Working Smarter

Time Management and the "I'm Too Busy" Mental Block

Posted by Joe Robinson

Time_urgency_stress.jpg

Too much to do, not enough time. It’s the refrain of the crazy-busy age. But what if it wasn’t true? What if we had the time, but we weren’t using it properly? Studies by Geoffrey Godby and John P. Robinson (no relation to me) have found that we have more time than we think. It’s just not organized.

Organizing time isn’t just a case of savvy calendaring and prioritizing. The bigger hurdle takes place at the psychological and emotional level, in the beliefs we tell ourselves about the time we think we don’t have and the perceptions those thoughts lock us into.

THE MENTAL BLOCK OF "BUSYNESS"

Time operates on two levels—Greenwich Mean Time and the state of mind that interprets the world in temporal terms. The latter is the hidden key to time management and exiting the chronic frenzy and frazzle that happens when we confuse “busyness” with productive endeavor and make it our very identity. The “I’m too busy” mental block subverts time management and productivity on all sides.

If you tell yourself there’s no time, there isn’t any. If you tell yourself “I’m too busy,” you are. You’re too busy to have that extra conversation you need with a colleague, too busy to sit down for 15 minutes to plan priorities, too busy to get the recharge time to deactivate tension, too busy to understand the self-infliction of busyness.

In an unbounded, always-on world, it’s easy to get caught up in busyness. Yes, there is a lot to do, but we don’t have to do it all at one time, feel besieged, juggle all the to-do’s inside our head, default to terminal multitasking mode, or rush all day. Mental racing tells a part of the ancient brain that every minute of the day is an emergency. That turns on the danger signal of the stress response, i. e. fight-or-flight, and the false belief that we have to do everything faster than we’re doing it, or it will be Apocalypse Now.

EFFECTIVE PACE

Without stopping to think about what we’re doing, whether it’s a priority or not, and when the best time to do it is, the default is to action,  uninformed, reactive action that drives frenzy. The first step to time management, then, is a conscious mentality of effective pace. We have to step off the runaway train and put the conductor back at the cognitive wheel.

Get "5 Strategies to Manage  Crazy-Busy Workload"     

As Daniel Kahneman reports in Fast and Slow Thinking, time pressure makes us do stupid things. We default to what he calls System 1 thinking—reactive, instinctive, making decisions not based on analysis or facts but on rash diagnostic bias, what appears familiar, or the last thought in our head. Time pressure impairs cognitive ability and fuels bad decision-making.

Obviously, there are deadlines that have to be met and urgent issues that land on our screens that need quick turnarounds. But when time pressure extends beyond due dates and immediate tasks to all the time, even at home, it can lead to perpetual time urgency. This drives a fixation with the passage of time that makes every task an emergency.

But it's not. It's false urgency, since the emergency your outmoded brain misinterprets is that you are going to die. You may have 200 emails, but you're not going to die from them. Since time frenzy activates the stress response, it's no surprise that studies show that time urgency is a heart attack risk. The pattern goes: Impatience leads to irritability, which leads to anger and clogged arteries. Unconscious speed mode undermines performance, rapport, and health. 

THE SPEED TRAP

It’s a speed trap. Nonstop motion makes everything appear urgent when we haven’t taken the time to think about what is urgent and what isn’t. The way out of the frazzle and the first step to time management is to stop the busyness long enough to regulate pace, qualify urgency, prioritize, and change our perception of time and ourselves.

That means untangling identity from the reflex of unconscious busyness and redefining where true productivity comes from. When someone asks how we are, the tendency is to blurt out: Busy! Even if we’re not. Busyness has a habit of becoming ingrained with who we are. We wind up identifying as a person constantly in motion. Say "I'm too busy" often enough, and that is who you are.

Yet productivity is not a function of how busy you are or of constant commotion. Rote busyness is simply mechanical momentum, movement without an understanding of whether the commotion is moving things forward, without knowing where we are going or why and that we are creating extra work and stress by rushing through it.

It’s mobility that we want, not a badge of busyness and being able to say how swamped we are, which only intensifies time anxiety. Mobility comes from the opposite of hyperventilation—reflection and focused attention on the task, not the clock. This places us in the moment, instead of having to keep a part of our brain on the finish line. We get the work done faster without the ticking time bomb of the clock.

TIME MANAGEMENT IS ATTENTION MANAGEMENT

The perception of time changes from tormentor to friend when we take a breath to see what needs to be done and why at a given moment. When you set terms of engagement with tasks, you are in control, instead of a fearsome deadline or stack of to-do’s. The more you can be absorbed in what you are doing in the present, you remove the oxygen of time panic, which is agonizing about the future, a tense you can never be in anyway.

Time management boils down to attention management. If you are truly paying attention and not self-inflicting time stress by checking clocks or allowing unbounded distractions, you stay focused on the task you’re on. Attention comes from focus on a target. Trying to pay attention to multiple targets through multitasking or keeping to-do’s circling the mind like jets at LAX accelerates time tension and the chances of making a mistake while rushing.

So how do you or your team manage time, instead of being run by default fight-or-flight? It’s a daily practice, since the accelerators of time frenzy are all around us—emails, instant messages, texts, and the influence of others flying on hyperdrive.

We pick up on the emotions and expressions of others through mirror neurons. We have to make conscious choices to resist false urgency, our own and that of others. Here are a few keys to time management we don’t usually hear about:

  1. “I’m too busy” is a story, not your identity. Getting things done is the goal, not nonstop commotion.
  2. Stop, pause, and target attention. If you’re rushing for no reason, stop and stare at the clouds in the sky, or put on some music. Target your attention on something else. That breaks up the time frenzy entrainment.
  3. Restrict the amount of self-deadlines. We drive a lot of stress by setting arbitrary self-deadlines for this task or that dry cleaners that no one is holding us to. Avoid setting yourself up by seeing these targets as more approximate deadlines.
  4. Limit clock-checking. Each time we check the time, we self-inflict time stress and an interruption.
  5. Resist the hurry-worry of others. Choose not to accept the time frenzy of others. "Yes, I see they’re freaking out, but that is them. I will not react."
  6. Do time estimates of all your key tasks. It’s easy to be overly optimistic on turnaround times. Analyze how long it takes to do each of your main tasks. When you take an assignment, you know how much time to budget for it.

A classic false belief of the “I’m too busy” mindset is that, if you pause or even slow down, then you will fall behind. In fact, an effective pace insures that you won’t have to do everything over again by making the mistakes that come with rushing. It’s mechanical busyness, without thought as to where the busyness is going, that undermines progress.

Busyness and the time frenzy it fuels also do something more insidious. They make it impossible to savor accomplishments, since you have to instantly move on to the next thing and next thing on a treadmill that never ends to keep from falling behind the self-inflicted schedule.

They also make it hard to carve out time for your life, because you are always too busy to step back from hyperdrive.

If you would like details on our work-life balance, time management and productivity trainings, click the button below.

Event, Meeting Planners: Click for Price, Program Details

 

Tags: work productivity, crazy busy, time urgency, time stress, time management

5 Ways to Manage Crazy-Busy Work

Posted by Joe Robinson

 Crazy_guy.jpg

Brian, a VP for a large tech firm in San Diego, gets up at 5 a.m. every morning and spends two hours plowing through messages at home before he goes to work. “It just seems futile some days,” he says. “Like I can never dig out.”

It’s a feeling that cuts across many organizations today. I heard a lot of similar stories from executives at the Supply Chain Leaders in Action conference in Scottsdale, Arizona, where I gave a workshop on how to deal with the central fact of work-life these days: Crazy-Busy Work. The executives I spoke to, from Safeway to Starbucks, were drowning in email, interruptions, and trying to do multiple things simultaneously.

Crazy-Busy Work isn’t just a problem for individuals, it’s a major productivity issue for organizations, since it drives disengagement, burnout, shrinking attention spans, poor decision-making, and creates a style of work based on autopilot reflex, action before thought. When we operate in defensive mode, reacting to the incoming, instead of managing the practices that drive overload, it takes longer to get the work done and we make a lot of mistakes.

DIGGING OUT

The truth is, the way we work isn’t based on what the science says, or anything at all. Most of us are simply reacting to people and devices all day. The number one productivity goal of every organization should be to use the data on what works to help teams dig out from under the siege of devices, interruptions and information overload.

It may seem hopeless, but it’s not. A series of adjustments to work style and how we manage demands, from devices to multitasking and stress, can turn it around, so that we are less crazed and more productive. As the mariners say, we can’t control the wind, but we can adjust the sails.

 

If your organization would like to rein in Crazy-Busy Overload and the reduction in productivity that comes with it, here are five keys to getting it under control:

1. Control Time Urgency.  The unconscious habit of rushing is the “Crazy” in Crazy-Busy. It drives frenzy and false emergency, making your team think every minute of the day is an emergency. It has been shown by researchers to be a heart attack and burnout risk even for people in their thirties. Speed isn't the key factor; velocity is, conscious movement in the right direction.

Nonstop motion makes everything appear urgent when we haven’t taken the time to think about what is urgent and what isn’t. It’s a speed trap easy to get caught up in, since time panic and the stress it sets off is very contagious. We are hardwired to pick up on the emotions, facial expressions, and tone of voice of others. It’s part of our social bonding equipment, but it’s destructive in this case. We have to opt out of the frenzy, and ask when we’re rushing, is it an emergency or is it a speed trap?

2. Set the Terms of Engagement with Devices. An unbounded approach to devices, allowing messages to avalanche in at any time, is not sustainable. Every email results in six emails, three going, three coming back. The average corporate user today gets 133 emails and 77 Instant Messages per day.

The solution lies in adjusting how we respond to email. Instead of allowing devices to set the terms of engagement, we have to do it, by checking email at designated times and keeping mail software and noisemakers turned off unless they're in use, and by doing what some leading companies are—mandating less email and more phone messaging. An email etiquette handbook or norm guide is a great way to make sure that humans are setting the terms of engagement.

3. Increase Attention. The chief productivity tool, attention, is under siege these days from interruptions, devices, and multitasking, which researcher David Meyer at the University of Michigan says slows you down. The result is shrinking attention spans that can’t find the space to concentrate. That means it takes longer to get the job done, and there’s more sense of overwhelm as the devices and their “bottom-up” attention make our days feel out of control.

The more you check email, the more you have to check it. Impulse control is eroded by interruptions and the increased stress they trigger (up to 105% more annoyance, a study by Bailey and Konston showed). Strategies to build attention and manage interruptions are essential to keep fractured brains focused on task.

4. Set Boundaries. Technology has blurred perimeters and boundaries and created the illusion that we can do it all because we have our digital friends at our side. The reality is that this is an illusion. Brains go down well before the body does, brain scientists tell me, and take the work down with them.

We are not hard drives with hair, and when we try to be, productivity and health suffers. Harvard researchers Nash and Stevenson say that boundaries are a success tool, something we can all get better at. What boundaries does your team need, and how can they make them more effective? Our productivity program gives you a batch of tools to choose from.

5. Refuel Energy. Contrary to what most of us would like to believe, humans need to be refueled on a regular basis. In fact, the source of productivity in the knowledge economy is who has the freshest brain. When we pay attention to the brain’s natural 90-minute alertness cycle, the need for cells to refuel after activation through oxygen and glucose, and the power of energy-creating breaks during the day, productivity soars.

Your organization can put an end to the siege of Crazy-Busy Work by reining in devices, interruptions, multitasking, and information overload. The research shows that productivity is not a function of how fast you can go or how many things you're doing at one time. It’s about informed performance, thinking before we act, and managing demands, instead of being managed by them. 

If you would like more details and pricing information on our time management and productivity program, "Managing Crazy-Busy Work," click the button below.

Get Time Management Program Price, Details

 

Tags: effect of stress on productivity, productivity programs, productivity and stress, employee productivity, work productivity, multitasking and productivity, employee stress management, crazy busy, increase productivity, work life balance programs, burnout

Subscribe via E-mail

Latest Posts

Posts by category

Follow Me