We live and work these days in a culture of distraction where focus is a rare commodity.
“The culture of distraction makes your ability to think deeply and creatively constantly threatened. Conceiving ideas and putting them into practice requires time for reflection, and for that you need a personal organization method like GTD: if you are able to create a space where you can think and reflect, you will be able to move forward with more things, with less energy and less time.” – Francisco Sáez
Doing research this morning on focus, I came across the Tweet below:
When you see the adjective "smart" applied to things, as in smart home, smart clothes, smart toys, smart phone — substitute the term "hackable." They always come together.
While you’re waiting for the book to arrive, Treseder has also written a rapid read on focus where he outlines The Two Things Killing Your Ability to Focus. Those two killers are screen distractions (smart phones/tablets) and meetings.
He offers 5 easily executable ways out of our mental chaos and into focus. They are listed below but don’t miss his commentary on each here.
Practice mindfulness.
Organize tasks.
Clean up.
Shrink meetings.
Preserve buffers.
I am personally very easily distracted. To make these few adjustments is worth getting my focus back. Thoughts?
Oh…last thing: Treseder also wrote a thought-provoking piece on How to Develop a Mission Mentality. This takes the issue of focus to a much more “big picture” place. When we have set the “why” and “who” of our daily focus, we are compelled to stay at the task and bring others with us. That is mission mentality.
A blog on overthinking has been on my radar for weeks now, but I keep overthinking it!
How about a definition to start? Overthinking: “Something is on your mind and you continuously think about it, the thought gets deeper and you start thinking about circumstances, events and possibilities that could be…” I like this definition because it feels normal rather than obsessive, anxiety-provoking, or neurotic…with the resultant analysis paralysis.
My husband is a deep thinker but he is not an overthinker. He is adept at compartmentalizing and seems to know what each issue requires in terms of his own decision-making and personal responsibility.
For me, thinking through things is much more fuzzy-boundaried. I can be crystal clear about solutions – what needs to be done to take us (whomever “us” might be) to the next level of operation or relationship. Where I get muddled up is when a decision or a direction doesn’t make sense. Overthinking the why’s and “what happened?” goes into overdrive.
Being an overthinker is a new revelation for me. The “aha” moment came recently during a conversation with a brilliant young woman, a friend of mine who considers herself an incorrigible overthinker. We have deep conversations on just about everything. Total ease and transparency. No judging. It dawned on me as we talked that evening that we agreed on how much of life required some measure of overthinking. It’s just not that simple…life.
As I have processed this whole overthinking thing, it seemed a good solution might be to have a support group…along the lines of overthinkers anonymous. After a quick online search, a plethora of such blogs, websites, and Facebook pages popped up – with the goal of helping those of us who overthink.Photo Credit: Breadbin, Ken Breadner, Will Farrell
If you have a bent toward overthinking but you find it uncomfortable, then you have all sorts of resources to recognize it and turn it around. Below are just a few of those postings. [Scroll past them if you don’t want to be “fixed” for some happier news.]
What if…let’s just say…overthinking is a positive thing? What if we overthinkers bring certain strengths to the table that could prove valuable to a work team or family/friend group? What if overthinking, when disciplined and matured, could be like a regular superpower?!Photo Credit: Pinterest
The links below are all about overthinking is a positive (or potentially positive) character trait. The authors list out several strengths found in overthinkers. They include creativity, tact, self-awareness, eye for detail, memory/recall, intuition, life-long learning, empathy, compassion, careful decision-making, and a commitment to doing what’s right.
Overthinking has to be trained and tooled toward positive outcomes. Since beginning to see my own bent toward overthinking, I no longer view it as a weakness. Others might, but hopefully not forever.
Overthinkers are sometimes criticized for “beating a dead horse“. It is very hard for us to give up on something that we feel strongly about. Here’s what might help, those of you who have us on your team or in your organization…to harness our problem-solving and decision-making capabilities:
Just trust that we mean “good and not evil“. Reason with us rather than just diagnosing us as bothersome. If we feel like something seems murky, if not downright wrong, consider the possibility. Entrust us with a meaningful project or body of work…we will apply ourselves probably more than is necessary, but you will reap the good of it, if you can endure the discomfort of our overthinking. We get that it is just easier to make that decision without a lot of extra input, but it’s possible the overthinker has thought of something you haven’t.
Just sayin’.
[I’d love to hear your thoughts on overthinking – in the Comments below. This overthinker has just scratched the surface of this topic and would love a chance to dialogue about all the positives and negatives.]
A conference room table is much more winsome than rows of chairs facing the front of the room. At least for me. Chairs facing each other give the impression that all those at the table have a voice. Enlarge that to an organizational level. Especially related to change. When employees understand some sort of change is necessary for the growth of the organization, then having the opportunity to speak into that change has tremendous value.
Not just for embracing the change but for the execution of the best change possible.
A few years ago, I had the opportunity to be on a board of directors of a private international school in another country. Also a parent of students in that school, it was easy and satisfying to engage in the various problems and challenges the board faced for the sake of the school. Initiating change was always a part of that. Early on during my tenure on the board, I saw how difficult it was for the average parent to get the ear of the board. This was grievous to me that I had more influence than most of the parents on decisions affecting all our children’s school situation.
Theologian Chuck Lawless has written an article on executing change. His focus is the church but his succinct 10 thoughts are relevant to any organization. See what you think:
The healthiest organizations are always in a state of change.
All generations can be opposed to change.
People want to know the “why” behind the change.
Their opposition to change isn’t always a personal attack on the leader.
They might oppose change (in the church, on their team or subset of their organization) simply because that’s the only place they have a voice about change.
Some aren’t opposed to the change; they’re opposed to the process.
The best change agents take their time to secure support.
Our assessment of opposition could be overly optimistic.
A vote for change is not a guarantee of support for that change.
Often, any immediate chaos caused by a change settles down after that change is done.
Thinking back on the formation of that parents’ organization, we learned the wisdom of securing feedback early from those most affected by the change. Feedback well before the roll-out of the change. We also gained an understanding of how “knowledge is power”. Parents who had access to the knowledge of looming change as well as an avenue to speak into that change became advocates and influencers for the change.
Who are your critical thinkers? Those folks on your team who think deeply about work and the processes at work that affect personnel. Not all of them are the greatest cheerleaders and definitely not just the isolated inner circle of leadership.
Are we willing to value and seek out the critics, skeptics, naysayers, contrarians? If our ideas are so fragile that we can’t bear the input of these folks, how can we press these ideas on a whole organization? If we only take the input of those consummately agreeable with our ideas, then do we avoid, even lack, the feedback that could launch our ideas toward the most favorable change?
Business writer Oliver Staley gives organizational psychologist Adam Grant‘s take on the positive impact of the disagreeable giver – in regards to change:
Cheerful and helpful workers are beloved by their bosses, and just about everyone else, really. Enthusiastic optimists make for great colleagues, rarely cause problems, and can always be counted on.
But they may not necessarily make the best employees, says Adam Grant, the organizational psychologist and Wharton professor.
The agreeable giver may seem like the ideal employee, but Grant says their sunny disposition can make them averse to conflict and too eager to agree. Disagreeable givers, on the other hand, can be a pain…, but valuable to an organization, Grant says.
They’re more likely to fight for what they believe in, challenge the status quo, and push the organization to make painful but necessary changes, he says. And because they’re stingy with praise, when it’s offered, it generally can be trusted.
Disagreeable givers “can get more joy out of an argument than a friendly conversation” and be tough to work with, Grant says. But for organizations eager to avoid complacency and determined to improve, they also can be invaluable. – Oliver Staley
In Chuck Lawless’ 10 Thoughts, he doesn’t speak outright about disagreeable givers, but they are present and valued. One of Lawless’ readers, Jerry Watts, commented with this insight: “One time, in a culture far-far away, I heard a pastor say, ‘People aren’t afraid of change, they’re afraid of loss.’ – I thought those were good words to remember. After 40+ years, I have discovered that change is okay as LONG AS you don’t mess with me.”
Change does mix loss with gains. When personnel have the opportunity to grieve ahead of time, their problem-solving acumen is sparked to help drive a better change, not just for themselves but for the organization as a whole. Is it messy including more people in the decision-making? Of course…but the process for everyone yields far more meaning and understanding.
I discovered Rachel Botsman just a few weeks ago and, of course, wrote a bit about her work.
The concept of “shared economy” and “idling capacities” isn’t new. However, when I heard her use those terms in a TED Talk, my heart about leapt out of my chest. This resonates so with my idea of work and workplace, in terms of valuing people and resources as well as maximizing outcomes.
Rachel Botsman defines these terms as:
Sharing economy – “an economic system that unlocks the value of underused assets through platforms that match ‘needs’ with ‘haves’ in ways that create greater efficiency and access”. – Rachel Botsman
Idling capacity – “untapped social economic and environmental value of underused assets – tend[ing] to fall into three categories: physical stuff, labor assets (time, skills, human potential), and capital assets (crowd-funding, crowd equity, peer-to-peer lending platforms)” – Rachel Botsman
She talks about this broken system of supply-and-demand. “How can we extract more value from existing assets?”
These ideas are captured in a short video of her speaking here.
I see idling capacities and underused assets in all areas of my life… maybe it’s because I struggle with my own idling or being “idled”. That is not for this conversation. What matters more is how to get folks “in the game”, so to speak, who have so much to bring to the table. Yet, for whatever reasons, are idling. At their work station. In meetings without voice. Working at an idling pace when they have capacity for so much more.
Are you aware of such a situation? Share it in Comments below.
A sharing economy breaks down organizational silos, even departmental and team silos, and creates an environment where assets (people, products, places) are maximized. It can be a messy fuzzy-boundaried process. If organizational leaders are willing to give some latitude to the process and the people “idling”, a much healthier and more efficient workplace could be birthed.
Botsman introduces how technology has spurred the evolution of the sharing economy.
In considering how to have a more expansive mindset related to applying available resources to a problem, we have to be willing to do some difficult things. There are those who will have to give up some control. In a sharing economy, there’s no such only one “smartest person in the room”. Trusting other people on our teams with chunks of decision-making along with the work both conserves and optimizes.
We have to be willing to think outside that proverbial box and ask questions like “what more can we do with….” or “who else can we include….” or “what is it we don’t want to leave out”.
I love those kinds of questions!
Maddening for some, I know. I get it…
For today, I just wanted to introduce this subject…still very much a preschooler in this arena. However, I see it as so influential positively in today’s workplace. So fundamental, too.
Build in idling for reflection, rest, and recalibration…but don’t leave assets in that state for very long. It devalues people and delays product development.
Even when we have the technology to streamline processes and move projects to completion, we have to understand how technology affects trust. Botsman has a quick summation here:
Critical issue of our times: Too often in our lives we let convenience trump trust. But at what cost? #wefpic.twitter.com/5zjm6zNXDU
Two workplace scenarios. The first is when either the manager or the team is super excited about a goal, and action items are determined and given to just the right team member and calendared for quick turnaround. Photo Credit: JSC
The second scenario is when either the manager or the team is super excited about a goal, then one or the other digs in their heels. The meeting ends with no clear shared responsibilities, no movement forward, no hope of change.Photo Credit: GangplankHQ, Flickr
Sigh…all the most excellent strategic planning can take place inside a conference room…and without execution. Essentially, nothing happened there.
I’ve had both kinds of team experiences and want to focus on the former one above. Talk about high employee morale when a group of colleagues operate as a finely tuned machine and the yield is high-quality productivity.
When you go to the website, you actually are able to immediately grow in your understanding of how to influence execution in your company. The video below is an incredible teaching tool – 17 minutes of powerful content on execution:
In brief, their 4 disciplines of execution are:
Focus on the wildly important goals (WIGs). The day-to-day operations always stand against those game-changer goals. Determine to be unyielding on the highest-priority goals (1-3 maximum).
Act on the Lead Measure. [New terminology for me.] The lag measure is the goal itself. The lead measure is what you can influence to accomplish the lag measure. Lead measures are the leverage used to get to the lag measure (goal). Lead measures are “predictive and influenceable“.
Create a compelling scoreboard. I appreciate the wisdom of this (Chris McChesney describes it so well in video above). The scoreboard is not for the manager. It’s all about the players at this juncture, and it should feel like a game. [Actually an element of fun and energy incorporated. What a concept!] The scoreboard would be simple, highly visible and the players (employees) should be able to tell right away from the scoreboard whether they are winning or losing toward meeting the goal.
Create a cadence of accountability. Everybody is going to love this! 20-minute meetings are calendared every week, at the same time. All the people in the room have “skin in the game”. This meeting is sharply focused on 3 things (related to the lead measures only): each person reports on the week before; reviews/updates the scoreboard; makes commitments for coming week. That’s it! How streamlined and forward-moving, is that?!
Many years ago, I was on a work team that was given the responsibility and liberty to determine what else was needed in the formation of a comprehensive cancer center. We had many places already in place – excellent medical and nursing care, an engaged community, and a charitable foundation to provide extra resources for taking us to a state-of-the-art cancer center.
3 nurses – Kay, Kathy, and I – had the question to answer of “Why Else?” What else did we need? We worked together on the planning and execution of comprehensive support services and education. Each of us brought our own giftings – I had vision and ideas, Kay was an influential nurse manager, and Kathy was detail-oriented and had a gift for taking a project to completion. Some of the services that came out of those problem-solving sessions are still embedded deeply into the DNA of that cancer center today.
Start at 6:17 minutes in (if you don’t want story and context), and you will hear his wisdom about the importance of radical truthfulness and radical transparency.
“One of the greatest tragedies of mankind: People arrogantly, naively holding opinions in their minds that are wrong…and acting on them, and not putting them out there to stress-test them, and that’s a tragedy.” – Ray Dalio
“Collective decision-making is so much better than individual decision-making if it’s done well.” – Ray Dalio
Kathy, Kay, and I had that sort of team relationship – radical truthfulness and radical transparency.
Whether you are part of a team, or an independent entrepreneur, there are excellent principles here.
If you want to take an honest and critical look at your team or company’s success in operation, you have great helps here – in the FranklinCovey’s counsel, in Ray Dalio’s discoveries and in the philosophies of business leaders like Steve Jobs. I’d also like to add anything on teaming by Patrick Lencioni.
I would love to hear how you get to execution…because until you do, it’s just meetings upon meetings.
Please add in Comments below any other resources that have proved helpful to you in getting to effective execution with the added impact of high morale in getting to goal.
YouTube Video – 4 Disciplines of Execution – Gwinnett Medical Center – This was personally very satisfying and encouraging for me. My dad was a patient at this medical center during the time when there were banners flying everywhere about it being one of the top medical centers in the country. At the same time, we family members stayed with him around the clock, because nurses did not come when we called, nor were other services offered with any communication that my dad or we mattered to staff. To see that they also came to recognize this was a problem and took effective steps to correct it was exciting.
Some weekends are meant for lots of play mixed with Fall clean-ups…this was one of those. Then Monday comes around. You pull your tired body out of bed, try to stretch those shoulders out and loosen up your knees again. In a matter of minutes, you settle that frame in your desk chair, and expect your brain to be on task with new work-week vigor. Right?
Maybe. Whether it’s Monday or any other day, our workspaces (especially if it’s cubicle life) can, over the course of the day, do a number on our creative thinking and problem-solving. Our minds and bodies cry out for stretch breaks…and not just to hit the restroom and pour the next cup of coffee. A change in location – i.e., to the next meeting – isn’t the recipe for clearing our heads either.
Getting outside…now that’s a grand solution.
My husband works on an incredibly beautiful street in our city. He is in meetings inside, of course, much of the day. When not in meetings, he’s at his desk. Eating his apple and bag of nuts, at lunchtime…right there. At his desk.
I don’t take advantage of being outside myself, so no shaming here. Still, the individual worker and the work itself would certainly profit from a breather…a step away from the desk or conference room table…a few minutes on the outside.Photo Credit: University of Washington
“Brain breaks can make a big difference in your ability to be productive, creative, and innovative. The paradox is that doing less often allows you to do more.” –Jeff Stibel
Walking into an office building and around the folks smoking, I think, “Hey, nice they [have to] go outside…just that alone probably counters some of the impact of smoking on their health.”
Hopefully, you didn’t use up your break reading the blog today…unless you’re reading it while you’re sitting outside in the sun.
I love Philip Terman’s poem Some Days about the replenishing affect of the quietening out-of-doors. Here’s a portion:
Some days you have to turn off the news and listen to the bird or truck… You have to close all the books and open all the windows so that whatever swirls inside can leave and whatever flutters against the glass can enter. Some days you have to unplug the phone and step out to the porch and…allow the sun to tell you what to do.
– Philip Terman, Our Portion: New and Selected Poems
Photo Credit: Picpedia
Photo Credit: James Clear
