Is it possible to still be productive when you feel like you are drowning in a culture of interruptions? You bet. But, the strategies won't come from traditional time-management approaches. My Food For Thought this month shares my approach to interruptions and how to effectively manage them versus how to just tolerate them.
And, if you didn't hear, our team compiled our best practices for iPhone® & iPad® users. These are the latest in our series of Guides for common tools we have evaluated for GTD®. There are some good nuggets in there for getting the most out of the native iOS apps.
All the best,
DAVID'S FOOD FOR THOUGHT
I often get this question/pushback as I'm teaching: "All this personal productivity methodology sounds fine and good, but what about all those interruptions that plague me during my day?"
There are plenty of traditional "time-management" suggestions about dealing with these "time wasters." Don't feel like you have to answer the phone when it rings or email when it arrives. Close your door. Learn how to elegantly suggest setting a meeting to discourage random requests for informal business chatter. Be busy (and look it!). Stand up while someone talks to you (vs. at-the-coffee-table-in-the-living-room ergonomics). Put "open office" back in the museum of stupid ideas. All these are great tips, but I'd rather not waste time dealing with time wasters. For most of the people I interact with, the standard tips are either self-evident and in play, or impossible.
It would perhaps be easier to solve these issues if interruptions were obviously "wrong" for you when they appear—if phones had a different ring when they were a wrong number, or your boss's face turned lime green when the answer to the question he's bothering you with was in an email you sent him two days ago. But people who show up wanting something from you sometimes DO need something from you immediately, even from your perspective. The phone ringing might be the person you're waiting to hear from. There is possibly something in your email that you want to know, now. And, oh yeah, your boss is your boss.
So I don't spend a lot of time on time management tips. Not that they don't have value—many of them do. But there are a billion exceptions to the rules. I have a more radical suggestion. Two actually.
1. Keep the inventory of everything you have to do current, complete, effectively organized, regularly reviewed, and instantly retrievable at a moment's notice, while maintaining regular thinking about the projects and bigger things that you really want to accomplish. Then you can much more confidently and maturely differentiate between inappropriate disturbances and unexpected opportunities or useful interactions as they show up.
The biggest problem enveloping this whole issue of interruptions is that at any point in time most people don't really know all the things they have to do—they just know they have tons. So then when something unforeseen pops into their face, it just exacerbates an already sensitive ambiguity. ANY surprise feels like salt in the wounds. It's almost as if people are saying, "I really don't know what I ought to be doing right now, and this new thing is most likely NOT what I should be doing right now (though I'm not entirely sure about that either!). But please stop reminding me that I don't know what's going on!!"
2. Get your act together about how easily and quickly you can take in any input, store it safely, and effortlessly glide back to whatever you were or now need to be doing, without having to process or complete it in that moment, knowing it will get handled at a better time.
Most people don't trust their own systems and behaviors enough to easily and rapidly capture and keep track of things that come into their world, without having to complete them in that moment. So they wind up feeling compelled to deal with the input and complete something about it, instead of simply collecting a placeholder that they trust can be processed much better at some other time. If you get really good at dealing with your own in-basket, trusting you'll process it to zero soon enough, you can scratch a note about anything in half a second, throw it into IN, and turn quickly back to whatever you were doing, hardly skipping a beat. If you don't have that level of rigor with your collection tools and processing behaviors, you are likely to feel you're the victim of things demanding your attention—you know they do have to be dealt with, and you don't trust your system to remember and remind.
I empathize with the frustrations of people who start to get better control of their own world but have to deal with a lot of organizational Neanderthals who would rather victimize everyone else with their random and scattered focus. Bosses undermine productivity by interrupting staff simply because they don't like to type emails and lack their own trusted personal systems. And we could all give much better customer service if it weren't for the customers. But the more insane or inane your environment, the more critical it is that you manage what you CAN manage, so you deal with incoming content from the driver's seat, not the back seat. Don't let mosquitoes ruin your safari.
True stability results when presumed order and presumed disorder are balanced. A truly stable system expects the unexpected, is prepared to be disrupted, waits to be transformed. —Tom Robbins
When you can do the common things in life in an uncommon way, you will command the attention of the world. —George Washington Carver
Q&A WITH DAVID
Question: How should I choose which system to use (digital vs. paper)?
David's answer: Pay attention to your intuition, or just simply: What do you feel like using as a system? We've discovered people tend to resist the GTD implementation process enough as it is, so you need all the help you can get to be motivated to work the system. If you know you'd like to be digital, don't waste time on a paper system. But if you like the look and touch and feel of a cool notebook, go for it. No system works unless you work it.
This GTD course was awesome. The material was simple, straightforward, and easy to use. The content is so relevant to anyone and I found it extremely beneficial to have my two managers in the room with me because it gave us a chance to rethink how we approach things in the department, but more importantly, with every internal audit "project" we perform. After all, the nature of our work is project-based. We also talked about how we can take back what we learned to the other six members of the team. But I think equally important as the content is the delivery. You were engaging and interactive without being so in a pushy way. You had clear presence in the front of the room. Your passion for what you do showed in not only how you presented the materials and responded to questions but also in your demonstrations of how you apply these in your own life.
I felt like I was being "taught" a new way of thinking and the benefits of doing so vs. being lectured on the need to have a new way of thinking. If I saw your name on a presenters list, I would sign up and encourage those around me to do so.
Thank you for your time and I wish you the best of luck as you continue on with your 30,000–50,000 view projects!
Tanya S. Denyes
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