The beauty of a deadline

clockTime constraints focus energy. More importantly, they enforce decision making. And that’s often the hardest part of any project.

People delay decisions in order to research, analyze, discuss, and debate all the virtues of one option versus the others. Often, though, we know the answer very early on; we’re just reluctant to commit to it.

And that can be a good thing – being open to listening to all the facts, to hearing out opposing views. But more often that delay is just a way to avoid putting that personal stake in the ground. Group decisions magnify the issue.

So, we make a move only when the deadline approaches, when we have no choice, when we will be compelled to move forward by factors outside of our control. The decisions and commitments finally get made.Without the deadline, sometimes, not much would happen.

A better approach might be to put more things under your control. To enforce your own self-imposed deadline, and to do it on an accelerated schedule, well ahead of the external deadline. Decide and commit early, then transfer all the worry and wasted energy of that non-committal phase into planning the best path forward. Make the deadline the starting line for implementation. Or, better yet, get a head start way before the deadline arrives.

Photo credit: Daniele Zanni

Losing wait

The perfect time to do something never comes. Waiting for complete information, for all the right people to be on board with the plan, or for yourself to feel totally prepared are comforting excuses. But they aren’t as valuable as you might think to the quality of the final product. And they rarely happen. You’ll never have complete information, everybody fully bought in, or feel totally prepared until you start doing something to reach your goal.

Movement matters. When you start the doing, you immediately gain new and useful information. People start to understand things more clearly. They may not jump on board, but they’ll be able to give you concrete feedback as to why they’re not on board (allowing you to separate real concerns from unimportant ones). And you’ll start to feel more prepared as you start leading the way through these first hurdles and sifting through the first bits of new information.

Starting, doing, learning, reacting, convincing, and collaborating will inform you and everyone else about the goal, project, circumstances and preparedness of the team way more than waiting. If you want to get something done, you’ve got to start doing something.

Photo credit: Sean MacEntee

Knowing the business

Context matters. Even the most generic function can be made more valuable by understanding the business context in which it is being performed. Double that (or more) for any project or initiative of significance.

Explaining the business context and value added by the efforts of a team or individual can really help to organize an effort appropriately. It helps with motivation, and makes room for people to step up and take initiative.

Understanding the business context is key for everyone. Knowing how the business operates, what it’s goals are, how it makes money, who it’s suppliers are, who the best customers are and why – all of this helps get work done more effectively.

Knowing the customers is, of course, critical to understanding the business. Who are they, why problems do they have that the business solves for them, why do they choose your business instead of others (or not), what other problems and challenges do they face (what’s their context).

Knowing your function, understanding your project’s goals, and delivering on your specific role – all of this is critical. Putting it in the context of a really detailed understanding of the business, however, is the key to real excellence.

Photo credit: betseywebber

Getting Intense

Intense work requires that you ratchet up the level of time, attention, and focus to a task or project.

There’s no time for distractions. Your use of time becomes more efficient. Your attention to detail is magnified – you see more details and you see each one more clearly.

Immersing yourself in the problem totally provides a new, more comprehensive viewpoint and a deeper understanding. And you get more done. Much more. More than you thought.

Then, you ratchet back down to work on something else. And this other thing that seemed like a lot of hard work not so long ago, suddenly seems much easier.

Not only does getting intense once in a while help to get something done (and probably at a higher quality level), it can make regular work seem easy.

Getting intense is worth doing. Regularly.

Photo credit: gustaffo89

The Happiness Advantage

Shawn Achor provides a clear and crisp introduction into the field of positive psychology in The Happiness Advantage. Positioned as a business book to help you (and others) succeed at work, the book asks you to consider flipping an age-old mindset on its head. Rather than seeking status, wealth, and success in order to become happy (the “I’ll be happy when…” scenario), Achor makes a compelling case for focusing on getting straight to happiness. If you can do that, good things will come – the status, wealth, success, and more.

To convince us that we should reverse the traditional view, Achor tells engaging stories of his experience as a student and professor of psychology at Harvard University, both of his personal experiences and his work. He also includes highlights from some of the best works in the field, quoting the work of Seligman, Csikszentmihalyi, Gilbert, and many others. In this way, the book provides a variety of reference points to deeper discussions should the reader be interested to pursue them.

Achor packages many ideas into neat, easily digestible packages – what he refers to as the seven principles of the Happiness Advantage. The principles bring focus and clarity to the ideas, and also provide a roadmap for application. It’s an easy, compelling read that will prompt deeper thought about work and happiness, and the ideas are great. I highly recommend it.

The 4-Hour Workweek by Tim Ferriss

The 4-Hour WorkweekTim Ferriss’ over-the-top style does not stop at the title: The 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Rich. He’s quite serious. He’s done it and wants to show you how.

But, this book applies to so much more. You don’t need to take the ideas to extremes in order to benefit from them. It’s full of practical, innovative little ideas that can be used in many ways to improve your productivity, think like an entrepreneur, and assist you in making realistic goals – and living up to them.

Starting from the premise that “reality is negotiable,” Ferriss goes on to explore ways to bend or break rules to your advantage (ethically and legally). Through such a dramatic posture, Ferriss explores a variety of counter-intuitive ideas – all of which he has tried. He tests everything. It’s all a scientific experiment to him. Even the title of the book was done through methodical testing of a variety of possible titles.

Ferriss shares his personal stories, gives specific instructions and examples, and provides tons of references to specific software programs, service providers, and other tools. The writing style is direct and engaging, with an enthusiastic and supportive tone. The book is clear and well-organized. You could read it through beginning to end and then make easy reference to specific ideas or recommendations later on.

If you’re interested to explore ideas that challenge common self-defeating assumptions, that look at ways to focus time and attention more strategically, and that consider automating and outsourcing to the extreme (even at the personal level) in order to maximize the quantity and quality of time available to you, then this book is for you.

Practice doesn’t always make perfect, but it does make things a lot easier

In sport, you practice the fundamental movements of a discipline. In music, you rehearse the equivalent – scales or other drills. In both, you’re not really accomplishing anything (on the surface, anyway) and you’re not producing anything. There is no finished product – yet.

Drilling it in

Mechanics are drilled in until they become automatic. They become effortless. Very little (a bare minimum) of conscious thought is required to execute. And this has a huge advantage when it comes time to perform. When it’s time to produce that finished product – a performance on the stage or field – attention is available for strategy, communication with other players, or for adjusting to changing circumstances.

Unpredictable

The person who practices the fundamentals has a huge advantage over those who don’t. In the heat of the moment, they simply have more capacity to tend to a wider array of items that may require attention, items that it’s difficult or impossible to rehearse. Unpredictable items for which there is no drill. Situations that require more than rote skills. Items that may likely make the biggest difference to the final outcome.

What about work?

So, how can we apply this to work? What things can you study, rehearse, and explore now that will put you in a better position to react to dynamic situations in the future?

It’s probably not scales or free throws, and may prove not to be something rote in nature. But surely there is a way to spend time in the lulls that better prepare you for sudden demands that peak times require.

Doing your best work

There are things that you’re good at, and things that you like doing. Your best work lies where those two overlap.

When you’re good at something and you like doing it, there’s a good chance you are going to get into the flow of the work – lose a sense of time and place and become immersed in the task at hand. Like when you suddenly notice it’s 4PM and you haven’t stopped for lunch. Or it’s 3AM and you haven’t gone to bed yet.

The results of this type of work are often recognized by others. Not only because you put in the extra effort, but because it’s the sort of thing you’ve slowly become better at over time. You’ve always been honing your craft. You’re always looking for new challenges in this area. You’re always working toward the next level.

Kicking habits, and forming new ones

While reading Mike Gilronan’s blog post about the good and ill effects of the ban of all electronic devices by attendees at the US Open Championship this weekend, the most striking observation was this one:

A profusion of what looked like spasms from people continually and reflexively patting their pockets or groping for an absent belt-holstered phone.

The level of connectedness we enjoy in today’s smartphone, always-on, world of Internet ubiquity provides us with a wealth of opportunities. We can obtain, create, and share information easily and instantly. And there’s always a new application or platform making that experience easier, better, and more valuable.

So the where, when and how we choose to use it requires some consideration. Habits form easily, and are hard to change.

But they can change.

Dropping an old habit

As you install new applications, upgrade old ones, and adopt new devices, you’ve got to constantly re-evaluate your personal strategy. And sometimes what you decide may impact some old, well-established habits.

A while back, I wrote about my experience in disabling email popup notices on my PC. Eliminating those popups during times when I needed to concentrate on getting work done was very effective. So effective, in fact, that I ended up leaving them turned off all the time. And now I am very much in the habit of never seeing them, and never missing them. Dropping that habit was good for me.

The smartphone, of course, is a bit trickier.

If the only camera you have at the family Bar-B-Q is on your smartphone, chances are you’re going to be checking email, Twitter, etc. while you’re there. If you’d rather avoid that, bring a second camera.

Of course, if you like to post those photos to Facebook for everyone in the family to share, then the smartphone becomes crucial. With it you can post real-time updates easily, which is much more effective than uploading batches of photos from a disconnected camera days after an event has occurred.

So, what’s your strategy? And how often does it need to be revised? Maybe for a variety of scenarios…

Car mode

My smartphone (an Andriod) has an application for car mode. When enabled, the entire interface has only six big buttons on it. They are easy to see and use, and provide access to only a few functions, those most likely to be used in the car. This limited access makes the device easier to use for those select functions.

Maybe the help we need to manage smartphones more effectively lies somewhere in this area – a customizable golf mode, party mode, lunch mode, whatever. Still, technology can only get us so far in managing its use. We’d have to take the time to configure and enable those modes.

Ultimately, we need to direct our attention to strategy, make choices, and change habits.

Photo credit: waferbaby

Delivering Happiness: A Path to Profits, Passion, and Purpose

This book gives you fascinating details of Zappos.com, from its inception to its growth into one of the strongest customer service brands on the planet. The story of how this e-tailer emerged to such large-scale success from a sea of such companies, surviving (among other challenges) the dot-com bubble burst, is amazing.

The book starts with Tony’s upbringing and education and follows the story of the founding, growth and sale of his first successful company. These experiences shaped his thinking and helped to form the strategy for success at Zappos.com. Interestingly, it’s really old school ideas like great customer experience and leveraging tools like the telephone to build the brand that make this e-tailer successful.

There are big lessons in strategy – ideas like investing in customer service rather than advertising to build the brand, establishing core values that one is willing to “hire and fire by” in order to drive company culture, and sacrificing short-term gains in favor of long-term goals. There are also big lessons in the human element of business – ideas like empowering employees and vendor/partners in innovative ways, the power of “wowing” people, and yes, the value of helping people find (and finding your own) happiness.

If you’re interested in strategy or customer service, this book is a great read. Enjoy.

Also: see related post What Did Tony Hsieh Have to Say?, notes from the time I saw Tony Hsieh speak live.