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What is it that holds you back from being efficient and intentional with your time? What obstacles do you face to doing focused, deep work?
Previously, I shared about the three “waves” of productivity: Efficiency, Intentionality, and Meaning.
Now, let’s dive in and find out what it is that threatens these three areas of productive. In short, what is it that threatens your time, attention, and focus…?
It’s obvious, but it’s also true. Your efficiency is threatened by inefficiency.
The first wave of productivity focused on improving efficiency through the implementation of productivity workflows, systems, and tools.
You don’t have to go full-on GTD, nor do you have to start using expensive and complicated software. I get by just fine using a physical paper notebook to manage 90% of my task and time management needs.
The tools and systems you use in and of themselves are not what’s important. But if you have an inefficient system — or perhaps even no system at all — then you won’t be able to reap the benefits and freedom that come with efficiently managing your day to day life. Instead, you’ll be spending a significant amount of your time just juggling and wrangling things that you could easily be managing well.
Without protecting the margin in your day, then the free time you create will be swallowed up by other demands and responsibilities on your schedule. This most commonly occurs by giving in to the tyranny of the urgent.
Boundaries are important. You must be able to say no to the non-essential demands on your time and attention, and you must maintain margin and breathing room within your schedule so emergencies don’t arise every time there is a little unexpected thing that pops into your day.
Many people do not have clarity about what it means to be productive and valuable in their work. From a high-level, they cannot define what important, deep work is. And from a granular level, they lack the clarity to know what their next steps are and what they should aim to do on a regular basis.
As a result, that lack of clarity leads to unfocused busy work such as checking email, social media, news, etc. And this is super-bad-news because many people substitute busyness as a proxy for productivity.
As I mentioned last week, clarity cures busywork.
But clarity alone is not enough. You also need the skill to focus and do the work, rather than procrastinate and give in to distractions.
If you’re struggling to find clarity about your focused, deep work, you’re not alone. Ditto if you’re a master procrastinator.
(Side Note: I put together all my book notes from Deep Work and also combined those notes with all the key takeaways and highlights from my interview with Cal Newport. You can download the in-depth notes here.
Up next in this series, we’ll be hitting on the most common pitfalls to productivity and how your time and attention are crucial in protecting your margin.
The pitfalls differ from the above threats in that the former are habits and mindsets you have that you may not even know about. They’re things that are found in your own individual productivity systems as well as within the teams you work with, and even within your whole company.
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Productivity training has matured significantly over the past 15 years.
We began with an emphasis on efficiency. Then, we began to ask the question about how to use that efficiency to free up time in our day. Now we are realizing that using that extra time to do meaningful work is a skill in and of itself.
In short, third-wave productivity has nothing to do with artisanal to-do list apps.
A little while back, I had the honor of interviewing Cal Newport about his book, Deep Work. While there is a lot in our conversation that I’d love to get into, it will have to wait for another time. Today, I wanted to pull out one segment where Cal and I talked about the Three Waves of Productivity.
Side Note: I put together all my book notes from Deep Work and also combined those notes with all the key takeaways and highlights from my interview with Cal Newport. You can download the in-depth notes here.
This first wave focused heavily on systems, methodologies, and tools. It touted efficiency as the ultimate form of productivity, stating that you need to capture and organize all your tasks and projects and other areas of responsibility. To do this you need smarter lists and more powerful tools.
(Note that there are many ways to be efficient with your time and your tasks beyond a specific or complex methodology. I for one am a huge fan of the Ivy Lee method.)
This second wave built on the first. Saying that organizing your tasks is not the height of productivity. Rather, it’s about making room to do the real work. This second wave was more of a mindset shift than a skill.
In other words, it was the realization that when you are efficient with all the incoming stuff and your ideas and time, then you are able to create space in your day to do the important work. (Note that another way to create space in your day is to say ‘no’ to certain incoming things and create some margin for yourself.)
This intentionality of choosing to do meaningful work exposed a truth that to merely free up your time isn’t enough.
Once people had time available to do the “real work,” they often didn’t even know what it was — nor did they have the skills needed to take advantage of that time.
Doing the real work is, in itself, a craft that takes time and practice, and this is what the third wave is all about…
Wave three is about defining what to do in the time that you’re fighting to clear out and taking advantage of that “real work” time.
We have had to reengage with what it means to concentrate and do focused, meaningful work. We are now giving our attention to what it means to do deep work.
These three waves serve one another. You need all three to get the true benefits, and it’s not until you get to the third wave that you start to see all the benefits.
It is in the third wave where you start to produce more valuable work and you find your work more meaningful.
However, the challenge here is that many people do not have clarity about what it means to be productive and valuable. They cannot define what important, deep work is. As a result, that lack of clarity leads to unfocused busy work such as checking email, social media, news, etc.
In his book, Deep Work, Cal warns against using busyness as a proxy for productivity:
In the absence of clear indicators of what it means to be productive and valuable in their jobs, many knowledge workers turn back toward an industrial indicator of productivity: doing lots of stuff in a visible manner.
Clarity about what matters also gives clarity about what does not. Clarity is vital if you want to do deep work on a regular basis over the long run.
Next, we’ll talk about the most common issues that will threaten your efficiency, intentionality, and deep work. We’ll also get into the most common pitfalls to productivity.
In the meantime, I’ve put together all my book notes from Deep Work and combined it with all the key takeaways and highlights from my interview with Cal Newport. You can download the in-depth notes here.
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.
How much time do you spend each week working through the important, deep, and future-building work? How much time could have been spent on the significant, strategic change work that often gets lost — either in routines or in the swirl of urgent items that seem to appear out of nowhere?
Take a minute to look back at your schedule over the last few weeks if you really want to get a clear picture.
Chances are you’ve been caught up in a strategic-routine-urgent logjam.
If you’re seeing this play out on your schedule, consider the compound effect of this playing out across your team – those four to eight people you spend 80% of your working time with.
When you look at teamwork, you’ll find that collaboration mostly falls into one of three buckets:
Strategic work: work that is longer term and catalytic for an important objective or issue
Routine work: tasks that pop up regularly, such as weekly reports
Urgent work: time-sensitive and important tasks
We can’t control the urgent things that come up, and hopefully the routines we have in place are set up to support those moments when they arise. Where things tend to get slippery though is how we spend the time we have (or think we have) for that important, future-building strategic work.
Mihaly Csikszentmihalyi, the “father of flow,” once wrote about how, if you look at your schedule from two weeks ago, unless you make specific, instrumental changes during your week, your schedule two weeks from now is probably going to look the same.
We have this myth in our brains that two weeks from now is wide open. That we don’t have to worry about it now because in the future we’ll have the time.
Except… it’s not really that open, not when you think about it.
At the team level, you’re rolling in routine stuff, things you know are just gonna happen, but they still take up time to do. And there’s probably going to be something that’s urgent, right?
And that’s not even counting meetings, which usually fall into the routine bucket, but require urgency every so often.
So how much time do you actually have for the future building work? Time to:
When I’m consulting on strategic planning with a client, one of the first things I’ll come in and say is, “What’s our actual capacity for change here?”
I’m not talking about the emotional capacity, which is also important, but what is the actual capacity on schedules?
This is where the disconnect often comes in on teams. Managers and leaders expect a lot more of the strategic future building work to happen. That’s natural — we (hopefully) take pride in our roles and company vision, aiming to elevate what we stand for, and push our boundaries beyond the limits of success.
However, most managers and leaders don’t have a firm grasp of how the routine tasks and the urgent stuff dominates the team structure.
If the routine tasks and urgent work items are taking up 110% of people’s time, we have to do something different.
We can’t just assume that we’re going to put more units of stuff in a bag that’s already overfilled.
I was recently talking to a CEO who was frustrated that an important project didn’t seem to be getting the attention it deserved. I pointed out that prioritizing the project meant there is work that will need to live on someone’s schedule.
Which led me to ask “Is there any room for this to go on their schedule?”
And followed by:
Are there enough focus blocks to move this strategic work forward?
And if not, what are we gonna do about that?
This is where on the individual side, the five projects rule is super helpful. It’s the sort of thing that it’s really a gauge for what you can fit in and what your capacity really equals out to be. Projects have to move out before new ones can be moved in.
And at a team level, it’s especially important for managers and leaders, but it’s really all of us at a certain point. You have to honor that you’re not going to get everything done, and that something either has to be dropped or pushed forward in an imperfect state.
Understanding your capacity for change starts with understanding how much room in your (your team’s) schedule there is to take on strategic work. If it’s just filled with urgent and recurring work, take a look at all the routine tasks and projects and ask yourself the following:
From here, you’ll be able to build in space for strategic thinking that will expand you, your company, your team and more, to the next level of success — without compromising the essence of what makes you flow.
Team Habits is coming this August and now available for pre-order at your favorite bookseller. And if you’re curious about identifying your team’s strength areas, growth areas, and challenge areas, take our Team Habits Quiz, a free, customized report to help you understand how your team works best together and how together your team does its best work.
The post Change Work Is Strategic Work appeared first on Productive Flourishing.
A client recently wanted to problem-solve for working four days a week, but when she started explaining the problem, it wasn’t about the load of her days or how many days a week she worked. Deep down it was about work intensity, or how stressful it was for her to be working “at 100% efficiency” for 5-6 hours a day.
I pointed out that a really common pattern and a byproduct of efficiency crankers are they’re exhausted no matter how much actual work is on their plate. Even if/when we remove 25% of the work from their plate, the typical move among these folks is to then cut the amount of time they give themselves to do the work by 25%.
This has the net result of them being just as stressed about the work, no matter how much work is removed from their plate.
An additional part about this client’s scenario is that, partially because of the work we’ve done together, everything is great for her right now. Her business is working well, she’s getting the right clients, and she loves the work that she does. She has a new perfect-for-her romantic partner. Her health is great and far improved than when we started. She’s happy and doesn’t want much, which itself has become a challenge for her. (We’re working through the way her upper limit responses have gone guerrilla.)
So, in her circumstances, cutting an additional day of work wouldn’t make her better off and would create a lot of stress to get there. She’d work four days, just as intensely, and end up just as worn out.
Instead of cutting work, I asked her “what would you do if I asked you to be 15% slower?” We brainstormed a few “slow practices,” she might do in 5-10 minutes, like:
She’s still exploring whether it’ll be best for her personally to set a timer to initiate her slow practices and self-care or to sense when she’s needing to do one of these practices between tasks. The latter is better for most people after they have been practicing slow productivity for a while, but when folks are addicted to checking off tasks, it’s typically better to start with timers.
On the subject of timers, I happen to know she uses timers for her work. I chose to remind her that if she could use her timers to work, she could use timers to not work.
The obvious difference is that, in the latter case, she’d have to give herself permission to stop working, and that, weirdly, is going to take more discipline for her to do (to use her slow practices) than to work. (I’ve had A LOT of practice coaching folks on this topic, as it turns out, not the least because Angela struggles with this, too.)
This is one of those cases where the normal go-tos of subtraction do not work well. Adding some recovery practices to her day will create more vitality, joy, creativity, and richness in her work and life. Working an hour or day less at the same pace would not get her there.
We see many organizations who fumble this, too. Their response to burnt-out, overloaded workers is to switch to 4 days a week, but for many workers, that amounts to having to do the same amount of work in less time — it increases intensity without really addressing the workways and team habits creating more work than people can do in their compensated time. What really needs to be solved for is the load of work, not just the amount of days people work.
A 4-day work week boiled down to 10 hours of work a day can in some cases be a good solution for companies. For example, if someone commutes for an hour or ninety minutes per day, the additional day off makes a real difference.
These same companies would likely see a better result if they encouraged workers to do admin or remote work from home on Friday, or, better yet, to let teams decide when they need to work remotely and when they need to be co-located. No one wants to commute to do the same things they can do from home, and many people wouldn’t mind the commute as much if the work they were driving to do really got done better face-to-face or co-located.
What we really need to consider, though, is the mindset that causes people to work so intensely in the first place. Sometimes it’s what it takes to get the job done but other times there are more insidious things at play. The following are two more common reasons for the intensity, though:
Here’s the takeaway: if no matter how much work you do throughout the day, you feel like you’re panting and rushed, perhaps it’s not the amount of work you’re doing, but the pace you’re working at.
Consider ways in which, rather than just subtracting or decreasing the amount of hours or days you’re working, you can slow yourself down in order to be more intentional and calm about the ways you’re moving forward on your workload. Chances are with less anxiety produced by the high work intensity and overload, you might be more productive anyway.
Team Habits is coming this August and now available for pre-order at your favorite bookseller. And if you’re curious about identifying your team’s strength areas, growth areas, and challenge areas, take our Team Habits Quiz, a free, customized report to help you understand how your team works best together and how together your team does its best work.
The post What to Do When Work Intensity Is the Problem appeared first on Productive Flourishing.
In one sense the question I posed in an earlier post — What are the proper focal practices for a pilgrim people? — has an obvious answer. In a sermon John Wesley wrote that the “chief … means” of God’s grace to us
are prayer, whether in secret or with the great congregation; searching the Scriptures (which implies reading, hearing, and meditating thereon); and receiving the Lord’s Supper, eating bread and drinking wine in remembrance of Him: And these we believe to be ordained of God, as the ordinary channels of conveying his grace to the souls of men.
Surely it is true, and has been true as long as Christians have walked the earth, and will always be true, that these three practices are permanently and non-negotiably focal for Christians. If we’re not doing these, then we’re going to be distracted, diffracted, “blown about by every wind of doctrine.”
But if these are the “ordinary channels” by which God conveys grace to us, might there be, in certain times and places, extraordinary channels — channels especially appropriate to a given context? I think so, and in this and future posts will be drawing on Byung-Chul Han’s The Burnout Society to identify some.
In this post I want to talk about intervals. In an especially provocative passage — and in another, later post I’ll discuss its context — Han writes,
Only by the negative means of making-pause can the subject of action thoroughly measure the sphere of contingency (which is unavailable when one is simply active). Although delaying does not represent a positive deed, it proves necessary if action is not to sink to the level of laboring. Today we live in a world that is very poor in interruption; “betweens” and “between-times” are lacking. Acceleration is abolishing all intervals. In the aphorism, “Principal deficiency of active men,” Nietzsche writes: “Active men are generally wanting in the higher activity … in this regard they are lazy…. The active roll as the stone rolls, in obedience to the stupidity of the laws of mechanics.” Different kinds of action and activity exist. Activity that follows an unthinking, mechanical course is poor in interruption. Machines cannot pause. Despite its enormous capacity for calculation, the computer is stupid insofar as it lacks the ability to delay.
Almost everyone at times has the sense that we are not using our technologies but are being used by them. Which is why, in the long run, as Jaron Lanier has pointed out, “the Turing test cuts both ways. You can’t tell if a machine has gotten smarter or if you’ve just lowered your own standards of intelligence to such a degree that the machine seems smart. If you can have a conversation with a simulated person presented by an AI program, can you tell how far you’ve let your sense of personhood degrade in order to make the illusion work for you?” We therefore come to imitate the distinctive stupidity of machines. If we are to be stupid, at least let our stupidity be human.
So maybe the first focal practice, the one that enables all the others, is simply this: to pause. To create intervals in our busyness. Maybe we will later fill those intervals with prayer, for instance, but just to create them is the first desideratum. Pause, and breathe — that alone declares our humanity and distinguishes us from our machines. The pilgrim pauses along the Way, and in that manner combats the laziness peculiar to a technologically accelerated age.
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