Category: Efficiency & Productivity

Process Now – Decide Later

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There is a quiet tension in knowledge work. Throughout the day we are constantly getting new inputs, as emails, phone calls, and messages stack up. However, we also must spend time making decisions in order to move forward on our goals and projects. Focus too much on the first and we make little progress on important goals. Focus too much on the later and the stress of overflowing inboxes weighs heavy on our minds. Therefore, must we make a choice? Is one of these more important than the other?

In a post on his Substack page, GTD creator David Allen considered the apparent paradox that knowledge workers face between processing new input and making decisions on objectives. He ultimately finds they are not in conflict at all. That is because they occupy different spaces in workflow. To start with, Allen believes it is important to process new input when it first shows up.

When you put off this thinking for longer than a day (or two or three or more), the more mental effort it will take to reconstruct what that input was about and reduce or eliminate your backlog. Research on memory suggests that if something is more than seven days past, it’s extremely difficult to remember or recreate what happened, and what it’s about. Not a long time. but magnify that by as many unprocessed things you have. If you zero out your in-baskets daily, it’s not such a drain on your energy to get things clear. 

David Allen

Keep in mind that processing an item is not the same as making a final decision on it. While some two-minute rule items can be dispatched quickly, for more complicated projects there is an advantage to delaying a decision. In fact, letting it marinate until the deadline may be more productive in the long run.

There are times and situations in which it could be more productive to wait to engage with making a decision or acting on something until it would be critical if you don’t. This is particularly true when new information is likely to arrive that would change your call. …

On a more subtle and strategic level, it could mean waiting for the environment to shift before making a judgment call that would have lots of impact. 

Allen summarizes this approach in a simple phrase: Clarify fast, decide patiently. Do this and the tension will dissolve as you work with a mind like water.

I invite you to read the full post to understand the relationship between processing and deciding.

Does a 100-Year-Old Productivity Tip Work in the Digital Age?

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Productivity tips are everywhere. Yet, how many of them actually work and will they stand the test of time?

We tend to think that a focus on productivity is an Internet era obsession. However, people have been searching for better ways to do work since the rise of the information professional at the beginning of the 20th Century. As unlikely as it seems, is it possible that a tool from that time period is still useful in the age of AI?

On the Todoist website, editor Anna Sonnenberg recently shared the 100-year-old Ivy Lee Method. It is a technique named after its creator, Ivy Ledbetter Lee, back in 1918. The method is designed to concentrate focus every day on the most important tasks to accomplish through a rank order system. At its heart are four rules, which Sonnenberg describes:

1/ At the end of your day, identify six important tasks you need to do the next day. This number creates a constraint, forcing you to get clear on your priorities. It also limits you to a manageable number of tasks.

2/ Rank tasks by priority and do them in order. If you could only finish one task tomorrow, which would it be? Order your task list from most important to least important. Then, work through them in that order.

3/ Don’t move on until the task is complete. The key to this method is working on one task at a time until it’s finished. This approach helps you fully concentrate on what you’re doing and avoid leaving tasks unfinished.

4/ Move unfinished items to the next day’s list. Each evening, look at what didn’t get done and decide if it still matters. If it does, include it on tomorrow’s list. This daily reset prevents old tasks from piling up.

Ivy Lee

Why would this approach work today? Despite all the emails flying in, our digital reminders popping up, and AI agents set to serve, a knowledge worker must still decide where to direct their focus. With the distractions populating our workplace, the Ivy Lee Method is a way to keep attention on the selected tasks against the cacophony of digital noise. As Sonnenberg shares:

If you’re prone to distraction during the workday like I am, this method helps you hit the ground running in the morning and stay focused throughout the day. All you have to do is pick six tasks and work through them.

Just make sure you create your list the night before. Otherwise, you might get distracted by all the possibilities when you sit down to do the work.

To learn more about the Ivy Lee Method, and most importantly, tips on how to implement it in a digital environment, I invite you to read the rest of the article.

Doing More & Avoiding Burnout

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Have you ever heard a manager say that we need to do more with less?

Many workplaces lack the luxury of abundant staff and large budgets. These are work environments where everyone pitches in on multiple fronts. Often this means people work longer hours, sacrificing evenings and weekends away from their families to get the work done. While this might be needed for significant deadlines, that level of pace is unsustainable. It quickly leads to burnout. Therefore, is there a way to avoid the overwork trap and still reach the organization’s goals?

Recently, consultant Irina Bilenko shared her thoughts on LinkedIn in an article titled, Doing More With Less Without Burning Out Your Team. She regularly talks with nonprofits struggling to get things done and at the risk of wearing themselves out. Her initial observation on the problem is a simple one.

The phrase “do more with less” is often repeated in the nonprofit sector. But I think it’s misleading. If people are already working at full capacity, asking them to simply do more isn’t a sustainable answer.

The answer is not working harder. The answer is making it easier to focus on what matters most.

Photo by Nataliya Vaitkevich on Pexels.com

Ramming through with grit and putting in extra hours is actually highly inefficient and wasteful. Instead, Irina believes that stepping back to examine the organization’s workflow leads to better productivity in the long run.

What I discovered was that the problem wasn’t effort. The problem was the system.

Work was held up by unnecessary approvals. Decisions took too long. Information wasn’t available when people needed it. Teams were solving the same problems over and over. Meetings filled calendars without producing decisions.

When those barriers were removed, something interesting happened.

People didn’t need to work harder. They suddenly had more capacity.

Irina found that improving the system starts with removing unnecessary items. Eliminating low value tasks and pointless meetings relieved tension and led to more success on the individual and organizational levels. For example, getting rid of producing pointless reports and streamlining levels of approval saved hours of time. This in turn allowed employees to enjoy their evenings and weekends, confident in the knowledge that they were accomplishing their goals.

To learn more from Irina on how improving systems can generate better results, I invite you to read the rest of her article.

It’s Not About Project Management

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Do you have challenges with project management?

For knowledge workers, projects are the key items that they work on day in and day out. Yet very few people have thought deeply about what constitutes a project and the best way to tackle them. This can create a vague sense that projects can be handled more efficiently and effectively, but it is not obvious where to start.

Thankfully, David Allen of GTD fame has spent his career thinking deeply about how we actually work and the ways to do it better. In a recent blog post titled, You don’t have a project management problem (you have this instead)…and why it’s such a squishy area, he explores the idea that most people don’t have a clear understanding of their projects.

I was often asked by line managers and training people whether I had a good “project management” seminar for their people. My first response is, “what exactly do you mean by ‘project management’?” Very few have an immediately good answer. They’ve often just heard it as a need from their reports or their constituents. “Do you have people who need to know how to lay out a GANTT chart or detailed critical path for complex projects like constructing a building or implementing a new corporate information system? Or do you have people who feel overwhelmed with the sheer load of things to do, many of which can’t be finished in a single action step?” Usually, it’s some combination of the two, but mostly it’s the latter.

Allen has a very clear definition of a project. It is anything that requires more than one action to complete. These means that most workers have anywhere from 20-50 projects on their plate at a given time. Also, he believes stress related to projects does not arise from the tactics of doing them, but instead the overwhelm of all the potential tasks to do. Therefore, Allen sees two problems to solve. The first is that organizational approaches to project management are either too complex for the project or not encompassing enough. As he states in the piece:

Problem #1 – I’ve never seen any two of those projects that needed the same amount of planning or detailing of steps to get them under control. It ranges from three bullet points on the back of an envelope in a coffee shop (usually your most productive thinking) to days of intensive planning with a dozen people, pages of outlined steps, critical path, the works. So, most single “project management” model will either under- or over-plan most of your projects. There’s no one-size-fits-all.

To learn about the second problem and his overall conclusions on the topic, please read the rest of his post.

Meetings – A Healthy Conflict Space

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What’s worse than a boring meeting?

Imagine a conference room where those gathered, despite the best of intentions, are launching metaphoric war against each other. The participants spend their time engaging in personal attacks against their colleagues and any idea dared presented is destroyed in the crossfire. In the end, all that anyone takes away from the meeting are lasting scars.

Managing healthy conflict in a meeting is vital to the success of any organization. After all, one of the main reasons to hold a meeting is to robustly discuss ideas. However, without ground rules for engagement, meetings can become adverse spaces where no one wants to tread. Therefore, are their ways to manage conflict in meetings to get positive results and enthusiastic engagement?

Photo by Ketut Subiyanto on Pexels.com

I’m excited to share that I wrote a chapter for a new book on library management publishing this fall. It is titled, Librarianship Beyond the Textbook: A Practical Guide for Real-World Challenges. In my chapter on running effective meetings, I share several ways to enable healthy discussion when everyone is gathered around the conference table. Here are a few suggestions to consider right now.

  • Set Ground Rules: Establish norms for respectful communication and ensure everyone understands that differing opinions are welcome. No one will be judged or criticized on their contributions.
  • Encourage Diverse Perspectives: Actively invite input from all participants by emphasizing that differing viewpoints are valuable for the discussion.
  • Focus on the Issue, Not the Person: Encourage team members to address ideas rather than personal attributes of the other participants. This helps keep discussions constructive.
  • Use “Yes, and…”: This technique from improvisation encourages building on each other’s ideas by tossing out the word “no.” The invitation in the “and” fosters collaboration.

In my chapter, I share many tips and strategies for successful meetings, including defining the purpose, selecting the participants, setting agendas, and ensuring next actions are assigned.

To read more about this topic and get great management tips from the other contributing library leaders, be sure to order your copy of Librarianship Beyond the Textbook: A Practical Guide for Real-World Challenges.

Is It Worth Doing a Weekly Review?

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When was the last time you took a full inventory of all your open projects, next actions, calendar appointments, and waiting for items?

The GTD Weekly Review is an important way to keep on top of your work. In fact, GTD Founder David Allen considers it a “critical success factor” for achieving your objectives. For those not familiar with the practice, the weekly review is done at the end of a work week and consists of going through all your action folders, tracking projects, and otherwise keeping your workflow and space clean.

However, not everyone sees the value in committing to a weekly review. Some believe that the energy put into a weekly review is best spent actually doing meaningful work on projects. Is that true?

In a recent post, David Allen lays out the argument that the time spent in a weekly review is time well spent.

I asked if it was worthwhile doing the review, and he admitted that it was critical to stay on top; but that it was “work” to keep it up. It didn’t seem to be saving him time.

The truth is, it probably won’t save you more time–well, it will, but you will need that extra time to do the reviews and keep lists and categories of items current. Yes, you can get better and faster at how you do it. But it requires investment, no matter how good you are at it. As a matter of fact, the less you have time to do it, the more time you usually need to spend with it! 

For David Allen, no matter what system is used to keep track of work, without regular maintenance it will fall apart, forcing its user to try and keep track of everything in their head.

That’s why it becomes critical, once these are somehow objectified into an external system, that they be put in front of our conscious thinking process at least once a week, to get it all recalibrated to match our reality. And I guarantee that there are some intuitive “aha’s” and “I could’s” and “I ought to’s” lying dormant, only to be triggered by putting reminders and triggers about all the aspects of our life and work in front of our face on a regular basis. That could be daily, weekly, monthly, depending on the complexity of your life at the moment.

To learn more about the importance of the weekly review, please read the rest of his post.

Temptation Bundling – A Way to Get Things Done

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One of the biggest struggles in our lives is wanting to do things we enjoy versus the doing the things we resist but are good for us. Some days it feels like we have the proverbial angel on one shoulder and devil on the other. Is there any way to get past this struggle?

In a recent newsletter, Charles Duhigg pointed to a research study titled: “Holding the Hunger Games Hostage at the Gym.” Beneath the playful framing is a serious idea with powerful implications. The study explores a concept called temptation bundling. The study authors define it this way:

“Temptation bundling involves the coupling of instantly gratifying ‘want’ activities… with engagement in a ‘should’ behavior that provides long-term benefits but requires the exertion of willpower.”

The researchers tested this concept at a university gym. Study participants were given access to high quality audiobooks, but only while physically at the gym. If they wanted to hear the next chapter, they had to show up to the gym and exercise

The result? Gym attendance jumped dramatically compared to the control group. Even more telling was that when the experiment ended, a majority of participants were willing to pay to keep the restriction in place. The study points to an intriguing finding. We often frame productivity challenges as moral ones: “I need to be more focused.” “I need to stop procrastinating.” But temptation bundling suggests a different framing. Instead of trying to suppress the “want,” we can strategically attach it to the “should.” Packaging the reward and chore together will maximize results.

The key is exclusivity. The temptation has to be contingent on the productive behavior. If you can binge the audiobook anywhere, the gym loses its leverage. Temptation bundling isn’t about tricking yourself. It’s about acknowledging how motivation actually works and building systems that cooperate with human nature rather than fight it.

Although it is written in a scholarly style that doesn’t make for easy reading, I invite you to view the full article to learn more. Then go ahead and figure out how to use temptation bundling in your own life.

Upcoming Webinars

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I’m excited to share information on three upcoming webinars that I’m presenting over the next two weeks. Registration for all of them are open now. This is your chance to get more comfortable with public speaking, be more productive, and became a better supervisor.

Thank you to the Florida Library Association and the American Library Association for sponsoring these webinars.

Florida Library Association Webinar
The Art of Public Speaking
Thurs. Feb. 19, 1 pm EST

In this webinar, you will learn the art and science of public speaking based on the Toastmasters approach. Free to FLA members. $20 for non-members.

ALA Webinars
A Plan for Personal Productivity for Library Staff: From Inbox to Completion
Wed. February 18, 2:30 pm EST

Is your inbox overflowing? Is your work spilling onto every available surface? Do you want to get more stuff done in less time while looking effortless in the process? In this energizing webinar, you will learn methods for workflow management based on the internationally recognized Getting Things Done (GTD) system. These practices work in any type of library and at any level of employment. With many libraries seeing record vacancies, mastering workflow is vital for peace of mind and completing valuable tasks. ALA Member Price: $80.10; Non Member Price: $89.00; Student Member Price: $44.50

ALA Webinars
Managing Employee Performance Using the SBI Method
Wed. February 25, 2:30 pm EST

The success of any project or plan relies on the work of your staff. All too often, library managers rely on employee assessment that feels like nothing more than a pointless exercise in filling out forms for both manager and employee. How can we manage library employee performance without stress, without unnecessary conflict, without busywork, but with positive results? In this webinar, learn a simple and widely tested approach to interacting with your employees that takes some of the stress out of the process. Using the Situation-Behavior-Impact (SBI) Model, supervisors can speak with staff in a way that is direct, yet supportive, while keeping the conversation on the topic at hand. SBI can be used to address poor performance or acknowledge great work. ALA Member Price: $80.10; Non Member Price: $89.00; Student Member Price: $44.50

Please note that all proceeds from these webinars go to the sponsoring organizations. Sign up for the webinars through the links provided.

Boundary Intelligence: The New Smart

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Have you ever misplaced an important document and felt less smart because of it?

Whether it is a computer file or a piece of paper, items that we have to invest time searching for limit our ability to make effective use of that information. Contrast this to files that are readily available at our fingertips or through an easy computer search. That information can be retrieved at a moment’s notice and is therefore much more useful. This distinction forms the basis of a new approach to understanding how we process information, known as boundary intelligence.

In a recent article on his website called Boundary Intelligence: Why What You Can Access Matters More Than What You Know, Tiago explores why boundary intelligence is a vital concept to understand, especially in the age of AI. He starts by referencing another writer, Venkatesh Rao.

Rao proposes a new definition of intelligence in the age of AI: intelligence is defined by what information can be accessed under constraints of cost, availability, and time.

The reality is that storage is now cheap. Computation is even cheaper. What’s expensive is short-term memory access – the ability to keep the relevant details “in mind” for a given problem.

You might think that the amazing computational power of AI would render this a meaningless problem. However, Tiago believes even the fastest computers run into trouble with deciding what information is important to keep close at hand.

Thus, a computer’s “intelligence” is now constrained not by the power of its processor, but by its ability to keep the right fragments of the past (and the imagined future) close enough to inform the present. In other words, the bottleneck of a system’s intelligence is how cheaply it can remember.

If you look at how modern computers perform, you can see this principle at work. A CPU can perform billions of operations per second, but is often stuck waiting for the right information to arrive from memory. Storage is cheap and computing is abundant, but what remains tremendously expensive is getting the right data to the right place at the right time.

It’s not the price of knowing that limits intelligence now, but the price of remembering.

This brings Tiago to the definition of boundary intelligence.

Rao calls this “boundary intelligence” – the ability to make good decisions at the boundary about what information becomes “knowable” at any given time.

How does this end up working practice, whether it is a person or AI model? In the end, it often comes down to practicality.

They are not retrieving the ideal memory; they’re retrieving the affordable one. Intelligence in this view isn’t about optimizing across all known information, but optimizing for accessible information under constraints.

A deeper study of boundary intelligence leads Tiago to an interesting understanding. He believes intelligence is no longer about what one single person or computers knows or has in storage. Instead, it is about knowing where to get the information at in the right time, no matter if you are a person or an AI model.

This means that boundary intelligence is fundamentally social. It isn’t just about what to retrieve, but from where and from whom. You have to know who to trust, what information or resources they possess, on what terms you can acquire it, and what is expected of you in return.

How can one use the power of social intelligence to improve their boundary intelligence? Read the full article at the Forte Labs website to learn more.