Our bosses or clients expect us to consistently produce quality work. Often, we expect the same of ourselves, which leads to burnout or stress. These days it’s too easy to fall into a dangerous trap of believing a constant output of quality work is possible and not merely superhuman.
Over on HealthGuidance, Adam Sinicki explains a better way to look at how we produce work, particularly by utilizing a well-timed break:
The better solution then is to acknowledge that your creativity and productivity are going to naturally ebb and flow, and to focus on getting that cycle to line up with the times when you want the most work. Think of this as a similar process to your body clock – the times you eat, the times you sleep and the external cues you get coming in all combine to create a body clock that dictates when you’ll feel awake and when you’ll feel tired. Your brain works in the same way, in that it can only work optimally for a set period of time and thus needs periods of rest in between if you are going to get the very most from it.
So scheduling in rest from the stress of everyday life is important, but just as important is the ability to make sure that that rest is high quality and that it will actually mean a break from work-related thoughts and other kinds of thoughts that might tire you out.
How often do you find yourself worrying about the tools you use or habits around your work, without considering the importance of well-timed and quality breaks? As Sinicki writes: it’s important to familiarize yourself with the natural, organic flow of your creative abilities and step-back every now-and-then to rejuvenate. It may not be glamorous to talk about the natural rhythm of our creativity, but embracing it allows us to not only do better work, but to avoid burnout and do more work in the long-run as a result.
Read Sinicki’s full-write up on how to get yourself to perform at your creative best when you need to most right here.
Small misunderstandings can sometimes morph into larger misconceptions, which can then snowball into full-blow falsehoods that ultimately erode trust, credibility and transparency. A small perception gap can significantly impact performance down the road. The disconnect between what you want to say and what is actually said is what Anne Loehr, author of A Manager’s Guide to Coaching: Simple and Effective Ways to Get the Best from Your Employees, calls as the “Perception Gap.”
- At the beginning of a call or meeting, state: “My intention for this meeting/call is X.” That way, the team or team member can frame the meeting content within the stated intentions.
- At the end of the meeting or call, ask for feedback by saying “My intention for this meeting/call was X. How did I do?” This reiterates your intention to the team, and creates a welcoming environment for clarifying questions.
- Listen carefully to the reply to see if there is a Perception Gap.
Be aware of how you are communicating, and with whom. Get to know your teammates’ communication styles and aim to communicate in a manner that they are more likely to receive accurately and positively. Remember that simple conversations can have a negative impact on not just performance, but on relationships as well.
Have you ever emailed someone who is extremely busy, only to hear back several days (or weeks) later? Or perhaps you didn’t hear back at all? Busy people are difficult to reach via email, because you’re asking them to part with their most valuable resource of all: time.
In a guest post for OkDork, business coach John Corcoran shared how he got the attention of App Sumo founder Noah Kagan via email. The trick to capturing the attention of the busy executive was a sense of urgency:
I said the interview would take only 5-7 minutes of his time. If you’re asking for something, you want to make the commitment so small and the benefit so great, they can’t possibly pass it up. I think Noah probably realized it was likely the interview would run longer than 5-7 minutes, but it’s good to demonstrate your willingness to keep the time demand commitment short out of respect for your recipient’s time. And in fact, when I did interview Noah, I offered multiple times to cut off the interview but he allowed it to go longer.
In a study commissioned by author Dan Pink for his book, To Sell Is Human, workers reported that as part of their job, they spent 40 percent of their time trying to convince someone to part with resources of some kind (what Pink calls “non-sales selling”). And much of that is accomplished using email.
Corcoran says that when you’re writing an email, you want to make the commitment so small and the benefit so great that the recipient finds the offer hard to refuse. So instead of asking for half an hour of someone’s time, ask for a handful minutes. Instead of writing, “I’d love to grab coffee,” say “I could pop by your office for a couple of minutes.”
Almost half the people you’ll run into today are suffering from some level of sleep deprivation. This is largely because we don’t know when (or how) to call it a night. Tethered to our devices, work more often than not spills into the precious time that we need to decompress and prepare for a good night’s sleep.
Do a nighttime audit of how you spend your time after work. For one or two evenings, don’t try to change anything—simply log everything that happens from the moment you arrive home until you go to bed. What you may discover is that instead of eliminating activities that you enjoy and are keeping you up late (say, watching television between 10:30 and 11:00), you can start doing them earlier by cutting back on something unproductive that’s eating up your time earlier on (like mindlessly scanning Facebook between 8:30 and 9:00).
As the story goes, Bill Gates first met Warren Buffett at a dinner. Gates’ mother (and dinner host) asked everyone around the table to identify what they believed to be the most important factor in their success. The two moguls gave the same answer: “Focus.”
Focus as a Noun.
When people speak of focus they usually mean having a single goal. It is a static thing, a thing you have. This kind of focus conjures pictures of Roger Bannister relentlessly pursuing his goal of breaking the four-minute mile, John F. Kennedy challenging NASA to put a man on the moon within a decade or, coming back to Bill Gates, a vision of a personal computer on every desk. The upside to this kind of focus is clear and compelling: you pursue a single objective and don’t get distracted along the way; you build momentum as many different people aligned behind achieving this one goal.
Focus as a Verb.
Focus is not just something you have it is also something you do. This type of focus is not static; it is an intense, dynamic, ongoing, iterative process. This kind of focus conjures pictures of Steve Jobs saying to Jony Ive day after day, “This might be crazy, but what if we…” until once in a while the idea took the air out of the room. It’s the constant exploration needed to see what is really going on and what the “noun focus” should be.
Focus is a powerful attribute, especially in a world that is tirelessly trying to compete for your time, energy, and attention. McKeown says that if we want to direct ourselves toward what’s essential, then we need to develop both kinds of focus. It’s the only way to confidently answer the question, “What’s important now?”
Introductions are crucial. As the adage goes, “first impressions are lasting impressions.” Neuroscientists even found that 7 percent of what people think of you is cemented upon meeting you for the first time.
This explains our aversion to name-droppers, ramblers or the people making it rain business cards at networking events – the “dirty” networkers. Bernard Marr, author of Doing More with Less recommends a simple adjustment to our personal introductions to make a good impression:
Instead of leading with what you do, lead with who you help. As in, “Hi, my name is Bernard, and I help companies identify and make the best use of their key performance indicators and big data.” Done. You know who I am, what I do, and more importantly, whether or not I can help you or someone you know.
Human beings make snap decisions – our brains are hardwired in this way as a prehistoric survival mechanism. However we can use this to our advantage by focusing on how we help others, rather than flaunting how well we’ve helped ourselves.
You can’t force inspiration, but how do you cultivate an environment where you are open to it? When the Los Angeles Hammer Museum’s breakout artist Jennifer Moon was looking for a new source of inspiration, she unexpectedly found it on her 5 a.m. drive from Los Angeles to Big Bear. She noticed the dreamlike, half-conscious state of mind was not only soothing and meditative, but allowed her mind to be open to new ideas:
When I’m driving and things come to me, it’s definitely not forced. The times when I try to force it, it usually doesn’t happen. Really, my only job as an artist is to remain as open as possible and as aware as possible, so for ideas to enter me I have to be open. That’s the only thing I really need to focus on.
As we learned from Moon’s experience, our mind requires moments of rest to collect, organize and connect the abundance of information from our busy lives. This information is supplied through new experiences; in Moon’s case, driving at 5 a.m. has a completely different ambiance than 5 p.m. And lastly, she found inspiration in the everyday. When on vacation, it’s easy to fully engage in every aspect of a new environment.
The challenge is to keep that wonderment alive in the day to day.