Marco Bartolome

Pete Mockaitis
Maura, welcome back to How to be Awesome at Your Job.

Maura Thomas
Pete, I’m so excited to be here. Thanks for having me.

Pete Mockaitis
Well, I’m excited to get into the wisdom of your latest book, Everyone Wants to Work Here: Attract the Best Talent, Energize Your Team, and Be the Leader in Your Market.That sounds like cool stuff, we all want that. But first, I need to understand, between the last time we spoke and now, you’ve adopted a pickleball habit. Is this accurate?

Maura Thomas
It is accurate. I’m so addicted. I play every chance I get. It’s so fun and I’m getting to the point where I’m just north of horrible, so it’s a little more fun. It’s not embarrassing anymore. It’s only slightly uncomfortable.

Pete Mockaitis
That’s good. That’s good. One of the very first speakers I remember was named Fran Kick. Shoutout to Fran Kick. We’ll link to him. I think he’s still kickin’. He made a lot of kick jokes, and he talked about this concept of when you get good at something, it becomes more fun, and then you want to work at it some more. And then you become better at that thing, and so it’s a nice little virtuous cycle between work, fun, good. And I was like, “Fran, this makes a whole lot of sense.” I remembered it from high school. So, a powerful message.

Maura Thomas
It is. And one of the most important things I learned, I trained in martial arts years ago, and I keep finding this theme happening in my life. My sensei told me that once you hit black belt level, that’s when your training begins. And what I’m learning about, any time I try to tackle something new, it’s like once you have…like you can’t be a good writer until you know the alphabet.

And you think that knowing the alphabet is your goal but that’s not your goal. The goal is really to write and to write well. But you can’t write well until you know the alphabet. It’s like you can’t do a thing until you are at least competent at the thing.

Pete Mockaitis
Absolutely. Absolutely. And that could be really a period of entry. I’ve never really gotten into golf because I had so many painful embarrassing moments when starting. Maybe in the future I’ll go to it. But pickleball, it’s trendy right now, right? Like, I remember playing pickleball in high school PE class over the summer, and I never heard of it before then, and very rarely after it. But then the last couple of years, I guess there’s pickleball courts sprouting up everywhere.

Maura Thomas
They are sprouting up everywhere. They are, because I think it’s more accessible. It’s a little less impact than tennis. It’s a little easier. Yeah, it’s very accessible. You see people, I mean, today, I was in a game with, like, a 12-year-old and a guy. It was easier, easily early ‘70s. And we all had a game and it was great. It was super fun.

Pete Mockaitis
Beautiful. Well, now let’s hear a little about some other team insights from your book Everyone Wants to Work Here. Any particularly surprising, fascinating, counterintuitive discoveries when putting together this work here?

Maura Thomas
A lot. A lot. So, in the book, I talk a lot about unconscious calculations. And I call unconscious calculations things that we behave in a way that suggests that we believe a thing but we’ve never actually examined that thing to know if that’s really true or if we even really believe that that is true. So, one of those unconscious calculations is that, “I am not being good at my job,” or, “I’m not providing good service to my customers,” or, “I’m not being a good team player unless I’m responding to all communication immediately.”

And people behave as if that is true but I think we all kind of know that isn’t really true. You can service your clients really, really well even if you don’t respond to them every minute. And you can help your team members even if you take time for yourself. We put this weight on, “Being available to other people is part of my job, so I have to do that.”

But what we forget is that your colleagues depend on you to get all the millions of things that are on your to-do list done, and you can’t do both. You can’t be constantly responding to incoming communication and also be making progress on your to-do list at the same time. We try but that’s not super effective. So, one of many, many sort of counterintuitive things.

Pete Mockaitis
Well, Maura, this is, I think, we can talk for hours about this alone. Unconscious calculations. I love the way you’ve articulated that, and this reminds me of some other concepts. We’ve heard maybe Ramit Sethi talk about invisible scripts a lot or Vishen Lakhiani talks about “brules,” which stands for bull crap rules.

Maura Thomas
Ooh, I love that.

Pete Mockaitis
We keep a clean rating here. But, yes, this unconscious calculation, I like the vibe because it does connotate analytical numerical judgment evaluation side of the brain, which I think is a very real nuanced part of that. I know I’ve experienced it, and it can be sometimes damaging to mental health, like, “I’m not a good parent unless I…” A, B, C, D, E, F, G. And those things, they are unconscious, and until you bring those to the surface, which practices like self-reflection, and therapy, etc., can help do, it can really drain folks’ energy and capabilities.

Maura Thomas
Yeah, it really can. As those other people have articulated as well, we really need to look at what we believe. And a lot of times, I see my job as just shining a light on how people are operating so that they can just ask. Sometimes somebody says something to you, and you’re like, “Ahh.” They say, “Why are you doing that?” and you’re like, “You’re right. That’s totally stupid. What? What was I thinking?”

The story that comes to mind, for me, is when I redid my kitchen, and my aunt came over, and she’s in the new kitchen, she’s standing at the stove, and she opens the drawer beside the stove. And in the drawer beside the stove, there’s silverware. And she looks at me, and she said, “Where are your potholders?”

And I point across the kitchen, and I’m like, “My potholders are over there.” And she looked at me, waiting for me to catch up, like, “Potholders should be beside the stove, right?” I was like, “Oh, you’re totally right. You’re totally right. I never thought about that before.” “Move the potholders so that they are near the stove.”

But once she said that to me, I was like, “Oh, and the spices should be near the olive oil. And, oh, the spatula should be near the frying pans.” And I had a whole new outlook on everything as soon as she just sort of shone that light on, “Does this make sense the way you’re doing this?” But I never even thought of it until she said that.

And I think a lot of the things that I sort of do with my clients is really just shining a light, “Does this make sense the way you’re doing this? And wouldn’t you like to do it a little easier?”

Pete Mockaitis
Well, that’s already a fantastic tidbit. Can we maybe zoom out a little bit and hear what’s sort of the big idea or main theme of the book here?

Maura Thomas
I outline a lot of problems that are happening inside companies that are making people go home at the end of the day, and say, “Oh, my gosh, I was busy all day, and somehow I got nothing done.” Instead of going home at the end of the day, and saying, “Oh, my gosh, that was such a good day. I got so much done.”

There are many, many sorts of culture, corporate culture, and leadership behavior problems that are contributing to this, but underlying all of them is distraction. Distraction is what prevents us from going home at the end of the day, and saying, “Oh, my gosh, that was such a good day. I got so much done.” Distraction in the way that we communicate, distraction in all of those unconscious calculations.

Another unconscious calculation that people make is, “Well, people are interrupting me all day but I have to do that. I have to deal with that. That’s part of my job. So, the only way I can get stuff done is when people aren’t bothering me.” Well, the only time people aren’t bothering you is when you’re not supposed to be working – nights, weekends, early mornings.

So, we behave as if we have just accepted that we will work all day at work, and then we will go home and do our most important work, “I’ll just deal with everybody bothering me all day long, but then I’ll do the really important stuff tonight, or Saturday, or Christmas eve, or whenever people aren’t bothering me.” And that’s just, I don’t think anybody wakes up on Monday mornings, and says, “Ooh, I can’t wait to work 60 hours this week.”

Pete Mockaitis
Right, yeah. And then I heard recently, it said almost universally CEOs and executives do work before they get to work just almost out of necessity, it’s like, “I’m going to do half an hour, or one hour, or two hours of super important stuff early in the morning before I am even on the premises and can be accessed.”

Maura Thomas
“Yeah, because that’s the only way that I can get it done.” And I believe that leaders and people, anybody, whether you’re a leader or an individual contributor, you need to own the fact that you need to get your important work done at work, and you do need to be available to other people but you can’t do that to the exclusion of getting the important work done. So, you have to carve out the opportunity in your work day to both be available to people but also be unavailable so that you can get important work done.

And I talk a lot about that in Attention Management, which is the book that I was on with you before about, and in Everyone Wants to Work Here, I talk about how leaders can really make it easier for the team to do that because people think that they can’t do that because their boss is going to get mad at them if they do.

And another unconscious calculation, usually, because usually it’s not true, I can’t imagine a rational boss saying to someone, “No you can’t have any time while you’re undistracted. I need you to be distracted all day.”

Pete Mockaitis
Absolutely. And I have led workshops where lightbulb moments go on, and this is a wildly held unconscious calculation that they need to respond right away, and it is wild. I might have a team of a dozen folks, and we discuss some norms associated with email response times, and maybe half of them are like, “Oh, wow, really? It’d be okay if I didn’t reply for 24 hours, and if you needed it faster, you’d drop by or call me or text me or something? Oh, wow.” And so, it’s just beautiful. I feel like, “Oh, my work here is done. That’s all we had to do was have this one conversation and we got a great ROI on this training here.”

Maura Thomas
Well, yeah, and it does start people thinking but then when I talk about, and I’m sure you do as well, you need a bat signal. Like, “I have a million things to tell you all day, and I’m going to shoot you some emails, but if I really need something,” bat signal. What’s your bat signal at your company? Because if every email might be an emergency, then you have to treat every email as if it is an emergency until you know that it isn’t. So, you can’t use the same communication device for emergencies that you use also for non-emergencies, so there needs to be a bat signal.

Pete Mockaitis
Absolutely. Well, I’m enjoying we’re already getting on some of the tactical goodness, which I love. But first, I want to maybe address what’s the prevalence of this distraction? Or, do you have some stats on the widespread-ness, the cost in terms of dollars or hours per week? Like, I have a sense it’s a big one, a big problem. Can you make it a little bit more precise just how big we’re talking here?

Maura Thomas
Yeah, there’s a ton of research. So, Gloria Mark at UC Irvine, I read a lot about her research. And her research, her older research said that we switch what we’re doing at work, on average, about every three minutes. And her latest research shows that that three minutes have gone down to about 47 seconds.

Pete Mockaitis
Right.

Maura Thomas
I think a lot of the people listening here are people who use a computer to do their work, primarily folks who need to solve problems, and communicate, and generate ideas, and write things. Some people call them knowledge workers. If you work primarily at computer for your job, then, really, your job is to think, and you can’t think clearly, you can’t make any good decisions, you can’t have your best ideas in 47-second increments. And yet that’s pretty much all we give ourselves throughout the day.

And so, how are we supposed to be good at our jobs? Because if you’ve ever been in a meeting, and at the end of the meeting, you’re like, “Hmm, I shouldn’t have said that,” or if you’ve ever said, “Oh, my gosh, I should’ve said that,” after you’ve had a chance to think about it, you have a much better answer than you did that you just blurted out when somebody asked you a question.

And so, we’re not our best selves in these tiny little increments. I talk about brain power momentum. We need time to really muster the full range of not only our talents, and our wisdom, and our skills, and our abilities, but also our diplomacy, and our tact, and our kindness, and our humor, and our empathy so that we can be the best version of ourselves, and we’re not the best version of ourselves in 47-second increments.

Pete Mockaitis
You know, that absolutely rings true. And so, is it your sense that the majority of knowledge workers have the majority of their work day gobbled up by distractable environment time? Or, just how big are we talking here?

Maura Thomas
I do think that. There is some research, it really depends on what’s the average salary and how many people are in the organization.But for an organization that has about 50 employees, making about $50 an hour on average, the average distraction, and this is with the old research, that the distraction is costing somewhere around $1.2 million a year for that organization. So, again, the numbers depend on a whole bunch of different things, but it’s a lot. We all know it’s a lot.

Pete Mockaitis
Yes, understood. That is a meaningful fraction of everybody’s week. So, then tell us, what are the primary culprits of this distraction environment?

Maura Thomas
Yeah, so part of the problem is that we are habituated to distraction. Most people who use technology today have a habit of distraction, and that is on purpose. Our technology has created in us a habit of distraction. So, we’ve gotten to the point where, most people are at the point where doing only one thing at time is really hard and really boring.

And I even find it in myself when I’m watching a TV show or something, or when I’m cooking dinner. Watching TV, I have the itch to scroll my phone, and when I’m cooking dinner, I have an itch to listen to a podcast, or put a book on. I try, and my husband and I have come to this place where we have a commitment we fail a lot, but we have a commitment to being a single-tasking household because the more distracted you are, the more distracted you will be, the more you do multiple things at a time, the harder it will be for you to do only one thing at a time.

But the reverse is also true. So, the more you practice doing one thing at a time, the better you get at doing one thing at a time, and the less itchy you feel about, “Oh, I need to do something else.” And when we’re doing one thing at a time, that’s when we can put our best out into the world.

Pete Mockaitis
That’s intriguing. So, this makes me think of analogs of any sorts of training. Like, you do a thing, you get better at a thing, the muscle gets stronger, the legs get faster, the heart and lungs are able to process more oxygen, and endure longer. It’s sort of like a training effect or adaptation is unfolding. So, I’m curious, do you have a suggested protocol or routine or workout that we might engage in, in order to strengthen that capability of doing one thing at a time and being less itchy?

Maura Thomas
Well, because for most of us it’s a habit, we have a habit of distraction, and so the first step in changing any habit is really the awareness. So, recognizing when you get that itch to do something else, then sort of making the conscious calculation. Probably doing both isn’t a good thing, “So, do I want to just do this thing? Or, do I want to just do that thing?”

And bringing more awareness of when we have the urge to be distracted is the first step in changing any habits. But I would say the practice is start out doing only one thing. If you’re going to watch TV, put your phone in a different room. Try to make it easy for yourself to do only one thing.

Pete Mockaitis
And then, likewise, I’m thinking I guess there’s all sorts of layers or levels or variations of this. Like, with your eating, don’t be eating and watching TV or listening to a podcast.

Maura Thomas
Yeah, there are different ways to multitask, and some are better than others. So, one physical thing and one cognitive thing is better than two cognitive things. So, scrolling your phone while watching TV is probably worse for your multitasking than heating up something in the microwave while you listen to a podcast, because one physical thing and one cognitive thing.

Now, if you are a chef, then you might not want to listen to a podcast while you are creating your meal because that is kind of an artform to you. But if you are not a chef, like me, and you’re just making something that doesn’t require a lot of thought, practicing single-tasking is good but there are also some kinds of multitasking that are worse than other kinds of multitasking.

Pete Mockaitis
Well, that’s good for our download numbers. Thank you, Maura. Understood, there is a distinction there. Okay. So, that’s first, like within us, individually, that’s something we can all do, and that really does sound swell in terms of the impact that can make and the muscle you build.

One of my favorites, I actually have a sheet right here, one my favorite approaches is I make a list of what I did do and what I wanted to do during a phase of work, because I’ll have all these ideas, like, “I want to check the news. I want to check social media. I’m curious about this thing, hmm. I wonder if you can buy a thing that does that. Let’s put it on Amazon.”

And so, all these things pop up, and so I just write them down. And it feels fun because then, after the work session, I get to behold it, and say, “Ooh, look at all these victories I racked up. Each of these was a distraction I did not engage in,” and so I feel a sense of accomplishment there. And when it’s time to indulge these distractions, “Ooh, I’ve got a bunch of things I was curious about and want to play with already cued up for me to go binge and tour.”

Maura Thomas
I love that idea. I love that. I think that’s a great idea. The thing that I try to keep in mind, so there’s a quote I’m told. I went looking for it and I couldn’t find it. Somebody, one of my keynotes told me that it comes from the movie “Hitch.” But the line is “It’s not the moments in your life that matter. It’s the life in your moments that matter.”

And my belief about that is that if you are not present when you’re doing a thing, then you miss both the moments in your life and the life in your moments. And we only get a finite number of moments in our life, and I really would like to be present for every single one of them, cognitively present, not just physical present.

And so, to me, we all need to find the motivation that works because somebody tells you something is good for you, that might not be sufficient motivation, “Yeah, a lot of things are good for me that I don’t do.” But I think each individual has to find the thing that is this the sufficient motivation for them. So, you like your victories, and I like thinking about…I like yours though, I might try that too. But I like thinking about, “How many moments today was I really present for? How much of my life was I just not cognitively there for?” And when the answer is too many, it makes my heart hurt, so.

Pete Mockaitis
No, that’s powerful. And I love the way you’ve described that in terms of these are different flavors of motivation or why that resonate differently. And a heart hurting versus a victory has very different vibes to them, and there could very well be many others that are custom and unique, and for each individual that are really powerfully resonant.

Maura Thomas
And a different day could mean a different thing. On one day, looking at your list might feel amazing, and another day it might be more about the moments. It really depends on the day, too, right? So, we can employ all of them. All of them.

Pete Mockaitis
Yes. Okay. Well, so we talked about some approaches that the individual can use. Tell us, if we are in a position of management or leadership and have some influence with the team and the culture, what are some best and worst practices that we should be considering?

Maura Thomas
Yes. There’s a whole chapter in the book about how much leaders underestimate the influence they have. So, I think it’s really important if you do have people who are on your team for whom you are the leader, at least at work, or really anywhere else, if you are the leader, then you need to realize that you have a lot of influence.

I think that it’s clear that a leader has influence during the work day on somebody who works for them. But I think what they forget, for example, is that how that person feels about their work day, they’re going to carry that home with them and interact with their family in a way that reflects how they felt about their work day.

So, if they had a work day where they said, “Oh, my gosh, that was a great day. I got so much done,” they’re going to go home and be with their family, and they’re going to show up very differently than if they go home, and they’re like, “Oh, my gosh, another day where I’m exhausted, I was busy all day, and still I got nothing done,” they’re going to interact with their family in a very different way.

Also, if you are, for example, sending emails to your team after hours, that’s going to impact the family because I think we’ve all been in a situation, either as the grownup in this situation, or maybe as the child in this situation, where it was like, “Yeah, we’re all going to sit down to dinner, oh, but mom just got the phone call or the email from work, and now mom says, ‘Start dinner without me. I’ll catch up as soon as I can,’” or, “Go to the park. I’ll be there later. Go ahead, do that without me,” or they show up, they’re at the park but they’re really just sitting on the bench on the phone, and not really present in the park.

So, leaders just underestimate so much how much influence they have not only on their team members but on their families. And if you influence families, then you influence communities. And if you influence communities, you influence the whole world. And so, modeling behaviors is really, really important in thinking about people as whole people who have lives outside of work. And when you send that email at night, it doesn’t matter if you say, “Oh, this isn’t important. Don’t worry about it,” your team is going to check it. They’re going to check it, and there’s all kinds of research about that, too.

Pete Mockaitis
Super. So, yeah, just wait, put in drafts, we can schedule it, software will do that for you. Certainly, you’re setting the model.

Maura Thomas
All of that, yes, but also act in a way that is good for your team. Downtime is as important for leaders as it is for everybody who works on their team. And I know a lot of leaders who think it’s such a good example by being the first one in, the last one to leave. I think that’s such a horrible example. It just makes your team want to work more and more and more and more and more.

So, take time off, don’t check in, be away, go on vacation and be on vacation. There are so many different ways that you can model healthy ways to engage at work. And when people, leaders and individual contributors, when people take better care of themselves and they disconnect from work, then they’re actually better at work the next day.

Pete Mockaitis
Absolutely. Can you share with us some other behaviors you recommend modeling and some new thinking? I really love your example there associated with, “Oh, I got to set an example by being there early and staying late.” And I guess, maybe, if your problem is you have a bunch of loafers who are slacking, that might be the example that you need to set for them.

But it seems like, often, these days, we have the opposite problem in terms of working nonstop and being distracted and not getting awesome things accomplished with the time that we do spend. So, having some more leisure does the trick, so model that instead. Any other reframes or paradigm shifts you want to put forward here?

Maura Thomas
Yes. What you just said reminded me, having a team of loafers, I’m sure that there are lazy people but I work with thousands of people in a year, not tens of thousands, not to mention everybody I know and people in my professional network at, I don’t really know a lot of slackers. So, I just want to put out there this idea that, I really want to put this idea of quiet quitting to bed. It was never a thing. It was never a thing.

Some guy on TikTok thought he would get some attention by saying, “I’m going to do the bare minimum at work and see what I can get away with,” and then that turned into this business propaganda that would have leaders, trying to scare leaders into thinking that they have a team full of lazy people, and they need to be careful about their employees are slacking off all the time, and that’s why hybrid and remote work doesn’t work because if you can’t see them, they won’t be working. It’s not a thing.

Everybody wants to show up at work and do the best job that they can. Everybody wants to feel productive and satisfied and accomplished at the end of the day. It’s not a thing. I wrote an article for Forbes called “Why you should want your employees to quiet-quit?” I covered it in the book as well. quiet quitting is just about, “There’s more to life than work.” Maybe.

And maybe I’ll have some better boundaries now than I did before. And maybe I won’t always be checking my email on the weekends. And maybe when I go away on vacation, I’ll actually be on vacation and be present with my family so that I can show up better at the end of my vacation. That’s all that is, it’s boundaries. It’s not lazy people trying to get away with stuff.

Pete Mockaitis
All right. Thank you. Well said.

Maura Thomas
Sorry, I feel a little passionate about that.

Pete Mockaitis
No, I think it’s good. And in my experience about the folks I know, when they engage in something that resembles quiet quitting, it’s usually because they keep asking for good meaningful work to be done, and they keep not getting it, and they’re like, “All right, fine. If I’m just going to get minimum amount of stuff that doesn’t actually matter, then I’m going to enjoy myself.” And so, it’s not a matter of, like, “I’m sticking it to you. I’m going lazy mode,” but rather it’s like, “I guess it’s sort of like a consolation price. If I can’t do meaningful work, I guess I’ll just chill a little bit.”

Maura Thomas
Yeah. Well, then address the culture. Address the culture and help people do the meaningful work so that they can enjoy those days. Here’s another sort of contrarian thing or another unconscious calculation. People talk a lot about open-door policy, “We have an open-door policy here.” Well, that word maybe doesn’t mean what you think it means. What do you mean when you say open-door policy?

What I think most people think when they hear open-door policy, they think anyone can drop in on anyone else for any reason at any time. And I don’t think that’s really what we ever intended open-door policy to mean. And some people even think it means, “We are not allowed to close doors here.” And if you’re going to use the phrase open-door policy, you really need to explicitly define it for your team. Otherwise, you’re setting up the company to have a culture of distraction where everybody does drop in on everyone at any moment at any time for any reason, and that’s not a place that is conducive to high-quality knowledge work.

Pete Mockaitis
That’s well said. I always thought, because I do, I love my quiet time, and to be able to just go deep work, focus mode, and make things happen. And so, I always thought that that was an odd phrasing, “My door is always open,” and I thought, “Always? Really?” “My door is always open between 4:00 p.m. and 5:00 p.m. and when you schedule an appointment,” is sort of like how I think that sentence ought to be finished because that’s sort of silly.

Maura Thomas
My metaphorical door, meaning, “I will be here to help you if you need some help,” but open-door policy is not a good way to say that. “My door is always open” is not a good way to say that.

Pete Mockaitis
Well, this is fun, Maura. How about you just keep giving us hot takes? What else do you got for us?

Maura Thomas
Yeah, I think, again, it comes back to distraction is the problem. And if you start looking for distraction in the way that you operate, and in the way that your company operates, all of these, it’s the shining light, and you just start to see, “Oh, my gosh, if I just…that is so distracting. And the way we do this is so distracting, and it’s taking away from our ability to really do meaningful work.”

Now, not to say that collaboration isn’t important. It absolutely is but it needs to be intentional, and it needs to have a purpose, not just, “Hey, I just thought of a random thing, so I’m going to drop this half-formed thought on your lap just because it just popped into my head.” That’s not the best way.

Pete Mockaitis
Okay. Well, I’d love it if you could maybe wrap us up by sharing a cool story of an organization, a team, an environment, a culture, where distraction was just causing all sorts of consternation, and then a couple key things folks did, some changes made, and the nifty results that came out on the other side?

Maura Thomas
Yeah. So, what my clients tell me a lot is that they get the unconscious calculations really were interfering so much more than they thought. They really thought that their required 60 hours. And when they managed their distractions, and when they had a conversation with their boss about, “I’m going to be offline occasionally not for hours at a time, but maybe 60 minutes, 90 minutes, maybe even just 20 minutes throughout the day,” it turns out I can get a lot more done in less time, and the quality of my work is higher.

And so, I could name client names, but that’s like the common refrain that I hear. Unconscious calculation, job requires 60 hours. When you really shine a light, when you realize all of the areas of distraction, when you really look at how your work is getting done during the day, you realize you could do so much more.

And if you can get your work done in fewer hours, then how much room does that open up for you to do other things, to learn about other things, to think about other parts of your life, to take up a new hobby, to spend more time with the people that you care about? It just opens the door because people feel like they have space, and they have breathing room, and they can think about other things. And it’s game-changing.

Pete Mockaitis
That is beautiful. And so, the action step there, it sounds like the big one is simply to have that conversation. And maybe it sounds something, like, “Hey, boss,” “Hey, colleague,” “Hey, teammates, I’ve noticed that my whole day is inundated with distraction, and I think I could do much better work more effectively and efficiently if I want to give you a heads up that there’ll be zones of the day, maybe 20 minutes, maybe 90 minutes at a time, in which I am entering a tunnel of focus, deep work mode, whatever you want to call it, and you won’t be hearing from me because I’m doing important stuff, but I’ll reach back out to you soon.”

I’m trying to use my best words. Do you have any suggested verbiage?

Maura Thomas
Yeah. So, here are two specific examples that the words come out of, “In order for this to work, we need to look at two important things. One, how does work flow through our department and get done.” Most people, I find, show up at work and do whatever happens to them. There are just communication coming in, it could be from colleagues, it could be from vendors, it could be from customers, and I’m just dealing with all of that.

And so, work isn’t flowing through me, through the department, through the company, in a systematic logical way. This happens first, and then this happens, and then we do this, and then we do this. And in between that, yeah, we communicate with each other. But you focus on the way the work moves through the organization. That’s the first thing.

Shining a light on that, if you’re not a leader, then just look at the way work comes to you, and look at the things that you are truly getting evaluated on, and really what’s in your…ultimately, in your job description, the thing that you are hired for, and how much of your day do you actually get to spend doing that. So, that piece is the really important thing.

And the second thing to think about is, “How do we communicate as a team?” We have lots of ways to communicate, and, usually, as a team, we don’t create any guidelines. I have a whole chapter in the book about communication guidelines. So, we have 17 different ways to communicate but we use this one in this situation, in general. There are exceptions, right? But this one in this situation, and this one in this situation, and this one in this situation.

Because without that, it really just defaults to personal preference, “Well, you seem to like chat, and Joe seems to like email, and Lisa likes to have meetings, and Marty always likes to call me. And I don’t know, I can’t remember how you all like to do this. So, I’m just going to send everything I need to send in all the ways. I’m going to leave you a voicemail, I’m going to put it on the chat, I’m going to send you an email, and we’ll talk about it in the meeting just for good measure.”

And so, the volume of communication in organizations is way too high, and the efficiency of communication is way too low.

Pete Mockaitis
Very good. Well, Maura, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Maura Thomas
Yes, just the last thought I will leave you with is I teach people two primary things. Number one, how to manage their attention, and, number two, how to manage their work, bigger picture. Nobody can do that except you. Nobody can manage your attention except you. No one can manage how your work gets done except you. You get to decide, so it is entirely up to you.

Now, if you’re a leader, yes, you have to help. But bottom line is no one is going to do this for you. If you would like to have days that feel more accomplished, more productive, more satisfying, if you would like to feel less frazzled and flustered, if you would like to have more space in your life to do other things, that is 100% up to you. And I know that many people feel like it isn’t but I’m here to tell you, it is.

Pete Mockaitis
Yeah, that’s powerful. I guess even in, like, the worst-case scenario, it’s like, ain’t nobody in your whole organization budging whatsoever when you raise these things to them. You still have the agency and the ability to make a change, like, “Hey, this is not the organization for me at this time of my life. All right.”

Maura Thomas
Either that or maybe it’s just like, “You know what, I’m going to work differently, and I’m going to see how everybody else around me reacts to that.”

Pete Mockaitis
That’s true.

Maura Thomas
“But I’m going to work in the way that makes the biggest difference for me, that helps me get the most done, that I can put the best of myself out into the organization and into the world, and let’s just see what happens with that because, I bet, the results are going to be better than you think.”

Pete Mockaitis
That really does ring true. I remember I was at a wedding, and I was chatting with a friend, Kelsey, catching up, and she was working in a consulting firm, which could be notorious in terms of demanding clients, and managers and partners, and all that stuff. And I said, “Oh, man, so you just must be working really…” and she said, “Oh, it’s not too bad.”

And it blew my mind. She basically just established boundaries for herself, and I was like almost…my mouth was agape, I was like, “I don’t think I even knew you could do that in that environment.” She said, “Well, I just told them that, ‘Hey, it’s really important to me that I train for this Ironman, I’m bonding with my brother doing that thing, and so I’m probably not going to be working during these times but I’ll give you my best focus and attention during these times, and dah, dah, dah, dah, dah.’”

And I said, “And they went for that?” And she’s like, “Oh, yeah. Oh, yeah, and I got promoted.” It is what you say is true. It may feel impossible or scary, and yet if you give it a shot, it just might work out way better than you think.

Maura Thomas
Yes. Yes. And I’m a control freak so that means a lot to me.

Pete Mockaitis
Okay. Well, now could you share with us a favorite quote, something you find inspiring?

Maura Thomas
Yeah, so a couple. One I already gave you, “It’s not the moments in your life that matter. It’s the life in your moments.” Another one that has always kind of resonated with me is kind of two ways to say the same thing, I guess, “Don’t wait for your ship to come in. Swim out to it.” Another way to say that, I have it hanging on my…a little quote I cut it out of a magazine. It’s hanging right on my desk, it says, “Ask for what you want 100% of the time.”

Pete Mockaitis
Okay.

Maura Thomas
It can’t hurt to ask. You might not get what you want but it can’t hurt to ask. It never hurts to ask.

Pete Mockaitis
Okay. And can you share a favorite study or experiment or bit of research?

Maura Thomas
Yes, I think that I’m really fascinated by Gloria Mark’s research, and how technology is affecting us, and how much it’s costing us not just financially but in all parts of our life because, I think, again, when we’re not present in our moments, then we rob some of the richness from our lives. And when I read Dr. Mark’s research, it just feels…I don’t know why, I should call her Dr. Mark, but I feel like I know her because I am so steeped in her work. But it just smacks me in the face, and just it’s such a good reminder for me about what it’s costing us.

Pete Mockaitis
And a favorite book?

Maura Thomas
I have two. One, I think, Napoleon Hill’s Think and Grow Rich because that’s where I learned the idea of mastermind groups, and mastermind groups have changed my life. And then, personally, it’s by Gavin de Becker, it’s called The Gift of Fear. And it’s about listening to that. It’s about really how to keep yourself safe. But the reason that the book is so great is because it reads like a thriller, it reads like a mystery thriller, but it’s really about practical life advice. And I’ve given it as a gift to a million people.

Pete Mockaitis
Okay. And a favorite tool, something you use to be awesome at your job?

Maura Thomas
I don’t know how I would get my life done without Todoist, task manager. I’m a big fan of the folks over at Todoist. We also use their other tool called Twist, which is an alternative to chat tools, it’s a different kind of chat tool, but it is based on asynchronous communication, and I’m a big fan of the folks over at Doist.

Pete Mockaitis
Okay. And a favorite habit?

Maura Thomas
So, we talked earlier about finding that motivation, and I guess this goes along with the book idea. But I read a book that I guess has been out for a long time, but I just stumbled upon it, and it’s called Younger Next Year. And that book really gave me…everybody knows you’re supposed to exercise and how to take care of yourself, and it’s like, “Yeah, yeah, I’m supposed to exercise. I know.” It wasn’t enough to get me to exercise. The information in this book made me go, “Oh, oh, oh, now I get it. Now, I understand why I really…why it matters every single day,” and it really has had an impact. So, favorite habit is exercise.

Pete Mockaitis
All right. And is there a particular nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

Maura Thomas
Yes. The thing I hear that resonates most is the way that I reframe. I don’t think I said it specifically this way today but how you manage your time really doesn’t matter unless you also manage your attention. So, what matters more than time management is attention management.

Pete Mockaitis
All right. And if folks want to learn more or get in touch, where would you point them?

Maura Thomas
MauraThomas.com is the best place to learn all the things.

Pete Mockaitis
And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Maura Thomas
Yes, try to be more present more often. Manage your attention and make the most of your moments.

Pete Mockaitis
All right. Maura, this has been a treat. I wish you much luck and fun and well-managed attention.

Maura Thomas
Thanks for having me, Pete. It’s been a pleasure.