Over the next week I’m going to be taking a slightly different approach to the daily posts: so far, it’s been one idea per day from a different book, and while I have repeated a few books, the ideas are stand-alone, and it’s never been the same book back to back. Since the book that I’m reading now goes over five strategies on how to become more effective, and since we’re always looking at making the most out of our time and effort, I want to share all five ideas with you in sequence. Call this a miniseries of ideas, if you will. The miniseries will be coming to you in six posts: today’s plus the next five days. I hope you enjoy it and benefit from this, and I would love to hear from you on what you think of this miniseries approach!
In Two Awesome Hours, Josh Davis, Ph.D. says that we all fall into the efficiency trap one way or another. “Regardless of how high up the ladder we are, we typically respond to being overwhelmed by work in two ways. One is to force ourselves to stay on task without breaks in order to make the most efficient use of our days. The other is to work more hours…to make the most efficient use out of our weeks.”
The problem with that approach is that the underlying idea of “efficiency” doesn’t work. We’ve all tried to do more in less time and to forage for time by using any would-be down time to work (breaks, lunch, dinner with family, etc.). How has this worked for you? “Many of us feel stifled rather than accomplished at the end of the typical day,” says Davis.
The key to our productivity lies not in being efficient at doing more and to stop wasting time (seeing down time as a waste). What we need to do is understand how our brains and bodies work so as to become effective.
“Staying on task without a break and working longer hours are wonderful solutions for a computer or machine. [They] don’t get tired, so the quality of work is identical every time they are used.” We’re human, and a continual demand for one kind of work with a consistent level of effectiveness would be the equivalent or asking a runner to stay at the same speed under any circumstance: whether a sprint or a marathon, after pulling an all-nighter, after being hung-over, or after being well-fed and well-rested.
The idea that being biological creatures affects how we think and feel is called “embodied cognition.”(Cognition definition.) How many times have you felt tired and do not feel like working? Or how many times have you felt great and plowed through all your workload successfully with extra time at the end to go do something fun? That’s what embodied cognition means. Yes, your body influences your thoughts.
While we are not machines or computers and cannot sustain that level of efficiency, “each of us has a vast, untapped potential as a human that computers and machines do not have. And trying to be efficient all the time will block us from harnessing it.”
The author points to the example of doing ten thousand pushups. It would be a feat of Herculean strength to do them uninterrupted, but we’d have no problem doing a few pushups a day until we hit the 10K mark. My friend Josh Spodek has done more than 100,000 burpees since 2011 with his daily, ten-minute exercise routine!
“We may all be capable of impressive feats of comprehension, motivation, emotional control, problem solving, creativity and decision making when our biological systems are functioning optimally. But we can be terrible at those very same things when our biological systems are suboptimal. The amount of exercise and sleep we get and the food we eat can greatly influence these mental functions in the short term—even within hours.”
The key to being truly productive then, says Davis, is to “ditch efficiency and create, instead, the conditions for two awesome hours of effectiveness each day.”
Tomorrow I’ll share Davis’ first strategy to get this done.
ACTION
TODAY: Think of the many ways in which you have fallen into the “efficiency trap.” Do you go from task to task without breaks? Do you skip breakfast to leave in a hurry? Do you “fuel” your body with caffeine and sugar all day to keep you going? Where are you asking your brain and body to perform steadily and uninterrupted in an unrealistic way?
FUTURE: Keep reading this miniseries over the next few days to find out the five strategies that will help you create the environment for you to be awesomely effective!
If you know of someone who could benefit from reading this miniseries, please share this post via email, Facebook or Twitter, thank you!
We’ve all heard of the circadian rhythm, which is the 24-hour cycle or body clock that tells us when to eat, when to sleep, when to wake up, etc. But few of us have heard about the 90-to-120-minute ultradian rhythm, which is a period or cycle that is repeated during a 24-hour day.
Throughout the day, your energy waxes and wanes, which is what Josh Kaufman calls Energy Cycles in his awesome book, The Personal MBA. “The implicit assumption of time management systems is that every hour is fungible—equivalent to any other. Nothing could be further from the truth: all people are created equal, but all hours are most definitely not. Throughout the day, your energy level naturally cycles up and down.”
Kaufman points to the ultradian rhythm as described in The Power of Full Engagement: managing energy, not time, is the key to high performance and personal renewal(yay, another addition to my reading list!) by Jim Loehr and Tony Schwartz. “The ultradian rhythm influences bodily systems, controlling the flow of hormones throughout your body. When your energy is on an upswing, you’re capable of focusing deeply and getting a lot accomplished. When it’s on a downswing, all your mind and body want to do is rest and recover. There’s nothing abnormal about these changes in energy during the day, but we often act as though being on a downswing is somehow a problem that needs to be fixed.”
Most people resort to hacking a downswing with caffeine or sugar, but the truth is that taking a break is much better, and doing so is neither a sign or laziness or weakness, it’s simply human nature. Thus, Kaufman says that we need to pay attention and understand our natural Energy Cycles so that we can perform at our best in a consistent way over time.
In order to do this, he suggests four ways to work with our bodies instead of against them:
1. Learn Your Patterns. “Use a notebook or calendar to track how much energy you have during different parts of the day, as well as what you’re eating and drinking. If you do this for a few days, you’ll notice patterns in how your energy waxes and wanes, allowing you to plan your work accordingly.”
2. Maximize Your Peak Cycles. “When you’re in an up cycle, you’re capable of getting a lot accomplished, so plan your day to take advantage of that energy. […] Carve out a 3-4 hour block of [creative work… and] plan the most important meetings during the up cycle.”
3. Take a Break. “When you’re in a down cycle, it’s better to rest than attempt to power through it. Rest and recovery are not optional—if you don’t rest now, your body will force you to rest later, either by cycling down longer than usual or getting sick. During a down cycle, go for a walk, meditate, or take a 20-minute nap. Relaxing on the down cycle can restore your energy, allowing you to take full advantage of the next up cycle.”
4. Get Enough Sleep. “Sleep deprivation results in a prolonged down cycle, which gets in the way of getting things done.”
While none of these points are Earth-shattering and we somehow already were aware of them, Kaufman points on his webpage, “Useful advice often sounds boring, but acting on that advice can produce amazing results.”
TODAY: Carry a piece of paper with you all day and write down your energy levels. Notice the times you feel most energetic and the ones when you’re falling asleep or can’t concentrate. Notice the time(s) when you function best to tackle certain tasks.
FUTURE: Start adapting your schedule (if you are able to do so) to coincide with your ultradian rhythms. That way you’ll be as productive as possible during an upswing. And during a downswing you can fully rest and recover to be fully prepared and energetic to tackle on the next upswing.
Know someone who needs to learn about the ultradian rhythms? Please share this post via email, Facebook or Twitter, thank you!
One of the most creative and inspired dreamers of the 20th century was Walt Disney. “Any person who could create the first sound cartoon, first all-color cartoon, and first animated feature-length motion picture is definitely someone with vision,” says leadership guru John C. Maxwell in his insightful book The 21 Indispensable Qualities of a Leader. He continues, “But Disney’s greatest masterpieces of vision were Disneyland and Walt Disney World. And the spark for that vision came from an unexpected place.”
The story that follows is wonderful. When Disney’s two daughters were young, he would take them to an amusement park where the girls and he would have a blast. The carousel, apparently, captivated Disney, “a blur of bright images racing around to the tune of energetic calliope music.” Yet upon a closer look, especially when the carousel stopped, he realized he had been fooled because the horses were shabby and had cracked and chipped paint, and the only ones that moved up and down were the ones on the outer row.
That disappointment is what gave him the grand vision of Disneyland, “an amusement park where the illusion didn’t evaporate, where children and adults could enjoy a carnival atmosphere without the seedy side that accompanies some circuses or traveling carnivals… [and specifically where there’s] no chipped paint [and where] all the horses jump.”
Vision is indispensable for a leader, says Maxwell. “Vision leads the leader. It paints the target. It sparks and fuels the fire within, and draws him forward. It is also the fire lighter for others who follow that leader.” And to improve your vision, he suggests the following actions:
Measure yourself. If you have previously thought and shared your vision for your life or business, measure how well you are carrying it out by talking to key people. If your significant other, friends and colleagues can tell you with certainty what your vision is, very likely it means that you are living it.
Write it down. If your vision has stayed in your mind all this time, it’s time to get it out in writing. “Writing clarifies your thinking. Once you’ve written it, evaluate whether it’s worthy of your life’s best. And then pursue it with all you’ve got.”
Do a gut check. “If you haven’t done a lot of work on vision, spend the next several weeks or months thinking about it. Consider what really impacts you at a gut level. What makes you cry? What makes you dream? What gives you energy?
Lastly, Maxwell says, think about what you’d like to see change in the world around you. I’ll leave you with this question as food for thought: “What do you see that isn’t—but could be?” Remember that you can seize only what you can see.
ACTION
TODAY: Take a moment to review your vision. Measure yourself as per the exercise above. Are you living/embodying your vision? If yes, SUPERCONGRATS!! If not, what changes do you need to make to start living it?
FUTURE: When embarking on any new plan or project, always keep your vision in mind. Ask yourself if what you are about to start gets you closer to fulfilling that vision.
Know someone who could use help for his or her vision? Please share this post with them via email, Facebook or Twitter, thank you!
“The only purpose of starting is to finish,” writes Seth Godin in his remarkable book Linchpin. Finishing or shipping, as Godin calls it, “means hitting the publish button on your blog, showing a presentation to the sales team, answering the phone, selling the muffins, sending out your references. Shipping is the collision between your work and the outside world.”
But one of the things that makes shipping so difficult is thrashing. Thrashing is “the apparently productive brainstorming and tweaking we do for a project as it develops… sometimes thrashing is merely a tweak; other times it involves major surgery.”
Thrashing is essential; however, it’s the timing of the thrashing that can make or break a project. In the video below, Godin insists on thrashing early because that is when it’s easy and cheap. He is right. Professionals thrash early and then they get to work so as to ship with top quality and pride, respecting deadlines and other people’s time, and doing so within budget. It’s not a dream, it can be done.
The problem comes when people behave in an amateur way and do all the thrashing near the end. Godin continues, “the closer we get to shipping, the more people get involved, the more meetings we have, the more likely that CEO wants to be involved. And why not? What’s the point of getting involved early when you can’t see what’s already done and your work will probably be redone anyway? The point of getting everyone involved early is simple: thrash late and you won’t ship. Thrash late and you introduce bugs. Professional creators thrash early. The closer the project gets to completion, the fewer people see it and the fewer changes are permitted.”
Thrashing allowed at the end leads to missed deadlines, much stress, unnecessary changes, late nights, much heartache, frustration and resentment. Coordinating all the thrashing from teams of people that increasingly get larger as the deadline approaches is very difficult. “Projects stall as they trash. Nine women can’t have a baby in one month, no matter how closely they coordinate their work.”
So, what to do? Godin offers two solutions. Both will make people uncomfortable, yet they are the only way in which projects will be shipped on time and without the unnecessary heartache that too-many-cooks-in-the-kitchen brings. Here they are:
1. “Relentlessly limit the number of people allowed to thrash. That means you need formal procedures for excluding people, even well-meaning people with authority. And you need secrecy. If you have a choice between being surprised (and watching a great project ship on time) or being involved (and participating in the late launch of a mediocre project), which do you want? You must pick one or the other.”
2. “Appoint one person to run it. Not to co-run it or to lead at task force or to be on the committee. One person, a human being, runs it. [His or] her name on it. [His or] her decisions.”
In the video, Godin tells the story of how his boss loved to show up the day before with “just a little suggestion” that led to a domino effect of changes resulting in missed deadlines. Godin’s solution was to adopt a disciplined approach: thrash at the beginning and allow people to share their input and ideas early on. Then, have the thrashers sign a form stating that they have given their input and that they will not provide further input or changes after a certain deadline. This allows the people who are working on the project the necessary time for completion and shipping.
ACTION
TODAY: Think of ways in which you can apply early thrashing to your projects. How can you also instill the discipline in your team of thrashing early and shipping on time?
FUTURE: As you encounter the start of new projects, think of the optimal time and way in which thrashing should take place. Should it be a meeting? Should it be one-on-one? Should it be via a form? Think also of the time when thrashing should come to an end. Don’t veer away from the discipline of thrashing early and having a cut off point. Then take the best ideas, incorporate them into the project and get to work so that you can ship the best possible project on time and on budget.
Know someone who needs to stop thrashing at the end of a project? Please share this post with that person via email, Facebook or Twitter, thank you!
I recently spent some time with my niece and her best friend—two adorable and giggly teenagers. I loved their energy and their outlook on life, and one of the things I enjoyed the most was their recalling “the worst day at school” with such terrible problems as a dull pencil at a math test and not being able to open a window to get fresh air from outside. How I wish I could put them in a bubble and keep their innocence and the scope of their problems that way forever!
They will go through periods of life when they can’t seem to find their purpose. We all do, no matter our age, outlook on life, or occupation. It’s part of being human, thus the quote:
“The two most important days in your life are the day you are born and the day you find out why.” — Attributed to Mark Twain
Because of this, I wanted to share brief but powerful idea that I recently came across in Tama Kieves’ book A Year Without Fear: 365 Days of Magnificence. Whether you are trying to find your purpose or know someone who is, I hope you will find it as insightful and inspiring as I do:
“If you can’t find your ‘purpose,’ find a way to love yourself more. Find a way to forgive yourself. Praise your very existence. Praise your house filled with clutter, good intentions, and papers you save, while, really, let’s be honest here, not having a clue as to what’s on them. Become the referee that rules in your favor. Your right life will come from the right relationship with yourself.”
Do you have the right relationship with yourself?
ACTION
TODAY: Take a moment to think about the most important relationship: with yourself. Where are you fully satisfied and want to continue building upon that great foundation you’ve laid? What are there areas that you want to improve upon? Pick one of the latter and take one action today—no matter how small—that will shift you into the direction you want to go.
FUTURE: As you examine every one of your goals periodically, make a point of examining the relationship with yourself in order to fulfill those goals. Where are you happy and satisfied? Where do you need to improve? Make the actions you need to take part of the path towards your goals.
Do you know someone who is trying to find his or her purpose? Please share this post via email, Facebook or Twitter, thank you!
I recently went through an experience where an airline performed a procedure a specific way one time, and then—under the same circumstances—performed a completely different procedure a second time.
As I pointed out the discrepancy in performance (because it was to the detriment of my time and money), the airline started pointing fingers at possible culprits of said discrepancy. It was very unfortunate: instead of fixing it, airline personnel were focused on making up excuses and blaming.
This reminded me of M.J. Ryan’s book Habit Changers, specifically the passage where she says, “When a crisis hits, fix it. Don’t waste time analyzing why or who. Then afterward solve for the pattern so that it doesn’t happen again.” Or put another way: “First correct, then prevent.”
ACTION
TODAY & FUTURE: Don’t blame or point fingers: focus on correcting first and preventing second. Learn what happened so that you can apply those valuable lessons towards the future.
TODAY’S IDEA: Be Awesomely Effective Part 1: Embodied cognition
