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1. Own your time. Tom Rath, author of Are You Fully Charged?, recommends blocking out time to work away from email and resisting emails first thing in the morning until you’ve achieved at least one important task.
2. Recognise busyness as a lack of focus. There’s a satisfying rush we experience when there’s too much on our plate: we feel needed, challenged, even productive. And yet that pleasurable experience is an illusion. It robs us of our focus and prevents us from making progress on the work that matters most.
Sociologist Christine Carter, Ph.D., an expert at UC Berkeley’s Greater Good Science Center, put it this way: “Busyness is not a marker of intelligence, importance, or success. Taken to an extreme, it is much more likely a marker of conformity or powerlessness or fear.” Instead of viewing busyness as a sign of significance, top performers interpret busyness as an indication of wasted energy.
3. Challenge the myth of the “ideal worker.” Far too many of us continue to believe that an “ideal worker” is one who works constantly, often at great expense to their personal life, but there’s overwhelming evidence to the contrary. Being productive requires recognising that you can’t work for extended periods of time and maintain a high level of performance. As humans, we have a limited capacity for focused attention. And yet, as Brigid Schulte, journalist and author of the New York Times bestseller Overwhelmed, points out, we have been seduced into thinking that if only we try harder and work longer, we can achieve anything.
Top performers take a different approach. They recognise and honour their physical limitations by getting plenty of exercise and sleep, cycling between 60-minute bursts of focused work and short restorative breaks, and taking time to disconnect from email for some portion of their off-hours.
4. Intentionally leave important tasks incomplete. We often race to finish assignments quickly so that we can move on to the next item on our list. But Wharton professor and psychologist Adam Grant believes resisting this urge can actually make us more productive.
“I used to sit down to write and not want to get up until I was done with a chapter or an argument,” Grant told me. “Now I will deliberately leave sentences just hanging in the middle and get up and go do something else. What I find when I come back is that I don’t have to do a lot of work to finish the sentence, and now I also have a bunch of new ideas for where the writing should go next.”
What both Grant and Hemingway are leveraging is the human tendency to ruminate over unfinished tasks, otherwise known as the Zeigarnick Effect. If you start a project and leave it unfinished, you’re bound to think about it more frequently than after it’s done.
Instead of aiming to complete important tasks in one sitting, try leaving them incomplete. Doing so will encourage you to continue thinking about your work in different settings and, in the process, position you to uncover creative solutions.
5. Make a habit of stepping back. In a knowledge economy, productivity requires more than perseverance — it requires insight and problem-solving. Research indicates quite clearly that we are more likely to find breakthrough ideas when we temporarily remove ourselves from the daily grind. This is why the best solutions reveal themselves when we step into the shower, go for a run, or take a vacation. Top performers view time off not as stalled productivity but as an investment in their future performance.
6. Help others strategically. High achievers, Grant argues in his 2013 book Give and Take, tend to be Givers — those who enjoy helping others without strings attached. While giving can certainly help your succeed, Grant’s data also reveals that helping everyone with everything is a recipe for failure.
So how do you do it right? Top performers, Grant argues, avoid saying yes to every helping opportunity. Instead, they specialise in one or two forms of helping that they genuinely enjoy and excel at uniquely.
7. Have a plan for saying no. The more commitments we agree to take on, the more likely we are to experience what author and consultant Rory Vaden calls “priority dilution.” This is when the sheer number of obligations we’ve committed to prevent us from doing the work that matters most.
One method of counteracting priority dilution involves having a strategy in place for saying no in advance, so that you don’t have to stop and think about how to phrase your response each time you need to turn someone down. Create an email template, or write out a script that you can use when doing it in person.
When dealing with a manager who is asking you to take on more than is reasonable, think outside the yes/no paradigm. Consultant and writer Greg McKeown recommends having a conversation with your manager and listing all the projects you’re currently working on. Indicate which items you think are priorities and invite your supervisor to share his or her opinion. It’s a way of illuminating the constraints you’re under without ever saying the word “no.”
8. Make important behaviours measurable. To make progress toward any goal, it helps to track our behaviours. Bestselling author Gretchen Rubin, an expert on happiness and habits, sees monitoring as one of the keys to behaviour changes, saying, “If you want to eat more healthily, keep a food journal. If you want to get more exercise, use a step counter. If you want to stick to a budget, track your spending.”
9. Do things today that make more time tomorrow. A final theme to emerge is that top performers look for ways to automate or delegate activities that are not a good use of their time. Vaden suggests asking yourself, “How can I use my time today in ways that create more time tomorrow?” Evaluating your to-do list through this lens makes it easier to commit to activities that are not immediately enjoyable, like automating bill paying or creating a “how to” guide for other team members to help you delegate repetitive tasks more easily.
All of these suggestions are useful individually, but they also highlight an important trend.
In the 1990s, being productive mainly required good time management. Ten years later, the advent of email led to an expanded workday and productivity requiring you to manage your energy, not just your time.
Over the last few years, we have entered a new age in which managing your energy and time is not enough. Today, the magnitude of information rushing toward us from every direction has surpassed our capacity for consumption. No matter how much time and energy you have at your disposal, you can’t be productive without mastering the art of attention management.
Resisting the lure of busyness, having a plan for saying no, maintaining a relentless focus on self-directed goals that only you can achieve — these are the skills we need to cultivate in ourselves to succeed, both at work and in life.