finally get this realization, this light bulb goes on over their heads, and they realize that, “Wow, this actually takes some skill and some time. I’ve got newfound respect for my grandma.”)
Ultimately, Lichtman concludes that the five credits she awarded her student could not be reduced to something as simple as geometry or quilt-making;
You are giving her credit for something less tangible. Something like pride. Five credit hours for feeling she can accomplish something hard that, okay, is slightly related to geometry.
Examples of the current cohort’s work can be seen on Rock Paper Scissors Collective‘s Instagram.
Once completed, these quilts will be donated to Bay Area foster children and pediatric patients at the local Children’s Hospital.
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Via Boing Boing
– Ayun Halliday is the Chief Primatologist of the East Village Inky zine and author, most recently, of Creative, Not Famous: The Small Potato Manifesto and Creative, Not Famous Activity Book. Follow her @AyunHalliday.
Recently I joined my friend Eric Zimmer on his podcast, The One You Feed, to discuss how to focus our lives on what’s most important to us, and what blocks us from achieving that.
Too many of us are still stuck looking for a way to really see and access the possibilities right in front of us. So that’s the first opportunity. How do we start where we are now?
We focus far too much on what we don’t have (instead of what we do), or on things that hold us back and dampen our spirit. We know our thought patterns are a huge piece of the puzzle, and that working on our negativity, and transforming it, has huge dividends to pay. But it’s not just about thinking, our actions matter, too.
“The One You Feed” makes reference to an old Native American tale in which a grandmother tells her grandson that two wolves are at battle within every person: a good wolf and a bad wolf.
“Which one wins?” the grandson asks.
“The one you feed,” she replies.
Whenever I personally find myself in a situation of uncertainty or discomfort, especially when it comes to other people, a question I often ask myself is: What’s the most abundant possibility we can co-create together?
If we start there — by focusing on the most abundant possibility of our co-creation, it gets us out of zero sum games. It gets us out of the cycle of feeding the bad wolf. Considering the most abundant possibility we can create moves us into a sense of partnership. It’s a way of guiding myself towards the good wolf, as it were.
Some of our readers may know that I am an avid motorcyclist. In motorcycle riding, as in driving, there’s a rule: You always look first at the place you want to go. You don’t look at what you’re trying to avoid, because that’s the best way to crash into it. When you ride a motorcycle, you look through the curve.
When I’m steering and navigating through life, I hear and feel the bad wolf. But I’m looking at the good wolf and say to myself, “How do I steer towards that?” And I might get it wrong. But in my experience, I don’t know that I have ever regretted steering towards the good wolf. I’ve never regretted at least trying to build the most abundant possibility with other people.
Ideally you end up in the place where you don’t have to ask the question anymore. You’re just always steering in that direction. It’s one reason to think positively about the future. Ultimately we don’t know the outcome, really, so why not imagine it in a way that’s empowering, versus a way that keeps me looking at the obstacles I don’t want to hit?
I’ve said it elsewhere, but it bears saying again: your planning and your schedule needs to include your dreams. If we don’t dream about what’s possible, instead we stay stuck in the world of: what’s the least bad thing that can happen to me right now? And how do I avoid the least bad thing?
So much of the work necessarily involves envisioning, and saying to ourselves: “This is what life could look like.”
You can’t just endlessly settle for what you know isn’t enough — instead, you’ve got to move to “it’s possible” first, and then “it’s plausible”. There’s a pathway to there.
More importantly, that shift does not need us to employ hustle culture to get there. It doesn’t require burnout and maximum effort or Dunkirk Spirit.
There’s a way for us to move where we want to go, but it involves first identifying what the story is that’s keeping us from seeing what’s possible. What can be actualized is often right in front of us, but that’s exactly where a lot of people get stuck.
People get blocked by all kinds of head trash. That’s why giving ourselves permission is such a struggle: it’s okay for us to have the abundance we’ve dreamed of. It’s ok to live in that world, and hope others can live in a more abundant world, where they allow themselves to dream, too.
If you get to that point of fighting the head trash, you may be on the right track. That’s the hard inner work that you have to get through to prioritize your dreams.
This came up with Eric, who, despite success with his podcast, has been wrestling back and forth with the idea of whether he can take a month off and travel when he’s got his own business.
There’s this sense for a lot of folks, when it comes to rest or time away: “That’s not something that someone like me does.”
My thought was, “Oh really? Let’s unpack that.”
If you fundamentally think you don’t deserve rest or a break, or that it’s not possible or not relevant for you, there’s a likelihood you’re going to keep creating a cycle of burnout and frustration. And it’s not because you can’t take a break, or that things would actually fall apart if you did, but it’s because you’re unwilling to permit yourself to take that break. That’s where a lot of the work to be done lies.
For Eric to be able to give himself that permission involved moving away from hustle culture: the idea that more is inherently better, that we need to go bigger, and earn more money constantly.
Instead he tried asking himself, in the context of his life, “What do I really want?” That’s how he realized what he wanted most was to take time off. That’s the one thing he had never felt he had time in his life to do.
I’ll also say that for some folks who may be reading this, it’s not in every case quite as simple as, “I give myself permission.” Yes it’s about acknowledging, “this is what’s possible.” But it’s also about: “This is what’s possible for me.”
Those two words, “for me”, become really powerful. Together knowing it’s also possible “for me” makes the difference in whether you might just start taking whatever your aspiration is, and turning it into a real project, that is central in your life — where you devote real time and energy to it.
When you start talking about something as a priority, or as a project, it has to live on your schedule. A lot of people might be thinking about an idea for years without it ever taking up space on their schedule.
But it’s those projects you’ve dreamed of that are going to create your future self. That’s what we’re talking about here — what really lights you up in a way that only uniquely you can do. Our best projects, as I wrote about in Start Finishing, are mirrors, and bridges. Mirrors reflect your internal landscape: what you think about yourself, what you believe as possible, who you think you are, but they also mirror what’s happening in your external world.
“I’m gonna do the thing.” And we decide to do the thing. But immediately we’re confronted with head trash, limiting beliefs, competing priorities. And thinking… I can’t do this new thing, I was already overloaded with the old thing. How am I going to do the new thing?
But the project is simultaneously the bridge towards your future self, that future work that you’re going to do. The great part about it is, the bridge you’re building can take you a whole lot further than you thought you were going to go.
You can’t imagine, when you really do this type of work, where it’s all going to take you. When you really commit to the path, it can take longer to get there than you thought, or a lot of people get there faster than they had originally considered possible. That’s part of why we created the Start Finishing Field Guide to help you along that path.
We need that spaciousness not just in our individual work and paths, for leaders or entrepreneurs, but in our team work, too. For Eric, when he finally allowed himself to take a break, he came back with a renewed spirit – where rather than dreading getting back to work, he was amazed out how much unfolded that had previously felt stuck or impossible.
So many clients and people in different contexts come up to me saying, “I want to do more, bigger, better.” Mainly because that’s the priming we’re getting from just about everywhere. I hesitate, since I don’t want to say, “sorry, I cannot help you do more.”
Instead, at Productive Flourishing, we’re more interested in helping you focus on the best and right things first, which mostly means doing and committing to fewer things. That’s the reason we have the five project rule. It doesn’t make sense to overburden yourself with more than you can feasibly do in a given time period (day, week, month, or year). If you really focus within limits, that level of commitment does a lot of the groundwork.
The worst case scenario is we end up constantly stuffing things in, and micro-crunching our days and weeks so much that it’s a highway to burnout. We may be ‘getting things done’, but we’re so stressed out about it, that we can hardly enjoy it. The question I always ask is: How do you structure this in a way so that you can actually breathe and enjoy it as you’re doing it?
If it’s always just about crunching it, and doing it in the minimum amount of time and getting the maximum return — all those things that we hear — that becomes really, really unsatisfying.
Like imagine this scenario about your favorite dessert: I say, I’m going to make your favorite dessert for you. I put it in front of you, then I pull out a stopwatch. You get 15 seconds, go. Enjoy it, maximize it. Get it right. That makes no freakin’ sense. We want a certain amount of savoring when it comes to so many things that truly matter to her life.
If you have a bit of autonomy in your day, which is actually many of us in the post-pandemic hybrid work world, there’s not necessarily someone standing over your shoulder observing your work.
But what I’ve seen time and time again, across our audience, is that work can still be too stressful. In that burnout environment, we end up in this state of distraction, with time wasters and fillers, just to give ourselves a bit of emotional reprieve.
If work wasn’t so stressful to start with, we likely would not have need of that reprieve, meaning there would be substantially less chance of ending up in time sucks on social media or email — or whatever it is for you.
More spaciousness, whether on teams or individually, opens up new possibilities in our work and in the range of possibilities for our (or our team’s) success. If you actually take a step back, the likelihood is, your chances are substantially higher to come back recharged and able to really think through whatever problem it is that’s facing you. Slowing down often leads to novel insights. We can quite literally be better humans with the people we spend our days with — our team members included. We wind up not so compressed and snippy.
When taken as a habit, as a practice, that sense of space dramatically changes the quality of your work day in and day out. It means not holding on through an endless slog of painful work — instead it’s about going to work, engaged, energized, filled with a sense of meaning and purpose. Let’s face it, that’s a win no matter what happens.
The chief issue with working on a team (also co-located teams) is that when we’re working with other humans, we end up with some amount of social overhead. You end up in negotiation with others. If I block off my schedule, that impacts you, because now I’m not available for different things.
At most companies, unfortunately, there are the stated values and priorities, and then there’s shadow values and priorities. There’s this other game that you’ve got to play to be successful.
In really well-aligned organizations and really high performance ones, high-performing teams know there’s not so much of the shadow game, like it’s just all on the table. People know how to win. Regardless of the dynamics in specific organizations, the first question in any kind of workplace ought to be: How do I ship the most valuable work that pushes my team forward?
There are two axes of approach here. One is to really reclaim the time, or consider the time you do have and use that more purposefully.
If you’re faced with too much stress, or too many projects, the usual management tip is that you ought to bring the matter to your boss’ attention, and ask, what do you consider the priority is, or where should I start? In the 21st century, because of the way self-managed work has evolved, I would add a slight tweak here.
Rather than saying, “I can’t do these in this timeline,” I would take ownership: “I think these are the five most important. Do you agree? Am I correct about that?” And if they agree, it shows you’ve done that work of translation of your reality to make it legible for them — you’re not just like, “It’s too many things, pick for me.”
It’s the same when it comes to managing something like performance reviews. You get to take the ownership, and say: “Here’s what I’ve done over the last six months. Here are some of the things I know I need to work on.”
Ideally, the lines of communication have already been open with you and your team members or leader on these points. So you can suggest, “Here’s my plan of action for doing that.” And that means you get to have a very short performance conversation. Unless you’re just wildly misreading things. But even if you are misreading things, it’s better to know that sooner rather than later, right?
On the team side of these issues, let me first get a few core concepts out of the way. When I say team, I’m talking about the four to eight people you work with, day in and day out. Most teams are about that size. If you’ve heard me talking about my forthcoming book, Team Habits, it turns out you have an incredible amount of rapport and influence with that smaller core you work with.
The nuance I’m talking about can really be seen when the team as a whole moves and operates in a certain way. That’s just how the team rolls. Then you have a team habit. This is where a lot of the magic unlocks.
But the interesting thing about our team habits is they’re often implicit or unconscious agreements we make with each other. Then we just sort of do them, like any habit.
When I’m out talking to people in the field, leading a workshop for a company, for instance, I might ask, “Hey, did you at some point choose that when the team has an open schedule, that means a team meeting automatically gets scheduled?” The general answer is, “Ah…” and if you go down the list, no one agreed out loud that’s the way things should be.
In a small team, let me give you a scenario for how it can work (especially if we’re wanting to create new habits of highly effective teams), and cover down on a task that keeps slipping. Take managing cc: threads. We can decide that Tim will be the person to read the cc: threads, and he’ll let us know if there’s actually something relevant in that jam. He can also speak on the team’s behalf, like, hey, my team is doing X, Y and Z today. He is the liaison for the team. Maybe Charlie will do it tomorrow.
That gives the entire team of four to eight people freed up capacity. That means only one person has to read this thread to figure out what’s going on, so that the seven other people on that team can get to work. It’s an easily available solution. But we just don’t think of these kinds of solutions often because of the unconscious way team habits work.
It turns out, and maybe this is a fact a lot of us intuitively know: Most change management programs have abysmal success rates. Especially when it comes down from the top down, between two thirds and three quarters of change management projects don’t work, they fail.
When’s the last time from high up, someone’s created a policy that’s actually made your life better? There’s a saying in organizational development, recruiting and workforce management that people don’t leave bad companies, they leave bad bosses.
The fact is that your small team is frequently better equipped to take better care of each other — to build that trust and belonging that can lead to improved performance and results.
As an individual I may love or really dig the people that I work with, but hate working with them. That’s a fixable problem.
What we have to do in that scenario is stand up and feed the wolf. Be better at identifying bad team habits, and creating better ones — actively thinking, what’s it going to take for us to not show up and have the same setbacks day in day out?
In the course of this conversation on how to focus on the most important things with Eric, we touched on the subject of productivity. There are a lot of words in the broader industry that we’re in that I don’t love. But there are useful ideas too, which can play out in how we move on successful team goals. For instance, a crucial insight we might take and apply directly to team performance, is about being proactive versus reactive.
Being proactive takes courage. You might pick wrong, you might spend three months or six months working on the wrong damn thing. But having that courage with your team and as an individual to really say, “Here’s where we’re trying to go, let’s organize ourselves to get there.” It makes such a dramatic difference, because you don’t end up in this place of resignation and quiet quitting.
With bad team habits, and with a lack of courage or purpose, that’s what happens in the workplace. When we disengage it creates an add-on snowball effect, and we disengage again, then others do, too. That’s the path that leads to bad cultures from bad bosses. I get that. I’ve done this work long enough to know that some of us, leaders included, have just not gotten to the place where we see the possibility that’s right in front of us.
Ultimately I’m a team guy. Because when we’re part of a good team, that’s where we have great performance and great belonging, it’s just one of the most sublime human experiences that hits us so hard, and is hard to beat. It’s for that reason I get nostalgia about being in the Army sometimes.
That’s the reminder I’d like to leave us with here — it’s the whole reason I wrote Start Finishing, which is now being played out in Team Habits in a different way. (P.S.: If you weren’t already in the know, Team Habits is coming this August and now available for pre-order at your favorite bookseller.)
And it’s that we’re here to help people get on a pathway to a way of working that makes work a sublime experience. That’s possible with teams, for any team, and we all have the ability to get there.
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