“If you know you have to swallow a frog, swallow it first thing in the morning. If there are two frogs, swallow the big one first.”-Mark Twain
You know how it goes. You wake up in the morning, and there it is. Ribbit!
You pour your morning coffee, and there it is looking at you. Ribbit!
As you’re working and glance at the clock, there it is looking back at you. Ribbit!
It’s that task or project that you don’t want to do. You know you’ve got to do it, but instead you put it off. Maybe you’ll feel like doing it later.
You won’t.
Getting it done first thing in the morning assures you that, if nothing else, you complete that one thing for the day. Leaving it hanging there may make it such that you don’t get anything else done from worrying about it.
There’s also this: getting those things done first thing in the morning often provides additional motivation to complete a lot of other things that day.
After all, if you’ve already swallowed a couple of frogs, can the day really get any worse?
But wait - what about the whole “plan your day by your productive capacity” bit?
(New readers: if this is unfamiliar to you, check out A General Theory of Productivity, The Daily Heatmap, and The Daily Productivity Planner)
Generally, having those things that you want to do hanging over you ensures that you won’t be at your productive peak due to distraction. Remember, decreasing distractions and increasing motivation makes you more productive.
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(The picture above is of a huge toad we encountered in Costa Rica. That shoe is a size 12 - and we took it like that to give the scale of the toad. So it’s not a frog, but I still wouldn’t want to swallow it!)
Update: I decided to place the form at the top of the post to make it easier to download. Grab it here: Blank Daily Productivity Heatmap (4290)
I’ve been a bit bottlenecked recently with some of my posts. I’ve been stewing over A Special Theory of Productivity and trying to figure out the best way to present it. Meanwhile, another post that I’m working on also needs some preluding explanation. This post is related to both of those.
I’m a huge fan of heat maps, and here recently I’ve started to think about productivity in terms of heat maps, as well. The above picture is a heat map of my daily productive capacity.
Continue reading →
The question “Why Am I Productive?” very rarely comes up when we’re productive. Usually, it’s when we’re not productive that we ask why we’re not being productive. Asking the question in the negative like that often gets us to quick fixes, but very often does not answer it in a way that’s helpful.
Here recently I’ve been thinking a lot about what makes people productive in general. What follows is a general theory that captures what I think is going on:
Productivity= (Creative Energy + Focus + Motivation + Aptitude + Ideal Time)/(Difficulty + Distractions)
A discussion of the individual components is in order:
- Productivity: Effectiveness vs. Efficiency
There’s a difference between being effective and being efficient, as highlighted by most productivity systems. Basically, here’s the difference:
Effectiveness: completing tasks related to meaningful goals.
Efficiency: Completing tasks in a specified amount of time.
The model of Productivity that I’m working with is based off effectiveness, not efficiency. We can complete any number of tasks in a given amount of time, pat ourselves on the back, and not have advanced a single, meaningful goal. While it may seem that we should be proud of the feat we’ve just accomplished, the reality is that we have moved backward rather than forward. Time is finite, and every minute spent on tasks that are not related to meaningful goals puts us further behind.
“Meaningful goals” is intentionally vague at this point, and though it is a critical part of the theory, we’re going to leave that aside for another day. I’ve started making stabs at it with this proposed model and I’m thinking it’ll be something like “goals that promote flourishing.”
- Productivity Enhancers
The following components positively affect our productivity, meaning that more of any one of those components have a tendency to make us more productive.
- Creative Energy
This one is fairly straightforward. Though we can influence ourselves by setting up the right conditions, the brute fact is that there are times when we are insanely, innately creative.
- Focus
Another straightforward one. There are times when our attention is laser focused on one task, project, or idea and time, reality, and physical necessities melt away while we chase the muse.
- Motivation
Motivation comes in two distinct breeds: general motivation to get something–anything–done and specific motivation to get specific tasks completed. The higher the motivation, the more likely we are to stay on task and complete the project.
- Aptitude
Our proficiency at a given task has a major impact on our ability to complete that task in a given amount of time. For example, people who have difficulty writing have to work so much harder to complete the same given article, essay, or post than someone who is either innately better or better through practice. Experts at a task are quantum leaps ahead of novices in terms of productivity.
- Ideal Time
Different tasks require different amounts of time to complete them. Figuring out your own ideal time is a matter of practice, but it’s critical for planning and execution. The importance of being able to plan work is obvious on the planning end, but many people forget that going past the ideal time in execution also hampers productivity.
Two Observations:
- All of the productivity enablers are internal
By internal, I mean that they have to do with our own natures, we can individually identify what’s missing, and we can influence the components. The “hack” literature on the blogosphere is mostly about giving you ways to influence these components. While this is not a hacky post, I’ll give some starting reads that works on each of these dimensions.
- Creativity
- Focus
- Motivation
- Aptitude
- Ideal Time
- The Enablers are Interconnected
Each of the dimensions have a tendency to increase the others. Being in an incredibly creative mood tends to motivate us to work the ideas through. Working within an ideal time tends to make us focus on the given task at hand. Being apt at the task tends to open up creative avenues to approach and complete our work.
This interconnected feature of the enablers also can work to our disadvantage, too. Low motivation, for example, tends to make us lose focus, creative energy, and squander our ideal time.
So, there are two tricks here. The first is figure out how to increase each of these dimensions and incorporate these into productive habits. The second is to identify the weakest dimension and work on increasing that one so that it doesn’t drag down the other enablers.
- Productivity Detractors
The following components negatively affect our productivity, meaning that more of any of these components have a tendency to make us less productive.
- Difficulty (of Task)
This is different than our aptitude at a task. Some tasks are inherently more difficult than others and require more of the enablers to complete. Compare the difference in difficulty between, say, writing a catch-up email to a friend and writing a pillar post for a blog. Though the word counts might be the same, the difficulty of writing a good pillar post is simply far greater than writing the catch-up email.
- Distractions
Distractions are different than focus because focus has to do with what’s going on inside our heads, whereas distractions have to do with what’s going on outside our heads. Of course, what’s going on outside our heads has a tendency to creep inside our heads, but usually removing distractions require you to cut yourself off from something else. Increasing our focus requires us to quiet the noise inside of our heads. Understanding the difference between the two is critical, for decreasing distractions requires different methods than increasing focus, although the two dimensions are heavily inter-related.
Observations:
- The productivity detractors are external
We can’t control when our children need attention or when our loved ones are having bad days. We also can’t really control the fact that some tasks are more difficult than others. Our ability to influence these dimensions require us to handle things outside of ourselves. Minimizing the detractors consists of (a) minimizing distractions, and (b) simplifying difficult tasks. Some resources for each component:
- Simplifying Difficult Tasks
- Minimizing Distractions
- The productivity detractors are interconnected
I’ve covered this above, but observe that the detractors have the same feature. Given that difficult tasks require more productivity enablers, we’re all too prone to look to outside sources to make them easier and wind up distracted. And being distracted makes difficult tasks that much harder.
The Take-Away Value of The Theory:
- We can create habits that increase the enablers.
Every one of the enablers are within our control to foster, despite the common myth that we’re born creative, focused, and motivated. That myth is rubbish and doesn’t address the reality that creative people are creative through habit, focused people are focused through habit, motivated people choose to do things that motivate them, and experts train and hone their skills routinely.
- We can examine the tasks that we do and plan ideal times to work.
- We can plan around or minimize distractions.
We can’t help the fact that kids returning from school require attention. But we can plan our tasks around them (and we can also recognize that time spent with them is itself a valuable goal). We also can’t help that someone has to make food and we have to eat. Yes, we can turn email, IM, IRC, Twitter, Growl, and the myriad other technological time wasters off and do our work.
- We can simplify complex tasks.
Some tasks are just hard. But even hard tasks can be simplified by breaking them down into more manageable pieces.
- It helps us figure out why we’re productive at “weird” times.
I’ve been trying to figure out why most of my ideas come up in the shower and on Sunday afternoon. Answer: few distractions (in shower and off work) and high creative energy (batteries recharged since I’m not at work and I’ve had time to play). Apparently, Dave Seah has the shower problem, too.
Of course, not a single bit of this is new information, as the links attest. But there comes a point where we need step outside of hacks and look at general trends. In the next few days, I’ll be covering a Special Theory of Productivity that focuses more on time management.
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