Here is an excerpt from an article written by Tony Schwartz for the Harvard Business Review blog. To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here.
* * *
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. Wherever we go, our work follows us, on our digital devices, ever insistent and intrusive. It’s like an itch we can’t resist scratching, even though scratching invariably makes it worse.
Tell the truth: Do you answer email during conference calls (and sometimes even during calls with one other person)? Do you bring your laptop to meetings and then pretend you’re taking notes while you surf the net? Do you eat lunch at your desk? Do you make calls while you’re driving, and even send the occasional text, even though you know you shouldn’t?
The biggest cost — assuming you don’t crash — 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.
I know this from my own experience. I get two to three times as much writing accomplished when I focus without interruption for a designated period of time and then take a real break, away from my desk. 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 [is one of] three policies worth promoting:
1. Maintain meeting discipline. Schedule meetings for 45 minutes, rather than an hour or 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.
It’s also up to individuals to set their own boundaries. Consider [the first of] 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. If possible, work in a private space during this period, or with sound-reducing earphones. Finally, resist every impulse to distraction, knowing that you have a designated stopping point. The more absorbed you can get, the more productive you’ll be. When you’re done, take at least a few minutes to renew. three behaviors for yourself:
* * *
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.
* * *
To read the complete article, please click here.
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. To check out Tony’s blog posts, please click here.
Tags: Do the most important thing first in the morning, Facebook, Harvard Business Review blog, HBR email Alerts, Maintain meeting discipline, The Energy Project Be Excellent at Anything, Tony Schwartz on The Magic of Doing One Thing at a Time”, Twitter.com