I spent most of my career thinking that I was thriving on busyness. As a management consultant, busyness via multi-tasking was rewarded. What did that look like? The calendar was full of “important” meetings, professional dinners and other business events. Being busy felt good. It gave the illusion of importance and accomplishment. It seemed to indicate high performance. I had great productivity metrics in terms of practice revenues, size of team, etc. However, at the same time, I was plagued with migraine headaches and did not spend much time on “non-professional” activities. I was not aware of nor aligned with my purpose.
It is only after I left a corporate career as equity partner with PriceWaterhouseCoopers CEE that I began to notice, slowly, that busyness had put me into the category of surviving rather than thriving.
In her 2014 book, Thrive, Arianna Huffington tells us about her personal collapse and subsequent journey to redefining success. I learned for the first time what thriving really means. To thrive is to flourish, to be fulfilled, to develop successfully. In order to thrive, Arianna shifted to new metrics around wellbeing, wisdom and wonder. To achieve strong metrics in these three areas, busyness is not the road to success!
Fast forward to 2021. Seven years later we are facing more barriers to thriving due to digital overload. Busyness on multiple devices is causing technostress, the negative effect of technology. Knowledge workers have a high level of this type of stress.
“Technostress comes from our feeling forced to multitask rapidly over streams of information from different devices, having to constantly learn how to use ever-changing IT and the sense of being tied to our devices with no real divide between work and home.” – Monideepa Tarafdar, technostress researcher
In the 2016 book, Deep Work, Cal Newport, warns us about busyness as a barrier to value creation, especially in knowledge worker organizations. He highlights three business trends that began around 2015.
The above work designs were a priority. They were viewed, possibly unintentionally, as more important than undistracted, focused, deep work time.
Now we can add a fourth business trend contributing to busyness – increased remote work. This trend blurs the lines between home and work. We are interrupted not just by our technology, but by our home environment which often includes family, pets, and other non-tech distractions. We are plagued with too many on-line meetings, causing us to work longer hours in order to create real value.
These four trends increase busyness. They actively decrease the knowledge worker’s ability to go deep. “Deep” refers to Newports term, “deep work”. Deep work consists of
“professional activities performed in a state of distraction-free concentration that push cognitive capabilities to their limit. These efforts create new value, improve skills and are hard to replicate.”
“In the absence of clear indicators of what it means to be productive and valuable in their jobs, many knowledge workers turn back toward an industrial indicator of productivity: doing lots of stuff in a visible manner.” – Cal Newport
How many organizations are measuring loss of attention? Is anyone measuring how many hours are spent in meetings, instant messaging or on social media during the work day? How many organizations are measuring the number of overtime hours knowledge workers spend because they can’t get their deep work done during the day? I bet not many.
If the above behaviours were measured, organizations would be able to see the negative impact to the bottom line. This might nudge leaders to act. They would see the opportunity to shift the culture of busyness to a culture that protects and harnesses collective attention.
Protecting and harnessing organizational attention improves three performance areas at the same time: wellbeing, innovation and effectiveness. When knowledge workers are able to harness attention, effectiveness goes up, reducing evening and weekend hours spent on deep work. Wellbeing rises immediately, as does the ability to innovate.
Stay tuned for a future article about the link between attention and innovation.
The following business mindsets and biases pushed business away from deep work and and toward more distracting alternatives.
Metric black hole prevents clarity and allows the shift towards distraction in the professional world.
Business biases and Mindsets
a) Example at Yahoo: p. 65 deep work, Marissa Mayer, CEO, punished employees working from home for not being visibly busy, responding constantly to emails
Negative Results of Multitasking
‘Do you work in an organization that demands fast response time and does a poor job of prioritizing communication demands? Evidence of this is when you feel compelled to constantly check messages or mails or respond to notifications from messaging and mail tools. The risk is rapid burnout and disillusionment with a job. “Happiness Hacked.
Causes of Busyness
Internal and often invisible
Culture, behaviour, mindsets
External and often visible
“Barrage of meeting requests and emails we face at work, many of which we accept because we fear the consequences of rejecting them.
Omnipresence of screens, not just in our homes but also in bars, stores, elevators, gas station pumps, where a tV advertising network now competes for our attention. “ Happiness hacked
How employers can and should respond: reduce noise, tools and the rule of three.
Teams should try to narrow down their primary tools and applications, beyond email, calendar and word processing, th 3 choices. This, we believe, will cover the work requirements for 90% of teams in the workplace today. A teams need for more than 3 tools is commonly a sign o f distress and roubles (though in certain cases it simply indicates that the tools for the team’s job are not integrated. Society is levying high switching costs on that team.
Combat multitasking during meetings and keep them meaningful, Amazon mandates that attendees spend the first part of a meeting reading a printed agenda and additional information that sets the table for the meeting. This is the silent start. It is meeting hygienes and a wonderful way to spark innovation and interesting ideas, according to Jeff Bezos.
Give workers and teams the safe space in which to be creative and productive and fulfill their potential. Create a cohesive productivity policy. Some companies are already performing in-depth reviews on the productivity and practices, meeting structures, meeting attendance, how quickly emails are answered, how docs are shared, all the minutiae that make up the bulk of our working day and can easily create employment hell. The policy could signify both management willingness to allow employees to design their work experiences and the willingness of the to take ownership for the creation of a healthy environment that promotes productivity, balance, flow and as a consequence, work satisfactions
Policy – actively discourage the from checking and responding to emails every five minutes. Instead setup the email servers to back receive email messages on the hour or the half hour. This is entirely possible to implement.
Implement a warning system baked into calendars to alert that they are allocating more than 20 % of time to meetings and highlighting transmission and reception of messages on weekends or email threads that extend beyond five round trips. Alert users who overuse reply all in environments that don’t generally need it.
Work satisfaction index, a single number that rates a state of work fulfillment and a manager’s adherence to these kinds of policies.
Make visible unhealthy practices that lead to so much work frustration.
Best Buy: Internal Meetings entirely optional policy as part of a Results Oriented Work Program
Or create a culture of freedom to design the work environment you need.
End notes: Your Happiness was Hacked.