Just Seven Things

Exploring why and how we do what we do, and how we can do it better

Archive for the category “Action Orientation”

How to get things done and why we self-sabotage

Over 1.3 million of us annually ask Google ‘how to get things done’. Productivity, personal effectiveness and time management are concerns which hang over modern humans like a mild, but persistent headache. Commentators blame the increasing pressure on information overload; the always-on, hyper-connected nature of modern communications. Others point the finger at the requirements of the 24/7, 365 business world.

Unfortunately I think the answer is far simpler, but the implications create a far more difficult problem to solve.

We are emotional creatures that have developed a consciousness through evolution. This means that our emotional filtering and weighting of all stimuli tends to lead our response before we apply rational thinking. Our conscious brains appear to work on an automatic pattern basis, endeavouring to recognise a stimulus eg. a red stop light, and respond according to the pattern programme i.e. we stop without really thinking about it.

We procrastinate and end up with ever-growing to do lists containing the important stuff because of how we have emotionally weighted the items on the list; and probably even because of the existence of the list itself.

In simple terms I think we don’t get things done that we feel resistant to. Obviously we feel resistant to either hard or unpleasant things – like a tax return. But also to things that we do not have a pattern for; the things that are new or strange like writing a report or starting a new project at work. We take on, or are given, tasks without knowing how to do them. Equally, we just take on too much and feel resistant to the sheer volume.

This emotional resistance only becomes counter-balanced when we hit a deadline where we have to do the task. Invariably we then do it – and marvel at how easy it was. Read more…

Are you having visions?

Well, if you’re not, you should be.

The power of the human imagination is still relatively little researched. Productivity literature, parents and teachers ask us to focus on the task in hand and our project plans. Yet we know through our human history that it has been the big thinkers that have enabled our faster progress as a human race: not those who just focus on the here & now and accept the norm.

As animals, we are goal oriented (food, sex….) and from what we know about our evolution, we can speculate that a sophistication in our goal setting was introduced as we developed consciousness. We could defer satisfaction. Invest time and energy, working together for a longer-term and ultimately more rewarding goal. I suspect this skill is also subject to further evolution. We can be bound by what we know, as framed by our human history and what we tell each other. Limited by the current ‘realities’ of our knowledge. Or we can recognise this will just bring us a tomorrow that looked like yesterday.

Instead, we need to recognise our own power of imagination. We use the same parts of our brain in imagining as we do in remembering. Your ‘brain’ doesn’t really know that your big vision hasn’t already happened; therefore you are the only blocker to your dreams. Your limiting self-beliefs, your why-nots. So let’s take advantage of our sophistication. Let’s blow the doors off everything that limits us. Let’s all start to have visions that we’re proud of: our reality is what we make it.

Fortunately a giant robot dinosaur called FAKEGRIMLOCK comes to the rescue of our human limitations on a post on Eric Ries’ Lean Startup blog. My favourite part:

EVERYONE GOOD AT SEE CAN’T. EVERYONE LIVE IN WORLD FULL OF IMPOSSIBLE.

EVERYTHING THAT MATTER IMPOSSIBLE UNTIL SOMEONE DO IT ANYWAY.

STOP BEING EVERYONE. STARE AT WHY NOT UNTIL IT GIVE UP AND BECOME HOW TO.

7 Lessons from Steve Jobs’ Career

Some thinking summarised from commentary on Steve Jobs’s career – and what other leaders can practice for success:

  1. Relentless pursuit of bold ideas – protect the organisational resources required to deliver them.
  2. Customer surprise & delight – this should drive the product/service roadmap.
  3. Ego can be acceptable if it makes the organisation more successful.
  4. It’s about results, not activity.
  5. The 3 Rs – strong leaders ensure right people/ right jobs/ right conditions enabled for success.
  6. Tell the truth – call out poor ideas and poor performance
  7. Inspirational communication – frequent and intensely motivational communication about compelling objectives

More details and pitfalls here:  The Real Lessons from Steve Jobs’ Career | ChiefExecutive.net | Chief Executive Magazine.

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