Time Management

The Slow Movement and You

This is an article that accompanies my CoolTimeLife podcast entitled The Slow Movement and You. If you want to listen to it while you drive somewhere in a hurry, you can access it here.

Have you ever heard of the Slow movement? Probably not.

In an age of 24/7 business, of overloaded schedules, of wireless access and a ceaseless need to stay in the loop, there isn’t much tolerance among working people for a Huckleberry Finn approach to managing the day—lazy afternoons, long lunches, and watching the sun drift across the sky. We all may wish we could take this approach, but few of us have a realistic expectation of getting there any time soon. There’s just too much to do, and it all needs to get done now.

Everywhere you turn you hear people talking about their ever-increasing task load; that the workday has extended to 18 hours or more; that email and wireless devices are addictive and that people are using them, or are feeling pressured into using them, well into the hours that used to be reserved for personal life. This, it seems, is the new norm.

In spite of this, there are others who still profess the value of going more slowly, even if their voices more often than not get drowned out. They say they’re part of a Slow movement. They represent a collection of organizations and individuals that together advocates working slower, speaking slower, eating slower, and basically living slower.

There are cities in Japan, Italy, and elsewhere that have tried to make this Slow movement an official lifestyle, mandating traffic patterns, store-opening hours, and even business practices – like meeting-free-Fridays- to fit with this philosophy. And, thanks to the Internet, these advocates have all joined together to become a new global presence.

So, is this for real? Is the slow approach tenable here in North America? Can it work for you, in your business, with your customers and your boss, in a way that will make things better?

Sure, the Italian countryside certainly seems a good place to encourage the Slow movement. Workers have come and gone across its fields and streets for thousands of years. There’s probably a greater readiness there to accept a shifting of gears, since, after all, Old World Europeans have “been there and done that” in so many different ways that their collective sense of time, life, and related values is by now mature and pragmatic.

But how realistic is it to expect the Slow movement to catch on in those areas of the world where a high-speed work ethic still reigns supreme? It goes against instinct—against the very forces that have propelled human beings to adapt and advance. The desire to further yourself, to protect yourself and your family from harm, and to identify opportunities to improve living conditions are strong basic urges, and although, ultimately, most people work really hard so that one day they no longer have to work so much, the idea of slowing down to get there just doesn’t make sense.

Julie Burchill, a writer for the London Times put it this way: “There is something rather sad about those people always banging on about the joys of Slow Shopping, and of its kissing cousin Slow Food; it points to dull and dreary nostalgia-hounds with too much time on their hands and a morbid fear of modernity …”1

I disagree. I have been able to achieve more by adopting Slow principles than I was ever able to do. I’m a Type-A personality, and Alpha. I crave constant input and simulation, and I can’t stand wasting even a minute of time that could otherwise be put to good use. So I according to the experts, I am totally the wrong type of person to adopt the principles of the Slow movement. Yet it still works for me.

My belief is that slow is not only wise, it is essential. For as the pace of life speeds up, the skills that we need to attract and build business and to maintain a superior level of productivity are getting buried under a false momentum that plays on some very deep-seated fears inside the human mind. Furthermore, there are laws of physics that demonstrate that working faster doesn’t get you there faster. But in large part, the digital age has forced us to work faster and live faster, and in so doing we have started to lose sight of the maxim “more haste, less speed.”

It’s important to make the point here that not everything that is quick is bad. Responding quickly to a client’s call might win new business. Solving a client’s problem quickly might generate greater loyalty. Getting out of the way of a falling piano is a healthier option than just standing still.

Quickness is vital to competitiveness and to survival. But quickness and quality cannot be fully achieved if everything else about your work and your mental state is hurried to the point of confusion or exhaustion. The cheetah, for example, is the fastest animal on earth. The cheetah knows so much about being fast primarily because she also knows about going slow. She knows she cannot run 70 miles an hour all day and still expect to make a catch. She knows her own strengths and weaknesses as well as those of her quarry and is thus better empowered to strike at the right time, in the right measure.

So, ultimately, this is what I’m getting at: You can get further, faster, by incorporating slow into your life’s strategy.

Putting Speed into Perspective: Why Are We Racing?

A colleague of mine is the CEO of a media and design firm, and he has also been racing Porsches professionally since the age of 18. Nevertheless, he gives advice that seems contrary to the racer’s image. He says, “If you want to win, you have to know how to slow down as much as how to speed up. How you enter and exit a corner will have enormous impact on your performance on the straightaway.” He continues, “You have to be thinking two cars ahead. Not what the guy in front of you is doing, but the guy in front of him. The same goes for anyone driving on any highway. And you can’t do that if your mind is not together and cool.”

We’re all driving Porsches, mentally at least, from the moment the alarm goes off in the morning until we get back into bed, 13, 16, maybe 20 hours later. But unlike professional racers, it seems a lot of us succumb to the pressure to drive in the fast lane all the time. Urged on by the persistent prodding of our wireless technologies, we feel a palpable need to extend our accessibility and responsibility well beyond reasonable limits. Many people today check their messages from their bedside the moment the clock radio announces the new morning, before their eyes have even properly focused. Many also check in as they retire to their beds at night. If they could swing it, I’m sure they would even arrange to have their email forwarded to their dreams.

As the world becomes more and more connected, we all feel a renewed pressure to outperform, to differentiate ourselves from the competition, to do more and do it faster and usually with fewer resources than ever before. Like a giant poker game, the fear of not achieving these goals drives us forward, fueled by the constant, lurking threat that there is someone out there—a manager, a shareholder, a client, an auditor, or a competitor—who holds the final card, the ace of spades, the card of death—a person who can pull your job, your business, your identity, and your connection to the human race across the table and out of the game.

But the main point is this: No-one can hope to secure a place in either the present or the future simply by staying on the hamster wheel, working as hard and as fast as you can, 18 hours a day. Such behavior sits on the path of personal extinction.

All living species, including humans, have had to continually adapt to their changing environments. Major changes used to take thousands of years over many generations. Now substantial change happens in mere months, whether we’re capable of handling it or not.

I believe the next major evolutionary step for people who live and work in developed economies is to learn to counter some of the ancient instincts that have made speed so influential in their actions. We need to cool down and use slow as the next tool of strategic advantage. A cool mind and body provides fertile ground for creativity, providing the opportunity to deliver better solutions and circumstances, no matter what line of work we happen to be in.

As newer, hungrier economies outpace us with cheaper, faster hard goods and cheaper, immediately accessible outsourced services, the act of cooling down will help us thrive, by making sure we are ready to listen actively, think clearly, work effectively and exist proactively, keeping health and balance side-by-side with competitiveness and innovation. This is the recipe for our future. For as the pace of life continues to increase, and as jobs change and markets shift, will still be able to react—quickly—by being mentally prepared. Quite simply, more can be done in the cool shade of clear thinking than under the hot sun of exertion and reactionism.

##

Text Messaging in the 1700s and How it Affects You Today

This is an article that accompanies my CoolTimeLife podcast entitled Raising the Bar of Expectation. If you want to listen to it while you drive somewhere, you can access it here.

Boy it’s annoying when things don’t load at the speed you want them to, isn’t it? I mean when we have to wait around for Microsoft Word to fire up, or for your browser to configure its updates, or for an app to download to your phone. And this is a serious problem. People have a tolerance of mere seconds before they give up and move on to something else. Ecommerce people know this, which is why they place such high priority on solving shopping cart abandonment issues. Music companies know this too, which is why artists are asked to write tunes that deliver the hook sooner. Consumers know they have a choice and they will move on quickly.

Texting Your BFF in the 1700s

Imagine what it must have been like 300 years ago. Imagine, for example, you walk four hours into town, maybe two hours if you’re rich enough to own a horse, and as luck would have it, a ship has just arrived carrying – among other things – mail from the old country. It includes a letter from your BFF, your sweetie, your betrothed, who writes, basically, “we need to talk.”

You re-read the letter several times, your heart is pounding as you see your happy future dissolving before your eyes. You run to the local apothecary, borrow a quill pen and a bottle of ink, and frantically write back a heartfelt plea to save your relationship. You proofread your letter, dab the ink dry, seal it inside an envelope. You dash down to the dock, leaping over barrels and boxes, you dash up the gangplank and hand your letter to the first officer you see.

Two weeks later, the ship leaves the harbor to start on its two-month voyage back across the Atlantic, where your frantic letter might stand a chance of getting into the hands of your betrothed another month after that. If, this was all happening to you in New Holland (Australia), just multiply all of these travel times by ten. Back then, you had to have a lot of patience when it came to sending and receiving information.

Rearranging the Text Messages on the Titanic

Did you know, by the way, that one of the contributing factors to the loss of life during the sinking of the Titanic had to do with the fact that the radio operators of the time were employees of the Marconi Wireless Telegraph Company – subcontractors, essentially, not crew – and as such, their primary responsibility was managing messages between passengers and their families and friends in Europe or in New York. These radio operators had no time or motivation to pay attention to the frantic calls of “Icebergs ahead” from the lookouts.

Over the century since the Titanic’s sinking, our communications technologies have increased in speed and reach, and so have our desires to stay ahead of them. Nothing seems ever fast enough. We humans thrive on communication. Today, for example, if someone does not answer your email within five minutes, you consider it within your rights to send another email that asks whether they received your first email.

Texting at 90 Feet per Second

So, what’s wrong with that, you ask? Well, nothing really, so long as you stay in control of the messaging. But most of the time we find ourselves not in control. For example, it is very difficult to resist the temptation to reply to a text while you’re driving your car. The compelling need to know what an incoming message says, and to then respond, overrules the logic of maintaining control of the vehicle. Evidence continues to mount that shows that even talking hands free, whether you’re chatting on the phone or dictating a text, is still an impairment. It takes a great deal of concentration to drive a vehicle, and that gets quickly eclipsed by the moment-by-moment activities of speaking and listening.

OK, you say, so why isn’t it the same when you have someone in the car with you?

Well, having a conversation with someone in a car can be distracting, especially if things get heated like in an argument, but when someone is in the car with you, they can see what you see, and are more likely to put the conversation on hold if there is a potentially dangerous situation unfolding up ahead. When a vehicle is travelling at 90 feet per second, that’s a lot of ground that can be covered during a moment of distraction. They can see that. But the person you’re talking to through your phone cannot.

The main reason why I am pursuing this line of thought though has to do with the bar of expectation, which continues to rise along with that increasing speed of communication. This rising bar does not just apply to messaging. It also applies to our own expectations of ourselves, and this anticipation of increased productivity sometimes exceeds our abilities. Let me give you an example.

Super Time Management Spray!

When I talk to my audiences about techniques for improving productivity, I deliver this offer paired with a challenge. My offer is this: I say to them, “I have, in the trunk of my car, a supply of time management spray. You spray it all over you and it will help you do everything faster. In fact, one spray of this patented elixir, and you will get at least four more hours’ worth of stuff done. Would you like some of this?”

Nobody actually believes I have this spray in the trunk, of course, but they play along, nodding their heads. After all, the truth is, there are few people who would pass up on the chance of being able to get a few more hours of productivity in a day.

“But wait!” I then say, like an old-time sales barker, “If you were to purchase this spray from me, even at this giveaway price of just nine dollars and ninety-nine cents a can, and you were to spray it all over you and you found yourself working at super speed, my question becomes, what will you do with this time you have found? Will you use it to answer more emails or attend more meetings? If so, my friends, you have won back nothing. You will call me back two weeks from now and you will be asking me for the extra strength spray.

This is the problem with best practices generally. They are not able to stick to the surface of a fast-moving culture in a way that ensures ongoing achievement. Instead they become part of the new normal. So, where you were once able to do five things in a day, now you can do ten. The bar of your expectations rises with this achievement and soon your expectation is that you can and should be able to do 15 things. And once you discover you are able to do 15, you start to expect to be able to do 20 things in a day and you start to make promises accordingly.

However, your body and mind have a hard time keeping up. Our instinctive desire to evolve and continue to make life better and safer for ourselves enthusiastically grabs this idea of doing more with less time, but our physical and mental selves really cannot do that.

So, you say yes to more and more emails, meetings, requests and tasks.

Or more precisely, you don’t actually say “yes,” but you don’t know how to say “no.”

The Smallest Word Is Also the Hardest to Pronounce

“No” is one of the smallest words in any spoken language, but one of the hardest to pronounce. Most of us have a profound fear of confrontation, or of offending or angering the person we are communicating with. After all, if you say no to your boss or your customer, you might lose your livelihood.

But the fact is, without that capacity to say “no” appropriately, the work simply piles up, but time does not expand to accommodate. And added speed is not enough. The extra strength spray just does not work.

The Future of Work: Cut Me Some Slack

That’s why, when it comes to looking at the future of work, many experts point to soft skills as the key. Skills like prioritization, delegation, and negotiation will become even more critical as timelines continue to shorten and the bar of expectation continues to rise.

I’ll give you an immediate example: Slack.

Now I love Slack. I am a devotee of online collaborative environments and I use them every time I am managing a multi-person project, which is all the time. There are other brands as well, of course, and Microsoft Teams will likely be the one most people encounter first, given the preponderance of Microsoft products in most workplaces.

Long story short, collaborative conversations grouped into channels are more efficient than email. There is an informality and immediacy to the communication that removes much of the mental overload and delay that email has been proven to cause.

But the pushback I get from people when they see a collaborative environment for the first time is, “how is this any different from email? What’s the difference between having a pile of unread emails in your inbox and a pile of unread messages in your Slack channels?”

It’s true. Even though I still think the collaborative messages can be handled more easily and more quickly over all, there is still an expectation that people be ready and available to respond to messages of any sort the moment they come in. The bar continues to rise.

But that’s where the soft skills come in. There is an ever-increasing need for people to be able to push back and say “no” in the most practical ways possible. “No” does not mean “go away, I never want to see you again,” it means, “let’s negotiate.” It’s a way of saying, let’s find a suitable alternative to the immediate.

So, whether you choose a collaborative environment like Microsoft Teams or Slack, or even if you choose to stay with email, it is up to you to let people know when and where you will be available. If you’re busy right now, or you plan to be traveling, then you’re not available to reply. This means you need to let people know this. You have to counter the rising bar of people’s expectations.

Get proactive and send out updates to those who are most likely to want to talk to you. Let them know the times that you will be available and when you will not be available. Give them access to your online calendar. Make sure to mark your busy times as busy, and your available times as available. If you use a collaborative environment, then update your status, and train your people to observe your status and availability notifications. This is a skill. It’s part of the skillset called influence, in which you get people to act in ways you would like, using positive emotion and positive reward.

A related and equally vital skill is that of following up. If you promise to be available at a certain time, then you need to ensure you are available. If you promise to return all emails and calls by the end of day, then you need to ensure you make the time to do that. People will believe in you and will accept these alternatives if they know they will be looked after within a reasonable amount of time. But if you break that promise, then the trust relationship will be broken.

The power is within you to manage the ever-rising bar of expectations – those you have of yourself with regard to workload, and those others have of you. It all depends on your ability to hone those soft skills of influence, planning, delegation, negotiation and prioritization.

The Law of Sharp Edges – Maximize Synergy by Framing a Conversation

There are many times when communicating via text or email is insufficient. The dynamics of human creativity are not one-dimensional. Thoughts and ideas must be echoed and bounced off one another so that we may experience and interpret the patterns that reverberate around us. Think, for example, how much more productive it is to “talk it out” with someone, rather than merely texting back and forth. Think also about how damaging it can be to keep feelings bottled up inside, or the complications that can arise from someone misinterpreting the tone of a text message. Creative thought thrives on the positive interference patterns that happen when two creative forces intersect. It falls away when given only a unidirectional track upon which to work.

Live conversation is essential for situations where there is something that needs to be created, agreed upon, resolved, or worked through. There is no real substitute.

When people contemplate getting together, whether face-to-face or over the phone, the thing that often puts them off is the fear of getting trapped in a conversation filled with small talk and irrelevancies. But it need not be that way. I use what I like to call The Law of Sharp Edges, which states that if you give someone a clear delineation – a guideline as to where things start and end rather than just a vague idea, they will be more likely to accommodate your request or behave as you would like them to.

Here’s a bad example: “Can I call you tomorrow?”

Here’s an excellent example: “Can I call you tomorrow at 2:00 for a 10-minute chat about the ABC project?”

The bad example puts people “on the hook for the entire day.” It’s like being on call. You know the event might

happen, but you don’t know when or for how long. This has a profound impact on your entire internal self-preservation system. Your instinct fears the unknown, and it’s not an overstatement to point out that something as simple as a vague phone call commitment is indeed an unknown. As such your body reflexively tenses itself for the interaction to come.

The excellent example removes the unknown and delivers three essential knowns – when it will be, how long it will last and what it will be about. It makes it a far more appealing thing to commit to since there are sharp edges surrounding the event. It is constrained and finite.

Such simple techniques will make a huge difference in productivity and process, by merely allowing the dynamic creativity of live conversation to flourish without fear. The many tools we have to facilitate live discussions, from meeting rooms to phones, video-conferences, online collaborative chat apps, even virtual presence devices like the Double (pictured) or Beam, still need to win someone’s attention through the most basic of concerns: “how will this hurt me and how will I benefit?” Once you can get such instinctive self-preservation needs out of the way, your conversation is free to do what it does best: make progress.

Planning for a Successful Vacation

Show Notes From CoolTimeLife Podcast Episode 15

Note – this podcast was originally aired as a longer, one hour episode (Episode 1). We have been cutting them up and re-releasing seleted parts to make them easier to listen to (i.e. shorter).

To listen to this podcast, visit my Blubrry page here.

To subscribe to the series, click here.

Vacations – we all dream about them, but are they being put to the best use? Half of the therapeutic value of a vacation comes from planning – not just where you want to go, but planning the days leading up to departure date as well as your return to work after it’s done. If you do these right, your vacation will be doubly beneficial.

The Guardian article that I referred to was written by Jana Kasperkevic and can be found here.

Jana Kasperkevic in The Guardian writes:

In the U.S, the number of unused vacation days in the US recently was 169 million days, equivalent to $52.4bn in lost benefits. The reason for this, she writes, is that many employees are afraid to take it, while others just don’t get any at all, in fact she points out that only about 77% of Americans working for privately owned companies got paid vacation days. Those who choose not to go fear the face time problem, and they also feel that too much work will pile up while they are gone and they will be so stressed when they return that time off won’t be worth it.”

There are three distinct ways in which vacations work as a productivity and time management tool:

  • The most obvious is the vacation itself. It is supposed to be a time when you let go of all of the stresses and pressures of the working year and do the things you really want to do. Most people find the first three days or so to be a major period of transition as they catch up on all the sleep they have missed, and actually gear down from the pace of business. After those first few days, the restorative effects of the vacation start to take shape, and like so many other areas of life, this does not exist only in the mind. It has profound effects on the body, particularly the immune system, as you start to actually feel relaxed and feel good.
  • There is also the anticipation of a vacation to consider. If you find yourself in a stressful work situation, putting in extra hours and dealing with crisis after crisis, one of the best ways of mitigating the stress of that moment is to look forward to a break or vacation on the horizon – this is the light at the end of the tunnel. Knowing there is an end in sight has both a motivating and calming effect on your mind and body.
  • Third, there’s the memory of the vacation. Once you have had some time off, hopefully you have done something great with that time, those pleasant memories of the activities – or just the rest – will stay with you forever. Those are good memories, and feeling good always has long term physiological rewards. As the old expression goes, no one on their deathbed ever wishes they had spent more time at the office. Great memories flood your brain with endorphins. They make you feel good, and this too serves as insulation against the stressors of the workday.

HOW CAN YOU PREPARE FOR A VACATION?

Your vacation should be treated as one of the most important parts of your job, because that’s just what it is. Consequently, vacation days must be defended if year-round productivity and achievement are your goals. This means you must take the time to plan your vacation period carefully to help ensure a smooth, stress-free departure and a smooth, stress-free return.

First, plan ahead to avoid that pre-vacation crunch. The last few days at the office before a vacation can actually be more stressful than usual, because it seems that all the work that you would have done if you were not going on vacation becomes immediate top-priority. Everyone around you feels you absolutely must get it all finished before your departure. Start planning your departure a few weeks or months before the actual date, and you can influence the timelines of your projects, meetings, and other office events.

Draw a protective barrier around the period of your vacation, especially including the ten business days leading up to it and the ten immediately following it. Make sure those days before your vacation are carefully planned, so that you can hand off responsibilities to others and wrap up your projects. The days preceding a vacation should not be just business as usual for you. They should be about winding down and handing off. If you try to keep on working on your normal tasks at your normal pace on these days, you will simply generate more stress and overwork than the holiday could possibly alleviate.

Plan your return before you leave. Though most people don’t want to even think about their return to work as they start their holiday, a smooth return will help to ease the stress of stepping back into the rat race. The day of your return should not include any meetings. It should be a transition day, in which time is given over to catching up on the events that happened during your absence, returning returning calls and emails, updating your agenda, and getting back up to speed.

Why is this so important? Because too many people simply return to the office and hit the ground running, trying to immediately regain the pace they were at when they left. They return straight away to the stress levels and pressures that they left behind, erasing much of the therapeutic benefits that a vacation brings. Remember: your vacation is a tool for relaxation and rebuilding. It is part of your job. You benefit, your family benefits, and your company benefits. Ease your way back into the momentum of work, just like a runner warming up before a marathon, and you will be better prepared to handle it. Start planning your next vacation immediately.

Arguments Against Time Management

Here are the most common objections to establishing a time management plan. See how many fit your mindset, or that of your colleagues.

This is an excerpt from my book, Cool Time: A Hands-On Guide for Managing Work and Balancing Time. If you want to learn more, please check out the Books page on this website.

Common Objections to Time Management

Nobody appreciates being told how to act. Books on time management often force people to adopt techniques that go against their natural preferences, such as using a certain type of agenda, or doing certain things at certain times, in short, taking some of the fun out of life. Such fears and objections are perfectly sound, since people are conservative by nature. Change generates fear of the unknown, a fear of failure or of being seen to fail. This fear goes back all the way to the early days of our evolutionary history. Like the rest of our metabolism, it cannot be changed so much as understood and properly channeled.

The purpose of Cool-Time is to help you take the principles and apply them to your environment, culture and preferences in the most comfortable and proactive way possible – the one with the greatest payoff.

Time Management Doesn’t Allow for Spontaneity

In fact, it’s perfect for spontaneity, since it allows for the existence of “free time.” By keeping the day in order and with a day plan in mind, spontaneous activities can occur without endangering or forgetting the other activities and priorities of the day. Being able to take some time for yourself is essential, but in the real world this can only truly work if the other tasks are understood, prioritized and accounted for.

The best way to be spontaneous in life is to plan to be spontaneous.

It’s Only Good for People in a Routine, and That’s Not Me

Everyone has a routine. Some routines are just more obvious than others. A person who does shift work, or someone who has a fixed list of tasks to accomplish day in and day out, has her routine clearly mapped out. However, we all have a routine by the very nature of the 24-hour clock and our circadian rhythms.

The first stage in effective time management is to step back, observe the constants and standards in your life, and then recognize the routine in which you operate. Then, like a fish suddenly discovering the water in which it lives, the patterns of your existence will emerge for you to manipulate and finesse. If you can’t identify any distinct routine happening daily, step back and observe your activities over a week or a month. Your routine will emerge, and will serve as the foundation for your time management plans.

It May Work for Others, But It Simply Won’t Work Here

Our environment is too different. Everyone says that. Everyone thinks their business has unique pressures and requirements that make any time management regimen unworkable. Whether you work in the public or private sector, or a not-for-profit; whether you are a student, a homemaker, between assignments, a manager or an up-and-coming professional, you are in the business of selling “you” to other people. Also, no matter what activity you are involved in, there is someone, somewhere who does it better, or did it better. There is always opportunity for improvement, advancement, and refinement. It’s up to you to identify how to make that happen.

I Have No Time to Put Together a Plan

Actually, you do have the time, it’s just been assigned to other tasks. Time is neither made nor found, simply rearranged, much like the Law of Conservation of Energy we learned in Physics 101.  Let’s put it this way. If you are a working parent, and your child’s school calls to say that she is sick and needs to see a doctor, there’s not much on this earth that would stop you from going to her side right away. Even if you’re not a parent, a sudden toothache or a broken finger is going to change your schedule for the day pretty quickly. Most of your colleagues will be accommodating, and the work will get done later. The point is, time can be found when it’s important enough. The benefits of Cool-Time are tangible. They translate into money, health, satisfaction, and control. Cool-Time is important enough to make the time.

I Work Better Under Pressure — I’m A Last-Minute Kind Of Person

Nobody really works better under pressure, since pressure immobilizes higher brain functions and replaces them with fight-or fight reflex. In short, pressure instills mental paralysis. What last-minute people do well is to compress their action and energy into a smaller block of time, not letting a project drag on, but keeping it on time.

When I Need To, I Just Work Harder – Hard Work Equals More Work

Hard work without planning is like chopping a tree with a dull axe. Huge amounts of energy go misspent, and sometimes it will not yield any product at all. You cannot make bread twice as fast by putting in twice as much yeast or by setting the oven twice as high.

I’m Already Organized, And I’m Doing Just Fine/I Have a System

I’ve used it for years. If you have a system and that system works for you and your colleagues in a satisfactory way, then that’s great! Congratulations! Still, there is always opportunity for improvement. Take a moment to observe your current work environment and note whether certain tasks or procedures could be tightened up to win you back some more time. To be able to embrace change, it is necessary to confront your objections. Note any feelings or resistance you may feel towards continuous improvement, and assess whether your arguments can be countered, or whether your current way of doing things is adequate.

Check out my book, Cool-Time. Information on ordering is available on the Books page.

Break Down Large Tasks and Backlogs Through Carryover Momentum

2nd-Edition-Cover-FrontThe power of planning is an amazing thing. Whatever day of the week it is as you read these lines, think back to what you were doing one week ago. Doesn’t seem like seven days, does it? It’s not fair, how quickly time seems to fly, but that’s life.

If you are faced with a task that is too big to get done all at once, the chances are that another week will slip by, then another, then another. Though this might be considered procrastination, it’s not always the case that you’re actually consciously putting it off, so much as never quite getting around to it – there’s a difference.

To that end, there is the principle of carryover momentum, in which it becomes possible to break up a large task, and then schedule and deal with it regularly and consistently over a period of days.

If you were to assign one hour per day to a project, you wouldn’t feel that much headway had been achieved after the first hour on the first day. But if you were able work on the project one hour each workday for a month, that’s 20 hours, or two-and-a-half full business days. For larger scale projects, that one-hour per day, even with weekends and holidays off, becomes 250 hours in a year, or the equivalent of one month’s worth of workdays. That’s a lot of time!

The reason why this technique is called carryover momentum goes back once again to the workings of the brain. By returning to an ongoing task on a daily basis – preferably, but not necessarily at the same time each day – the mind continues to retain and access the creative momentum of the previous day. It significantly reduces the amount of “let’s see now, where was I?” that happens when a project is picked up after a week or two of inactivity.

This is yet another example of how to capitalize on the strengths and weaknesses of the brain to get the right work done in the right way within the constraints of a busy day.

So, if you are facing a large project at work, and you feel overwhelmed by the size of it all, do not despair. That sense of overload is normal. It’s mental paralysis, the manifestation of the fight-or-flight reflex, draining nutrients from the thinking area of the brain. Its treatment is tangible, logical knowledge, represented by a simple calendar. By laying out a collection of one-hour blocks across a calendar (larger blocks for larger projects), it becomes possible to map the project across time, and assign tasks accordingly. Where once you had a mountain blocking your view, you now have a mountain with a staircase carved into it.

This is an excerpt from my book, Cool Time: A Hands-On Plan for Managing Work and Balancing Time. If you would like a copy, hop on over to my Books page. If you would like a workshop at your location, or if you would like to attend a live webcast, check out the details at my company, Bristall.com. If you would like me to come and speak to your group, contact details are available on my Speaker page. If you would like to listen to my podcast, check it out here. Either way, you will win back time and money. It’s just practical common sense.

CoolTimeLife Podcast Episode 6 (Managing Your Metabolism) Show Notes

In my 6th podcast, released February 27, 2017, I discuss the impact your metabolism has on your day, your sleep and your work. Here’s the blood sugar curve that highlights the roller-coaster energy level of a typical day:

redline

Here is the black light aquarium room at Google. Pretty cool, eh?It’s an extreme example of a creative workspace. You might not be able to get your employer to spring for one of these, but the same benefits of mental decompression, can be obtained by taking the time to go for a walk.

blacklightaquarium

For more information about sleep, check out the excellent website Van Winkles.

I mentioned effective meetings in this podcast. This was dealt with in detail in Episode 4 – The 55-Minute Meeting.

If you are discovering this post before having heard the podcast, search for CoolTimeLife on iTunes, or visit Blubrry.com, which will point you towards iTunes, Android and others.

CoolTimeLife Podcast Episode 4 (55-Minute Meeting) Show Notes

In my 4th podcast, released February 13, 2017. I discuss the power of the 55-minute meeting. A couple of the key points that were listed in the podcast:

A meeting is supposed to:

  • coordinate action
  • to exchange information
  • to motivate a team
  • discuss issues, ideas or problems
  • and/or to make a decision.

Some of the many complaints people have about meetings:

  • There are too many of them
  • Many are unnecessary
  • They don’t start on time or are held up due to late arrivals
  • They have unclear agendas
  • They go on for too long
  • The wrong people are invited
  • People introduce irrelevant topics
  • They conclude with vague ideas and unresolved issues
  • They end late

The ideal 55-minute meeting can be set up like this:

55-minute-meeting

If you are discovering this post before having heard the podcast, search for CoolTimeLife on iTunes, or visit Blubrry.com, which will point you towards iTunes, Android and others.

Applying the Right Conditioning, Not On Your Hair, On Your Colleagues

2nd-Edition-Cover-Front

One of the best ways to become more productive is to proactively manage the expectations of others, rather than simply react to them the moment they appear. This sounds tricky at first glance, but it really comes down to conditioning.

Conditioning makes gains through positive reward.

Many types of creatures can be conditioned by way of a food reward, after they perform a desired action. That’s what the whole “Pavlov’s dog” thing was about. With our human colleagues the same approach can be applied, but instead of food, you can use another basic need, and that is comfort. Whether they are your co-workers, clients, colleagues or managers – they all crave the comfort of knowing their current need will be handled. When you address that craving, you deliver comfort to them.

But comfort can come in two forms: you can do what they ask, or you can manage their expectations. The first response conditions people to know they can always get what they want from you right away. For example, a colleague sends you a work-related email at 11:30 p.m. If you respond to it, you are conditioning the sender to always expect the same type of 24/7 service. That’s great for them, but not great for you.

The second – managing their expectations – gives them the comfort of knowing they have been heard and will be attended to, within a reasonable amount of time. This second choice, I believe, is much better.

To protect your valuable working time, and to use it correctly, we have to identify every opportunity to influence and soothe the wills and egos of those around us. Simply blocking off time or disappearing into an unused office to get work done, for example, runs the risk of causing the people around you great worry – not for your safety, necessarily, but for the satisfaction of their own needs. They will continue to try to find you.

If you don’t feel like performing this type of expectation-reward conditioning, remember that choosing not to condition is still conditioning. Whichever response you give to a request or interruption, it becomes the precedent for future expectations.

Let’s put it this way: a colleague comes to you with a task that he perceives as urgent. He wants you to do it. If there is no one else who can do this task but you, there are three possible answers:

  • I’ll do it now.
  • I’ll do it later.
  • I can’t do it now, but I can do it at 2:00. How’s 2:00 for you?

The first answer, “I’ll do it now,” informs the requester that you are willing to drop everything to accommodate the request. That’s not good. Once precedent has been set, the expectation is that you will do so again and again, and you will lose control of that relationship.

The second answer, “I’ll do it later,” is unacceptable to your colleague’s need for comfort. They demand satisfaction, and a vague answer isn’t enough. Any time we use avoidance without an acceptable alternative, the requester remains motivated to pursue a better answer.

The third answer presents a suitable alternative to “now.” In this case, 2:00 is sufficiently close as to soothe the requester’s need for satisfaction, without requiring that you drop everything immediately. Providing that you actually pay this confidence back by dealing with the request at 2:00, you will have conditioned your colleague to recognize that you are accessible, albeit, more on your own terms.

This is an excerpt from my book, Cool Time: A Hands-On Plan for Managing Work and Balancing Time. If you would like a copy, hop on over to my Books page. If you would like a workshop at your location, or if you would like to attend a live webcast, check out the details at my company, Bristall.com. If you would like me to come and speak to your group, contact details are available on my Speaker page. If you would like to listen to my podcast, check it out here. Either way, you will win back time and money. It’s just practical common sense.

CoolTimeLife Podcast Episode 2 (Attention) Show Notes

Episode 2 (January 30, 2017): Paying attention to the concept of attention, specifically: understanding and capitalizing on your own attention span as well as that of other people; techniques for getting people’s full attention in emails and meetings; standing to attention: why standing and moving around is good for your health;  memory tricks: how to remember people’s names before your short attention span lets go of them.

To listen to the podcast, click here
To subscribe to the podcast series, click here

IF PEOPLE DO NOT SEEM TO BE PAYING ATTENTION TO YOU DURING A MEETING:

It might seem rude. But maybe they are…

  • Taking notes. Digital notes are much easier to tag and search for.
  • Fact-checking or retrieving useful info or documents to keep the meeting on track
  • Putting out an external fire via email or chat. It’s eiter this or skip the meeting
  • Doodling / playing Angry Birds. Most people need to move around. We’re not allowed to fidget, so often, doodling is the next best thing

If an organization is to stay “old-school” and require that everyone turn off their devices and face-forward, then this needs to be communicated as “meeting policy,” and not be merely expected or assumed. Employees today make their own assumptions.

On the flip side, if a company wants to play it cool by allowing people to bring and use whatever devices they desire into a meeting, a similar policy must be developed and broadcast, not only to ensure these technically-inclined people actually do agree to pay attention and to produce the required results by the end of the day, but also to inform those who may not share this technological enthusiasm, that bringing devices into a meeting is not rude anti-social behavior, but is in fact the new norm.

In both cases it is essential that people on both sides of the ideological fence are made aware of whatever rules the company decides upon. Rude behavior after all can best be defined by what it is not: it is behavior that does not align with social convention. But unless that convention is explicitly defined and universally recognized, there is nothing for people to refer to.

ALLOWING FACEBOOK/SOCIAL MEDIA IN THE WORKPLACE

The 8-hour day does not work. This is why we have the water cooler and the cigarette break or coffee shop run. The reality is, no-one can do 8 hours of work in 8 hours.

What is your attention span like? Mine is about 12 minutes before I need a Twitter break. People have a professional obligation to act responsibly, of course, and to return to their tasks after the break. The point is to allow people to work according to the way their mind and body work best.

<<BECOME A SPONSOR>>
Are you a company whose products or services might tie in to productivity, life, technology or work? We would love to have you on board to help cover the costs of production. Please use our “Contact Us” form to get in touch.

ATTENTION-GETTING EMAILS

  • Subject lines – summarize your entire message in 12 words or less
  • Include one message per email.
  • The first 1st paragraph should say all that needs to be said
  • Keep your email short enough so that the opening and close are visible on the same screen. This encourages people to read.
  • Use a P.S. (postscript) as a place to repeat your message or call to action. The human eye is attractoed to graphic elements like post scripts

Resources I mention in this segment are collaborative workspaces, which I hope will replace most email in future years. These include:

STANDING TO ATTENTION
Examples of standing desk furniture:

Storkstand – this is what a Storkstand looks like.

storkstand

Stirworks offers a full sizes standing desk.

stirworks

MEMORIZING NAMES AND FACTS
To remember people’s names, use the act of shaking hands as a cue to start up the silent technique of word association. Find something about the person – their hairstyle, clothing or resemblance to a celebrity or friend – and connect that phonetically or visually to their name/

So there you have it, our podcast on attention. I hope it caught yours. Let me know by leaving a message on our comments form at the bottom of the MY PODCAST page.