Zenlike calm in the heat of the battle is only possible if you’re well prepared. Agility is only possible if you’re starting from a position of being prepared and ready to react immediately, producing the right response. And you’re only ready to be ruthless if you’ve got the energy.

 

Mental Preparedness

Being mentally prepared of course means mindfulness, but it also means looking after our most precious resource: our own attention and energy. As such, we need time to be off duty too. Perhaps being off duty involves a long Facebook binge or surfing crap on the internet. Perhaps it involves going out with friends or taking time to focus your attention onto something completely different (or onto nothing at all). Many people are pressured by their bosses to stay late in the office. I have talked to a lot of people who say that even though no one feels like there’s anything to do, let alone feels ready to do anything, they still stay – for about five minutes after the boss has gone home. If you’re in a job where you’re under this kind of peer pressure, it needs to change.

 

GREATEST GENERATION ON LUNCH BREAK 1942

Lunch is not for wimps

‘Crunching’ is a term that means buckling down, eyes on the deadline or conscious of the busy period ahead. It means not looking after yourself and not coming up for air. Crunching is a great short-term tactic when the going gets tough. But studies show that sustained periods of ‘crunch’ only lead to diminishing returns. In the film Wall Street, Gordon Gecko, played brilliantly by Michael Douglas, uttered the now legendary phrase, “Lunch is for wimps”. It stuck in the collective consciousness and you’ll still hear it used to this day. Well, lunch is not for wimps. But preparedness is for Ninjas

 

Preparedness leads to magic

It’s difficult to say why taking lunch or short breaks during the working day always brings you so quickly back to ruthless focus and your ‘A’ game. It just happens that way. Periods of rest are vital for preparedness. Next time you spend any meaningful length of time during the hours of nine to five not working and move your attention onto something completely different, just watch what happens; I’ll bet that on that day, you’ll get more done, not less. It’s like a magical little secret. Different shifts in gear seem to work for different people, but it’s as much in the body as in the mind. A five-minute blast of fresh air is infinitely more effective than ten minutes screwing about on the internet with your work still open in the background. The trick is to find the thing that works for you.

 

Like this? Try these

You’ll get a nice lunch at one of our public workshops

10 Ways to Eat Yourself Productive « thinkproductive.co.uk

Is your brain starving for a lunch break? – Gigaom

 

Graham Allcott is the founder of Think Productive and the author of How to be a Productivity Ninja

In this post he draws attention to the often-forgotten middle manager, and the stressses of “getting it from both sides” 

Hand holding stress ball. Middle Managers suffer stress as much as CEOs

Image by bottled_void

 

Many people think the most stressful jobs are at the top of organisations.

There is certainly little doubt that such jobs are stressful. Having been a CEO, I can tell you I had a number of sleepless nights and battled pretty intensely with stress, overload and overwhelm. I’ve talked to CEOs of some huge companies who tell similar stories of simply learning to live with stress, minimise it and make that an acceptable state to live in rather than having any magical powers to make it go away completely.

However, there are potential stress agents at every level of every organisation.

Those at the lower levels of organisations and with less responsibility often have less control over their own workload, but still have the same performance issues despite having less freedom to make their own decisions.

Those at the middle levels are the ones I often feel the most sympathy for: eager to please everyone around them and get on, squeezed by the pressures and agendas of their bosses and direct reports – literally caught in the middle.

In one sense, CEOs just need to hire great people: a good senior team around a CEO allows the CEO to delegate responsibility with a sense of confidence and even wonder and awe. Stress isn’t determined by rank, it’s determined by the propensity of the job or situation to create stress agents and our individual ability to deal with what’s thrown at us.

 

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60 Minutes-03-03

In this post, Graham continues his time management experiment, 60 Minutes – working for 1 hour a day, 7 days a week

Feel free to share your thoughts in the comments below, on Facebook or tweet us @thinkproductive

 

In the first couple of posts (Introduction and FAQ) I talked about the scary bit of the experiment really being me tackling my attitudes and assumptions around work-life balance.  Well, turns out whilst that bit is scary, the cramming everything into an hour was not to be underestimated either!

I’m struggling to find meaningful things to fill the time outside of the work, and then because the hour of work is so rushed and I know I’m not on top of things, I’m also struggling to find the enthusiasm to embrace the life-life balance I should be experiencing right now.  Guilt in every direction.

I also don’t think I’ve managed to stick solidly to the exact hour on any day so far.  Over the weekend I did less than two hours – Can you believe I’m only supposed to do an hour a day and I was still playing catch up?!  weekends are hard-wired downtime for me and habits don’t shift easily – and then because I’ve been wanting to ‘catch up’ those hours this week, I’ve done approximately two hours each day on Monday and Tuesday.  So overall I’m four days in and have clocked a few minutes over four hours.  I don’t feel like I’ve even got started.

So what have I learned so far?

60 Minutes-01Well, I could definitely be more ruthless.  I made quite a big decision to pull out of an event, which would have meant some solid preparation time.  In ‘normal mode’, not a problem to say ‘yes’ to it, but also probably very little harm done save a bit of useful profile and a fun day out.  I was quite careful not to use the experiment as my excuse, as I want to practise saying no outside of the ridiculous confines this imposes.  I’ve also been pressing ‘delete’ a little more and ‘reply’ a little less on email.

But more importantly, I feel overwhelmingly anxious.  I know I’m missing stuff, I’m pretty sure it’s nothing crucial.  I feel desperate to do a proper Weekly Checklist yet I know I can’t really fit it into an hour, so my brain is whirring around with all kinds of nags and ideas.  I also have a few things going on outside of work which are consuming a lot of thought (house-moving, marathon training, my football team about to get relegated, you know the kind of stuff!).

Am I anxious because of genuine consequence and lack of impact, or because I was always told at school and growing up that I needed to “work hard” to succeed, and in turn to feel good about myself?  Is this a genuine pining for work time because there’s vital mileage to cover, or is this part of my brain that needs some serious re-wiring?  We shall see in the days ahead.

 

60 Minutes-02-02Like this? Try these

Catch up on all of Graham’s 60 Minutes blog posts

Try one of our How To Get Things Done workshops – great for increasing productivity

Tell us your work life balance secrets – join the conversation on Facebook

 Why Women Still Can’t Have It AllAnne-Marie Slaughter – The Atlantic 

Shattering The Work/Life Balance Myth – Forbes 

 

 

 

 

 

Our brains have evolved a lot since we were monkeys, but one thing has hardly changed: the lizard brain.

Chameleon? Lizard brain? Staying on track and productive

IMAGE BY TAMBAKO THE JAGUAR

A term popularised by Seth Godin in his brilliant book Linchpin, this part of our brain still remembers what it was like to need to survive, to blend in, to not make a fuss. In fact, the worst thing for the lizard brain to think would be that whatever we’re doing makes us stand out.

Standing out from the crowd in evolutionary terms meant you’d get picked off by a predator and this is exactly how the lizard brain still thinks!

Steven Pressfield’s book The War of Art is a revealing and personal account of his battles as a writer against what he calls ‘the resistance’. The resistance is a mindset, usually developed by the lizard brain, but characterised by stress, anxiety, fear of failure, fear of success and a whole host of other emotions that whir around our brains and tell us to stand still.

“Stop. Don’t do it. It’s risky. Do it how others do it because that’s what we know is already accepted behaviour. Innovation and unorthodoxy is a crazy idea. Creativity is just wrong.”

Your job as a Ninja is to silence those thought processes as much as possible.

This sounds easy but it’s not – mainly because they’re often so quiet that you don’t even realise they need silencing at all. Pay close attention to yourself and your gut instincts, but also objectively observe your productivity, noticing which tasks you’re drawn to and repelled by. You don’t need to be a psychologist or a counsellor to understand your own thinking, but you do need to pay close attention to it.

 

Like this? Try these

How The Elephant and the Monkey can make you happy (thinkproductive.co.uk)

Feeling like a hamster on a wheel? (thinkproductive.co.uk)

How to Get Things Done Workshop (think productive)

 

Quieting the Lizard Brain (sethgodin.typepad.com)

The doormat, the jerk and the lizard brain (sethgodin.typepad.com)

Built for Adversity (http://www.stevenpressfield.com)