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Thursday, March 22, 2012

The Magic of Doing One Thing at a Time

The spotlight model of attention.
The spotlight model of attention. (Photo credit: Wikipedia)
Harvard Business Review Blog
8:53 AM Wednesday March 14, 2012 
Tony Schwartz
Why is it that between 25% and 50% of people report feeling overwhelmed or burned out at work?
It's not just the number of hours we're working, but also the fact that we spend too many continuous hours juggling too many things at the same time.

What we've lost, above all, are stopping points, finish lines and boundaries. Technology has blurred them beyond recognition….

The biggest cost … is to your productivity. In part, that's a simple consequence of splitting your attention, so that you're partially engaged in multiple activities but rarely fully engaged in any one. In part, it's because when you switch away from a primary task to do something else, you're increasing the time it takes to finish that task by an average of 25 per cent.

But most insidiously, it's because if you're always doing something, you're relentlessly burning down your available reservoir of energy over the course of every day, so you have less available with every passing hour.

… The best way for an organization to fuel higher productivity and more innovative thinking is to strongly encourage finite periods of absorbed focus, as well as shorter periods of real renewal.

If you're a manager, here are three policies worth promoting:


Meetings are sometimes held around conference ...
Meetings are sometimes held around conference tables. (Photo credit: Wikipedia)
1. Maintain meeting discipline. Schedule meetings for 45 minutes, rather than … longer, so participants can stay focused, take time afterward to reflect on what's been discussed, and recover before the next obligation. Start all meetings at a precise time, end at a precise time, and insist that all digital devices be turned off throughout the meeting.


2. Stop demanding or expecting instant responsiveness at every moment of the day. It forces your people into reactive mode, fractures their attention, and makes it difficult for them to sustain attention on their priorities. …  If it's urgent, you can call them — but that won't happen very often.


3. Encourage renewal. Create at least one time during the day when you encourage your people to stop working and take a break. …

It's also up to individuals to set their own boundaries. Consider these three behaviors for yourself:


1. Do the most important thing first in the morning, preferably without interruption, for 60 to 90 minutes, with a clear start and stop time. … The more absorbed you can get, the more productive you'll be. When you're done, take at least a few minutes to renew.


2. Establish regular, scheduled times to think more long term, creatively, or strategically. If you don't, you'll constantly succumb to the tyranny of the urgent. Also, find a different environment in which to do this activity — preferably one that's relaxed and conducive to open-ended thinking.


3. Take real and regular vacations. Real means that when you're off, you're truly disconnecting from work. Regular means several times a year if possible, even if some are only two or three days added to a weekend. The research strongly suggests that you'll be far healthier if you take all of your vacation time, and more productive overall.

A single principle lies at the heart of all these suggestions. When you're engaged at work, fully engage, for defined periods of time. When you're renewing, truly renew. Make waves. Stop living your life in the gray zone.

Tony SchwartzTony Schwartz
Tony Schwartz is the president and CEO of The Energy Project and the author of Be Excellent at Anything. Become a fan of The Energy Project on Facebook and connect with Tony at Twitter.com/TonySchwartz and Twitter.com/Energy_Project.
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