Productivity Archives - Page 4 of 22 - How to be Awesome at Your Job

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

Zena Everett
Delighted to be here. Thank you for having me.

Pete Mockaitis
Well, we’re talking productivity and time stuff, which is a favorite topic of mine, as well as listeners. And I love your book title so much The Crazy Busy Cure: A productivity book for people who don’t have time to read productivity books. Please lay it on us, Zena, what do you mean by crazy busy? And how is your book sort of distinctive in that it’s for those who don’t have time to read such books?

Zena Everett
Yeah. And I’m nervous about talking about productivity because that sounds like we’re trying to get people to do even more and more, and I’m not sure we are, really. I think we’re getting people to separate the meaningful from the meaningless. But I’m a coach, and my clients kept saying to me, “Oh, yeah, I’m really crazy busy. I’m crazy busy,” and it just was kind of going through our head all the time. And I thought, “This isn’t a good thing.”

You know, the type of person, they’d be late for a session, and everything would kind of be thrown across the table, and they haven’t thought, and they have no time to think, and I’d been asked to coach them because they were causing bottlenecks for everybody else in the organization. And I just thought, “Gosh, this is really interesting. Why are people so crazy busy? Is it them?” and it is to a certain extent, but it’s also a systemic thing. So, that’s what I got really interested in.

Pete Mockaitis
Okay. And so, your book is for folks who don’t have time to read such books. I’m curious, is there a particular…where my mind goes in reading that is thinking about sort of like a time ROI, and Chris Bailey talks about this, in terms of like minutes spent on a thing will yield more minutes back to you for having done so. Are there some particular insights or tools or tactics that are really transformational along these lines?

Zena Everett
Even when you say things like that, it makes me get a bit stressed because that’s sort of minute ROI and all those kinds of things. What I realized is that I found some great research by Bain, actually, where I know where you were a long time ago. So, what they talked about, this whole concept of organizational drag, so I realized that crazy busyness is a thing and it’s got a name, which I call productivity drag.

And these are all the things that kind of slow down the system, that makes it really hard to get any work done. And that is excessive complexity and collaboration, so we want all organizations to be inclusive, but having too many people around the table just means you’ve got too many competing opinions and competing agendas, and often nobody there who’s strong enough to align those and ask the right questions.

So, there’s too much complexity, digitization – amazing because this is how we’re doing this, but sometimes it can layer a layer of fake work, crazy busy work on top of the real work, and I definitely put messaging and teams and social media in there. And then there’s excessive organizational complexity, where there are just far too many systems and processes.

And then overservicing, actually. That’s the fourth, which I realize sometimes I do. I overservice some clients who actually, in terms of ROI, I don’t get that much back. And that can happen when you’re in a business partnering role. So, I think you’ve got those kinds of systemic organizational factors that slow us down. And then you’ve got our own ability to not say no, possibly, or please everybody, all that stuff that gets us here in the words of Marshall Goldsmith, but don’t get us there.

So, I think you combine the two, and that’s why it’s just so hard to get anything done. And you know as well, Pete, that we are switching all the time, aren’t we? Most of our tasks just take a couple of minutes. We’re switching, switching all the time rather than actually doing deep work. And there’s umpteen things being written about deep work and flow, but that’s the holy grail of this stuff, isn’t it?

Pete Mockaitis
Certainly. Okay. So, that makes sense in terms of a cocktail for crazy busyness if you’ve got some organizational drag things going on, a bunch of complexity and collaboration, and overdoing it, and then our own difficulties internally putting together, and there you go, crazy busy, here we are. So, I’m curious, where do you recommend folks start? If they find themselves in a crazy busy situation and we want to get out in a jiffy, what do you recommend as some of the first key steps that make a world of difference?

Zena Everett
I always think our grandparents could run this kind of work because it’s so obvious. It’s first principles, isn’t it? I think it’s going back to people to say, “Actually, what am I really measured on here? What’s my job description? When I’m next in front of my boss or a promotion board or something like that, what do I want to talk about that I’ve actually achieved? And does how I run my role and spend my days reflect that?” because very often it doesn’t.

You know this, we sacrifice our priorities on the altar of everybody else’s urgent demands. So, I say to my clients, “Right. Actually, what is the difference between you and an outstanding performer? What are they achieving? What’s the gap? That’s where you need to focus your time.” So, all that stuff you say yes to, well, we can spend a lot of time saying yes to discretionary activities, all the other things that come our way, all those curve balls, some of which are career-enhancing because they’re interesting, or we’re learning, or they give us access to new networks but, actually, me making you more crazy busy, because I haven’t finished my work, and I say, “Well, look, Pete, would you mind?” isn’t a good thing.

So, that’s why I say, right, just take a step back actually and slow things down to go faster, and actually work out, “What is the top level of my job description?”

Pete Mockaitis
Well, Zena, can you tie that together for us with an inspiring story of someone who escaped crazy busyness by following such a process?

Zena Everett
I’ve got lots of examples, actually, so maybe I should sort of kind of talk about Captain Fantastic. So, I think my typical client would be somebody who got promoted, maybe they’ve been great at their job, they’ve always been hot on execution, worked harder than everybody else, long hours, just delivered. If a job’s worth doing, it’s worth doing well, all that kind of stuff.

And then they’re doing really well at the job, and somebody says, “Hey, look, here’s an intern. Take them on. They know nothing. They’re clueless. Well done,” and nobody ever says to that person, “Right. You’re already spending 120% of your hours doing your job.” Nobody ever says, “Right. This is how you need to make your job more efficient to find time for managing those people.”

Anyway, invariably, they do, and then they end up having a team around them, and that’s often my absolute definition of a crazy busy client. It’s somebody on that sweet spot who’s managing their own contribution but they’re running a team as well, and they probably got a team of mixed ability, maybe some people they’ve inherited or they’re brand new and so on.

And those are the people that I would love to coach, and I have a really robust discussion with to say, “Right. You need to go back and talk to your boss about how much time you should be spending on your own work, and how much time you should be spending on management.” And we don’t talk about time in that respect. I think it’s rare.

Our manufacturing cousins would be everything is timed on the production line, isn’t it? We’re really sure about how long it takes to do when, and everything is fairly timed. Whereas, it’s rare that somebody says, “That report should take you 45 minutes. If you just do it once, do it properly, get it done, it’s about 45 minutes, and this is what good practice looks like.”

So, we’re nervous about micromanaging people, that’s what managers say to me all the time, “Oh, I really don’t want to micromanage people” But, actually, I think we’ve got to be about old school about this, and give some people some sense about how to structure their days, how long tasks should take, and get them to put some kind of rigor and discipline in them.

Because, at the moment, what we know is that work is just cannibalizing into people’s personal time. We’re getting our tasks done but we have this low level of anxiety, hopefully, only low level, no worse than that, because we always feel anxious because there’s just so much to do and we never get to inbox zero, do we, or whatever it is, and there’s always more projects, and there’s more things we can be doing, and never mind all the liking and posting and all that kind of crazy nonsense.

Pete Mockaitis
Well, yeah, that’s a great tip right there in terms of when it’s knowledge work, it can be super fuzzy with regard to you can do a report in 45 minutes, you could do a report in four hours, and I find those guidelines quite helpful, myself, both on the giving and the receiving end because sometimes it really is essential. I’ve spent all day on an email before, and it was absolutely the right choice. That email was mission critical and involved tens of thousands of dollars, so felt great about that.

And the other times, you can go way overboard on something that is like, “No, you just have to kind of check the box so that we know that’s checked, and then we’re fine,” or, “Well, this is going to be edited by six more people anyway down the road so no need to stress it too much because it’s going to be revised like the Dickens so just go ahead and get the rough outline and structure starter point in play and then we’re good to go.”

So, yeah, I think that is helpful as opposed to micromanage-y. And do you have an idea, or thought, or guideline for when does something become micromanagement versus is it just good wholesome quality guidance that is useful and appreciated?

Zena Everett
I like a bit of wholesome quality guidance but I think once we get people cured from crazy busyness, they’re much better managers, and then they’ve got time to say, “Pete, what can I back off and let you get on with?” I think that’s the thing is to have that continuous conversation. And when people are maybe working partly from home and partly in the office and juggling all that kind of stuff, sometimes we need more help than people expect, sometimes we need less, so you can’t overcommunicate on this kind of stuff.

But my real bug bear that really drives me mad is this whole culture of continuous synchronous working. So, this feeling the need to send you Teams Messenger, or WhatsApp, or something, and you respond to that immediately, and I think that is a thing that really slows people down because, aside those occasional days when you spend a whole day on an email, and you probably need to take a step away and come back and look at it again, and maybe sleep on it, all those things, that’s fine.

But, fundamentally, most of us, as you very well know, we’re just switching tasks all day, aren’t we, because people need us, and people need us now. So, I get my clients to have more meetings, which they aren’t that happy about, but better. I’d get them to put some real rigor into their meetings and sharpen up.

Have you ever said to somebody, “Oh, look, do that meeting for me?” and you think, “Great. I’ve saved myself a couple of hours there.” And then the person comes out of the meeting, and you say, “All right. How did it go? What happened?” and they brief you in about two sentences, don’t they, “Oh, yeah, we did this and Jim is doing this. That’s it.”

So, I’m always curious by how my clients can spend so much time in really rubbish meetings that they shouldn’t be in, but they don’t have time to say to you, “Really liked how you write that report. Actually, you can try and make it quicker now,” or whatever it is. So, there’s definitely something about communicating properly once rather than having this continuous stream of consciousness where we feel we should be connected to our teams, well, almost 24/7 in some cases. This drip, drip, drip of Teams messages.

So, I think if we can kind of eliminate that and get people to work away on their own, do some deep thinking, work in flow, all the kind of basic productivity stuff that we’ve all been reading about, and then come back, and then connect and have proper rigorous meetings, life would be so much better. But there seems to be a lot of wasted time in inefficient meetings that we could do something about.

And I think that we need to use technology better so that it’s just a kind of briefing rather than a discussion, or a celebration, or a brainstorm, or decisions to be made, obviously, then there is no reason for that to be a meeting. Our manufacturing colleagues would never get everybody to down tools at the same time because it’s such an expensive investment of time but we’re frivolous with our time. That’s a very long answer, isn’t it?

Pete Mockaitis
Well, I was agreeing with you with regard to that manufacturing analogy. It does feel kind of silly to say, “Okay, hey, everyone, stop. Stop things you’re doing, put down the chainsaw or kind of whatever is going on there, and we’re going to chat about this thing.” It’s just sort of a head scratch, like, “What? Why? What’s happening right now? And why? This doesn’t seem so critical. Is there an emergency? Like, is something catastrophic occurring?”

It’s fuzzy and yet, in professionals, that world is still plenty expensive to have whatever, six, ten people in a room all at the same time, and there is that interruption of flow factor in there as well. So, that really puts in the context that, “Yeah, those meetings are destructive.” So, I’m curious, when you mentioned people-pleasing and not saying no, do you have any pro tips on how we professionals can do that better? How does one decline a meeting politely, diplomatically, effectively in a none career-limiting fashion?

Zena Everett
Well, how do you do it, because you must do it all the time?

Pete Mockaitis
Well, I sort of have the luxury of being the owner/CEO, and so there’s nobody above me to ask me things. So, then it’s like this great mass of the external world which I have license to engage or disengage as I please. So, in a way, I’m spoiled and I don’t have that much of a problem.

Zena Everett
Do you ever feel guilty if you say no to people?

Pete Mockaitis
Well, my wife, I would.

Zena Everett
You should never say no to your wife, ever. What are you saying no to your wife about? Let’s talk about that. Let’s get your wife on.

Pete Mockaitis
I guess when I was an employee, I did, it’s like, “Oh, shucks, I’m invited to this meeting. Oh, I don’t really think it’s viable for me to be there? How do I say this just right?” so I did have those consternations and worries. So, what do you recommend to folks inside organizations?

Zena Everett
I hate that word stakeholder. It’s really kind of cliché, isn’t it? But I think you have to work out who your best stakeholders are. Everybody in this kind of field of time management, we’ve got Pomodoros, or frogs, or something, and I love that antelope and field mice analogy. Do you know that one?

So, you’ve got to know who your main stakeholders are. And I love the analogy of the lions who only chase antelopes. So, they know that they can’t spend their whole day chasing after little furry critters because it’s not worth it. The calorific intake that they need, they wouldn’t get from lots of small things. It’s not worth it. They just let them go.

Whereas, we love to chase anything, don’t we? We love the dopamine hit of crossing something off our list, and our brains can’t distinguish between whether that’s a significant thing, an antelope that we can feed off or if it’s just a load of small field mice. And I am as guilty as anybody of writing small stuff down just to have the pleasure of crossing them off.

So, we’ve got to know who our antelopes are, and so that can be significant tasks, when we’ve got some big goals and we’ve broken them down, yes, sounded stuff, but, actually, we also need to know who those antelope people are as well. Apologies to any vegans who are finding this distasteful. But I think you got to know who the important people are.

And you can’t just jump and overservice people, and you’ve got to know who to say, “Yes, great. I’d really love to get involved,” and go through that thought process, “What’s good for my career? What am I trying to achieve? Where do I need to increase my visibility? If I do this, is this going to give me a new skill? Is this going to give me access to new networks?”

Does that sound calculating? I think we’ve got to be sensible about this, and some people are better than others. There’s so much about saying no, isn’t there? You just say no nicely. Don’t over-explain. Our Royal Family have got an expression of saying, “Never explain. Never complain.” And I think that’s really good. So, the more detail you go into about why you haven’t got five minutes, clearly, you’re shooting yourself in the foot. But you can just say, “Look, I can’t do it.”

But I try and get, I run these “Crazy Busy” sessions, and I teach people, just say, to sequence, “I can’t do that now but I’ll do it, don’t worry. The first available space I’ve got is 8:00 o’clock tomorrow,” or whenever, “Wednesday week and I’ll do it then,” whatever. Hopefully, they’ll disassociate themselves by then. So, I think we need to get into the habit of pushing back, and I think we just need to say, “Yes, I can, and this is when I can fit it in.”

Again, our manufacturing colleagues, if I came to you, and said, “Look, I don’t know, here’s my test tube. Test it in your testing laboratory,” you wouldn’t say, “Of course, I’ll stop the whole line, all those other test tubes will go crashing off the sides.” You just say, “Yes, of course. We start again at 3:00 o’clock, and yours will be the first on there.” So, we’ve just got to approach our work in the same way, and say, “Yeah, I can schedule it in then. How’s that?” And if that doesn’t work, then find somebody else to do it the nicest possible way.

Pete Mockaitis
All right. So, we got that great clarity associated with who the people who really matter, and what is the work, and the projects that really matter, and the things you’re being judged or graded upon. Cool. And so then, I’d love for you to elaborate on the just say no nicely. Do you have any favorite phrases, scripts, verbiage?

Zena Everett
I’ve learnt, one of my clients taught me to say, “I’ve noticed…” so that’s a very nice way of dealing with things because I think the people that cause the greatest problems, actually, are the ones we can’t say no to. We soon learn to say, “Yeah, I can’t do that now. I’ll do it later,” or, “Actually, I really can’t get involved in this. I don’t have the capacity.”

But the ones that are the real problems are the, “You sending me a message, say, at 7:30 every morning when you wake up, saying, ‘I need this for a meeting at 9:00,’ and you’re my boss, and I’m terrified of you, and so I don’t know how to deal with it, and I’m hardwired to do it straightaway.” So, “I’ve noticed…” is a really nice way to start a conversation, to say, “Pete, I’ve noticed that you’re often sending me emails at 7:30 asking for information. Oh, that’s no problem. I love doing it for you, but…” okay, maybe not quite as revolting as that.

“But how about I have sight of your diary. Once a week, you can show me what meetings you’ve got coming up and then I can make sure I schedule time to get all that information from you?” So, “I’ve noticed…” is a really nice way to talk about someone’s behavior and how you want it to change rather than making it personal.

So, I think that’s a conversation-starter to say, “How can we do this and get a bit more organized?” because crazy busy people are a real problem for everybody else, because they’re multitasking, they’re always missing deadlines, everything at the last minute, they’re perfectionists often so that slows things down because perfectionists are more likely to procrastinate. They cause problems for everybody else, so we almost need to learn how to have conversations with crazy busy people so we’re not crazy busy by default. It’s not pushed down the chain.

Pete Mockaitis
Okay. So, let’s say we’ve done all those things masterfully in terms of we’ve gotten clarity on what’s important and who’s important, and pushed back effectively on, “I’m not going to that meeting. I’ve noticed this behavior. I’m going to schedule some time to do these things.” If we’ve tamed the external world, what are some of the top things we got to focus in on with our internal world?

Zena Everett
Okay, I’ve gone on the external world. Often, when I talk to people about what sucks up their time the most, they talk about emails and messages; so emails, meetings, and messages, systems, processes, inter-team communication, networking, so I just add to your list. I would usually encourage people to have a talk about internal communication, like, “Can we stop emailing each other? Can we just talk? Can we go and have lunch and get all this dealt with rather than, again, this kind of James Joyce stream of consciousness all day?”

I think our internal world is often that people-pleasing, those messages we’ve internalized, “If you work harder than everybody else, you’ll do well,” the stuff. We look at maybe our parents, caregivers, people from our early lives that we’ve observed, they worked incredibly hard, they’ve done well. Actually, the world is slightly different now. It’s the thinking that makes the difference. It’s the creativity, it’s the innovation, it’s the space to lead, it’s time to think for us.

So, I think we’ve got to realize that, actually, the whole MO for getting us to a certain level in our careers has to shift when we want additional responsibility because we can’t run around like a headless chicken looking stressed. So, I think it’s some real self-talk about, again, like I said, Marshall Goldsmith is, “What got me there,” I love that expression, “won’t get me here,” thinking, “What does a high-performer in my organization look like? What are people saying about me? Am I giving off a vibe that I take it all in my stride, I’ve got capacity for other people? And have I got time to network?”

I’m interested in your thoughts on this, but I think that’s so important for career success, and I’ve heard you talk about this. I think people who got their heads down in their job and not networking, they’re not saying, “Pete, what are you working on? That sounds really interesting. Let’s have a chat about it. Let’s grab a coffee,” they’re not just reaching out. They’ve got their heads down, and, actually, in most organizations that I work in, those aren’t the people that do well.

The people that do well have got their heads up and they’re visible and they’re picking very carefully the projects that they get involved in because they want to be seen to come up with the gamechangers. But our brains fight against this, and it can be in our DNA just to do lots of busy stuff. And then there’s all the real kind of mother hen managers, I talk about in the book, that are the ones that are…they remember everyone’s birthday, they do all the emotional labor, they’re collecting the cups after the meetings.

They’re doing other people’s work for them because they don’t want to share out across the team because they’re worried that their colleagues are too busy, all that kind of stuff. And, actually, they’re the ones that crash and burn. They simply don’t get promoted.

Pete Mockaitis
All right. Those are some good flags and watchouts there. Yes, I think I’ve noticed that as well as those with their heads up and around and aware, being thoughtful and selective, and networked and building relationships, do often seem to be advancing better than those who have their head down. And, I guess I’m an extrovert, but it sounds like more fun to me as well in terms of how you’re operating. So, you mentioned self-talk, are there some key mantras or I guess maybe cognitive distortions to tackle head on or how do we get our heads right?

Zena Everett
Well, I’m a bit of a “Just don’t do it” person. I think people really have to learn to say no to stuff, and that’s a big…like, we’ve just talked about. But, actually, even if they’re not saying no to somebody else, just think, “It’s really tempting for me to read that, get involved in that, but, actually, that’s not a priority. My time is finite,” so I think that’s important.

The voice that I want my clients to hear from me, “Why am I doing that? What’s my highest and best use here?” And the way that we manage our money, that idea of best use of treasury, is the same thing, “What is the highest and best use of my time? What is it that only I can do?” It’s a great question if you’re a manager, “Out of everything I can do, what should I be doing? What is it that only I can do on my team? And that’s where I should be adding the most value because that’s my greatest contribution to the business.”

So, I think those are the kind of reflective questions that we need to go through, “And why am I doing this? If this is my hourly rate, why am I doing this? Shouldn’t somebody be doing it?” We know when people are supposed to be more strategic and not get involved in the weeds. Sometimes that’s a bit scary because they think, again, I’m talking about guilt a lot.

But that can almost feel indulgent, couldn’t it? I’m really thinking about this kind of stuff where it’s actually, “Should I just be on the phone or getting involved in this kind of bring stuff to show that I’m willing,” but, actually, businesses want people they develop to spend more time being strategic and more time thinking. So, that can be something that people really need to talk themselves into to think, “Look, this is okay. I might be right at the top of my comfort zone and really enjoying it, and it feels good.”

Pete Mockaitis
All right. Well, we’ve got some good tidbits here. I guess I’m curious, having worked with so many different coaching clients, can you share a couple of the approaches, tips, tools, interventions that have been just the most transformational and yet also easy?

Zena Everett
Okay, I’m thinking about this. I love the whole towering strengths exercise which, again, is from Marshall. I’m doing PR for Marshall Goldsmith, it seems like.

Pete Mockaitis
Well, we had him on the show recently. He’ll appreciate the reverberation there. So, let’s talk about that.

Zena Everett
So, he has a great exercise where you work out what your towering strengths are. So, that could be, “I’m a really hard worker,” and then what happens when that goes into overdrive, “Right. Well, actually, I’m a complete control freak. I really don’t like to leave anything not done exactly right. I don’t want any loose ends.”

So, when my towering strengths have been super hardworking, when it goes into overdrive, means that I just throw myself at everything in. I don’t stop and think, “I think hard work is going to get me through.” So, the towering strength versus overdrive exercise is really helpful because our towering strength is often what creates a kind of glass ceiling for us later on in organizations because that becomes the problem.

So, maybe, I mean, you and I work for ourselves. I know my towering strength is that I’m pretty strong, I’m very independent. When, actually, that towering strength goes into overdrive, it means that I can be a little bit slow in saying, in asking for help and getting support because I always think I can figure everything out on my own. So, that’s an exercise that I think can be really interesting for people.

And then I do love all those magic questions. If you went back into work tomorrow and everything was fantastic, what would be different? I think that tends to shift people because they say, “I’m stuck and I don’t know,” but you just kind of take them to the sunny opens and get them to look back, then they come up with ideas.

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

Zena Everett
Yeah. So, any kind of Productivity 101 is about scheduling. If it’s not scheduled, it doesn’t happen. So, I get people to pimp their calendars because our calendars are full of meetings, and full of calls but they don’t have tasks in there. So, I get them to understand their priorities, which is the P, to insert into their schedules, it’s got to be meaningful, the M in PIMP, because otherwise they’ll let somebody bump up their tasks and take priority.

And then the final P in PIMP is for prompts, which we know that people have got to have a prompt so that they don’t have…to remove the element of choice, “So, I finish doing this meeting. I’m going to put the kettle on, make a coffee, and then I’m going to go straight in and do that, write that bit of report, or whatever it is, for an hour. I’m going to set myself a timer and do it,” to remove as many options as possible.

So, I make people pimp their schedules, and actually schedule tasks in so that we feel that we have some greater sense of control because what I’ve noticed with people is they’ve got no time for actual work. They’ve just got so many meetings, so many different demands that they’re doing. They don’t have time to actually stop and think and do some deep work, so that’s going to be scheduled. So, your antelopes have got to be scheduled and also your field mice.

Pete Mockaitis
All right. Thank you. Well, now could you share a favorite quote, something you find inspiring?

Zena Everett
Well, I have to say I like, “Just don’t do it.” That really works for me. And I tend to think about that first, “Why am I doing this?” Yeah, so just don’t do it. That’s the opposite of “Just do it” that we attempted to do. I think a lot of brain, just doing it, causes organizational drag, “Why are we actually doing this?”

Pete Mockaitis
All right. And do you have a favorite study or experiment or bit of research?

Zena Everett
I love Dunning-Kruger. Shall we talk about Dunning-Kruger?

Pete Mockaitis
Let’s do it.

Zena Everett
I love the Dunning-Kruger Effect which is a cognitive bias. So, a hapless criminal, I think in the ‘90s, went and robbed two banks with just lemon juice on his face. And he robbed one bank and then another one thinking that he’d never get caught because lemon juice is an invisible ink. And, of course, he was arrested swiftly.

So, Messrs. Dunning and Mr. Krueger, psychologists, thought, “How can somebody so hapless have so much confidence?” So, they discovered this thing called the Dunning-Kruger Effect, they did various research on students and realized that the people with the least ability had the most confidence, and vice versa. So, they call it Dunning-Kruger effect, so the less you know, the more confident you are.

And, of course, the opposite of Dunning-Kruger is that when somebody becomes an expert in something, sometimes they can have a bit of a confidence wobble because then they’re worried that, actually, they realize all the stuff that they don’t know because they’re benchmarking themselves against their peers who are other experts.

So, I see in mid-life that sometimes people have confidence wobbles, or they call it impostor syndrome, “All of a sudden, I was great at my job. And now I’m feeling a little bit hesitant and losing confidence.” So, I love telling them about Dunning-Kruger, “Actually, that’s really good because you just realized you know what you don’t know.” So, I’m a bit anti all this stuff, particularly, thanks to all kinds of stereotypes, but there’s lots of coaching for women around the impostor syndrome, “Oh, just relax about that. Don’t put yourself in those situations.”

I say to my clients, “That’s great if you’re feeling like an impostor. That shows that you’re really pushing something, you’re doing something new, but it’s also that you’re just realizing that maybe you need a little bit more preparation time to really feel confident. You need to put some more hours in but it doesn’t mean you shouldn’t keep on going.”

Pete Mockaitis
Oh, that’s great. And a favorite book?

Zena Everett
Okay. So, I’m a big fan of Alan Weiss. I love his Million Dollar Consulting book, I love his Money Talks, I love his kind of raw ambition and confidence and aspiration. I think it’s great. I recommend his books frequently. So, he’s talking about this whole idea about charging for what you’re worth.

Pete Mockaitis
All right. And a favorite tool?

Zena Everett
I don’t think I have a favorite tool. In fact, I’m quite nervous about people who like a software for everything because I think a whiteboard, where you map your projects with some really good Sharpies and some great Post-It notes so you’ve got visual management is a fantastic tool. So, there you go, an old-fashioned whiteboard where I can actually see it. That really works for me. I’m neurotypical. I’m much more visual than I am, so give me a whiteboard and a spreadsheet any day, though I think that works.

Pete Mockaitis
All right. And a favorite habit?

Zena Everett
I’d like to come up with some great productivity habit. I’m very motivated by a great cup of coffee, so that’s my favorite reward. Rewarding myself with a good cup of coffee.

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

Zena Everett
“Why am I doing this?”

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

Zena Everett
My website is ZenaEverett.com, and I send out a monthly article on productivity and career success. So, if people want that, they can either sign up for my website or just drop me an email and we’ll add them to our system.

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

Zena Everett
Work out what your antelopes are and make sure that your diary reflects your priorities, not other people’s.

Pete Mockaitis
All right. Well, Zena, it’s been a pleasure. I wish much luck and very little crazy busyness.

Zena Everett
Thank you. You, too.

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

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

Pete Mockaitis
Well, I’m excited to chat through your wisdom about productivity but it sounds like you might also have some wisdom about friendship. You have a group of eight friends that have been tight since elementary school. How did this come to be and what’s the trick?

Maura Thomas
Elementary school, yeah. I grew up in just north of Boston, and for people who are from Boston, they know it was a thing that just like the neighborhood. We spent all of our time out playing with all the other kids in the neighborhood, playing kickball and relievio and all these fun games. Yeah, so there was a core group of us, and then that got a little bit bigger as we went into elementary school from nursery school.

And then that got a little…one more person joined in junior high, one more person in high school, and so now there’s, yeah, eight women but actually two of the spouses of the eight women also grew up with us and went to school with us, so it’s pretty great. And then there’s sort of the extended circles still from high school. So, it’s really a blessing.

Pete Mockaitis
Well, that’s beautiful. So, how do you stay in touch? Is it like a GroupMe, or a text chain, or just sort of like you bump into each other? How does that go?

Maura Thomas
No, it’s so many ways. We typically travel together, all of us, at least every couple few years.

Pete Mockaitis
Oh, fun.

Maura Thomas
Sometimes we’ll do weekend getaways. We have many, many, many, many group text chains for sure and we have an annual party at Christmas.

Pete Mockaitis
Oh, cool.

Maura Thomas
All of us, yeah.

Pete Mockaitis
Well, that’s lovely. Well, it sounds like I think a lot of people would say, “Wow, I don’t know how I would possibly find the time for that,” but you have, in fact, written not just the book on productivity but the three books. Last time we talked about attention management. Could you maybe zoom out and orient us to the full empowered productivity system in your three books here?

Maura Thomas
Yeah, for sure. I teach what I call a workflow management system but, really, you could think of it as a life-flow management system. What a lot of people don’t recognize is that the way we operate can be systematized. Most people show up at work, or pat down the office wherever their laptop is, and just sort of do what happens to them. They log into their Slack, they log into their email, they turn their phone on, and just everything hits us and we do whatever happens to us.

But the way that we operate can be systematized. And when you can systematize that so that you have a process for managing everything, then everything gets easier and less stressful. So, my system that I teach is called the empowered productivity system, and that’s what the books cover. The empowered productivity system, three of the components of the system: attention management, action management, and communication management, and there’s a book on each. And so, each, individually, is certainly helpful but, together, they’re really exponentially powerful.

Pete Mockaitis
That’s lovely. So, do what happens to us. That’s a turn of a phrase. That resonates. And so, that’s one, boy, key distinction right there in terms of we don’t have to live that way, and there’s an alternative. Can you tell us, are there any other sort of big surprises or counterintuitive discoveries or things that most of us kind of get wrong about productivity?

Maura Thomas
Yes, the biggest thing that people get wrong about productivity is that time management is how we will get more productive. So, first, we need to talk about what does productive mean, and that’s really hard to know for people who work in an office. Because what does that mean? Is it how many emails I answer in a day? Is it how much of my to-do list I check off? What does productivity mean, especially if you work in an office?

If you work, if you’re like a repair person, or a builder, you can see your progress, “I went to six houses today,” or, “I built this much of the house today.” But if you work in an office, it’s so much harder to tell. So, the definition of productivity that I help people sort of recognize is it really comes from the dictionary, it’s achieving a significant result. That’s it. How productive you are is how much progress you have made on the result that are significant to you, personally or professionally, whatever is important to you that day, sometimes the most important thing. Also, the significance changes with the time horizon.

So, what’s significant this minute, this hour, this day, this week, this year, this decade, this lifetime? And so, when I talk about helping people be productive, I mean that I help people achieve more of their most significant results, whether it’s today’s results or whether it’s the legacy that you will leave behind at the end of your life, because that legacy is made in those moments, “Did I have an impact? Did I make people feel loved? Was I kind?” Those moments are when those things happen. So, that’s the definition of productivity that I use.

And your question was, “What’s the thing that people get wrong?” We say that, “If I can only manage my time better, I would be more productive,” but we’ve all had those days, Pete, where you say to yourself at the end of the day, “Oh, my gosh, I got so much done. That was such a good day.” Now, those days are few and far between for many of us but we do say that. We know what that feels like. Most of the time though we have those days where we say, “Oh, my gosh, I was busy all day and I got nothing done.”

But in those two days, we have the same 24 hours. Same 24 hours. We didn’t have more time one day and less time another day. Our problem today in the 21st century is not that we don’t have enough time. Our problem, the reason we aren’t achieving more of our significant results, is that we have too many distractions.

Pete Mockaitis
Yeah. Amen.

Maura Thomas
And you can’t solve a distraction problem with a time solution. So, the antidote to distraction is attention. And so, I think the first thing that we need to do is stop framing our productivity in terms of how we manage our time and, instead, frame it in terms of how we manage our attention.

Pete Mockaitis
Absolutely. And I would recommend listeners check out our previous interview about attention management. But just for a little teaser, could you share sort of like your top takeaway about attention management?

Maura Thomas
Yeah. We often make unconscious calculations. So, for example, most people sort of have come to this conclusion in their brain that, “My days are loud and distracting, and everybody’s interrupting me, and the office is loud, and I work in an open space, and everybody’s always dropping in on me, and all this technology, and that’s the reality. And so, I just have to figure out how to get my work done in spite of that.” But the truth is we can exert more control over that than we do.

We can control our environment. We can control our technology so that we can get that important work done during our workday because then the calculation is, “I have to figure out how to get my work done in spite of that.” And so, the conclusion that we come to is, “Well, the only time I can really get my work done is when all of that isn’t happening.” And the only time all of that isn’t happening is 11:00 o’clock at night, 4:00 o’clock in the morning, Saturdays, Sundays.

And so, isn’t it any wonder that we have a burnout epidemic right now in the business world because we’re all working around the clock trying to get our work done when people aren’t interrupting us? but we can control whether or not people interrupt us, and we just relinquish that control.

Pete Mockaitis
Yeah, that’s a powerful reframe and reclaiming of the attention or the power and the environment. That makes a boatload of difference. So, good stuff. I’d recommend folks listen to our previous conversation there. I’d like to chat about some of the insights from From To-Do to Done and The Happy Inbox. But maybe, first, could you give us a little bit of inspiration, some cool examples of folks who have put this empowered productivity system to work and achieved some significant results to them? Like, if folks are feeling burnt out or overwhelmed or hopeless, give them some inspiration. Like, what could be possible?

Maura Thomas
Yeah, absolutely. I hear from people every day who tell me that this process has really changed things for them. But the thing that comes to mind right now is a guy, we’ve agreed to call him David because he was in trouble at work and he was uncomfortable using his real name because, at his job, they had that sort of mentality that, “We have to do more with less.” And so, one of David’s coworkers left and so the company said, “Well, we’re not going to hire somebody else. We think you can do this,” and so he just had to keep taking on more and more work.

And as a result, he just falling farther and farther behind because, like most people, he was managing his work with a combination of Sticky Notes, flagged emails, legal pads, Excel spreadsheets, dry erase boards, where he had all of the stuff that he was trying to keep track of. But if that’s the way you manage your life, that’s like trying to do a puzzle when all the pieces are scattered all over the house. It’s just not an easy way. You might still be able to do the puzzle but it’s way harder and it takes way more time.

And so, he learned my empowered productivity system, he learned all the components because he got put on a performance improvement plan. His boss told him, “Look, you’re falling behind. You’re not meeting your deadlines. You need to turn this around. And if you don’t, then we’re going to have to let you go.”

And so, he got my books, and he read them, and he implemented what he’d learned, and not only did he catch up, but he found that he was going home early because he was getting all his work done, and he was able to go home instead of 6:00, 6:30, 7:00 o’clock. It was more like 4:00, 4:30, 5:00 o’clock, and stay on top of things.

He was meeting his deadlines. He was able to manage up a little bit better. So, when his boss came and said, “Hey, we want you to do this, too,” he was able to say, “That’s excellent and I’m happy to do that. And did you know that you’ve already assigned me these 14 things? And so, can you help me prioritize where I should put this new thing?”

And that often made his boss go, “Oh, I forgot you were doing…Oh, right. Oh, you’ve got that too. Oh, right. Well, maybe this isn’t that important. Maybe we should put this on the backburner.” So, he was really able to manage the work that got thrown at him in addition to being able to manage the work he already had. So, it was a huge success story.

Pete Mockaitis
That’s beautiful. Okay, cool. Well, let’s hear, what are some of the key things that can make that happen? Why don’t we start with the action management since we’ve talked about attention management? How do we go about managing those actions?

Maura Thomas
Yes. So, the first step in managing your actions is recognizing that puzzle analogy. The reason that we don’t do a puzzle with all the pieces scattered all over the house is because it takes more time, it takes more effort, it’s more frustrating, pieces would get lost, you don’t have any contexts, you can’t see the big picture.

And for all those same reasons that it’s not useful to do a puzzle with all the pieces scattered all over the house, it’s not useful to manage your responsibilities, your actions, your tasks, when some are in your head, and some are on a Sticky Note, and some are on a dry erase board, and some are on a legal pad, and some are appointments with yourself in your calendar.

So, the first thing that we need to do is we need to get a handle on all of these responsibilities. And, basically, they fall into two categories; things that have a strong relationship to time and things that have a weak relationship to time. So, things that have a strong relationship to time, it means it’s happening on a certain day, like somebody’s birthday, or it’s happening on a certain day and at a certain time, like a meeting or an appointment. Those things have a strong relationship to time. It makes perfect sense to put those things on a calendar because that’s a time-based tool.

But we all have many, many, many, many, many things that we need to do, both personally and professionally, that have what I call weak relationship to time, meaning, “You know, I got to do it soon. I told that client I would call him back a week or so. And I have to get that report in any time between now and the end of the month.” Either it has no due date, “I have to make a dentist appointment,” either it has no due date or it has a due date but that due date is at some point in the future.

So, for example, if it’s due on Friday, nobody cares and it doesn’t matter if you do it on Tuesday at 1:00, or Wednesday at 3:00, or Thursday at 7:00. It doesn’t matter. That has a weak relationship to time. As long as you get it in by the due date, you get to decide when it gets done. And so, those things that have a weak relationship to time, it’s better to manage those things on a task list. And I recommend that that task list be electronic because so a task manager, and there are millions, there’s Microsoft To-Do, and there’s Todoist, and there’s…

Pete Mockaitis
OmniFocus is my favorite.

Maura Thomas
Yeah, there’s OmniFocus and there’s Basecamp and there’s Asana. There are project management task tools and there’s personal task tools and there’s all these task tools. So, using a tool is important and keeping everything in that tool is really important. But, also, a lot of people have put all their stuff in a tool and then just sort of never looked at it again. And there’s a variety of reasons why that might be. Either they weren’t in the tool in a way that made it useful to you, or it just wasn’t your habit to look at the tool.

And so, people say to me, “Oh, I’m just not used to seeing it in a tool and I forgot to look at it so I had to go back to my piece of paper because I could put my piece of paper right there in front of me and always see it.” Well, I think that’s the wrong solution. You’re right, it’s a problem that you put everything in your task manager and then you’re not looking at your task manager. That is a problem, but the solution isn’t, “Therefore, I should stop using my task manager and go back to the way I used to do it.”

The solution is, “How can I remember? How can I create the habit of looking at my task tool and using my task tool?” And there’s a variety of ways. You could set a reminder, “Open your task list.” Some people use Outlook. You could set Outlook to open to your task list instead of to your email, which a lot of people don’t realize that. You could put a Sticky Note on your calendar that says, “Open task list,” or on your laptop screen that says, “Open my task list.” So, those are a couple of reasons why having a tool is important, but then using a tool the right way is a place where people stumble.

Pete Mockaitis
And then I think what’s great here is you’re focusing not so much on…I think it’d be quite tempting to, maybe it’s our attempt to alleviate our own dissonance to say, “Oh, I must not be using the right tool. That’s the thing. I need to use spreadsheet.” It’s like, “Oh, Pete is on OmniFocus. That’s the thing. I got to get on OmniFocus instead of Todoist is just garbage. That’s why I’m struggling.” And so, my hunch, I’ll give you a read on this, is that most often the answer is probably not you got to change your task tool in terms of like the core issue. Is that fair to say?

Maura Thomas
Absolutely. We could think about task tools like golf clubs. If your favorite PGA pro gave you her golf clubs, and said, “Here are my clubs. Now you should be able to win the LPGA tour or the PGA tour.” It’s not the clubs that makes the difference. It’s the way the pro uses the clubs that makes the difference. And so, we say, “Oh, I have this tool but it didn’t change my life, so it must be a bad tool,” like you said.

Well, we wouldn’t say that about golf clubs. What we do is we need to learn how to play golf. And then once we know how to play golf, then any tool will do. A good set of golf clubs is a good set of golf clubs. You’re probably not going to play that differently if you used this brand or that brand.

Pete Mockaitis
Perfect. So, one key failure point with any number of task tools, I guess, one is just not using it in the first place. Like, you’ve got, I think, a lot of folks don’t use one, and they think, “Oh, I got my email inbox. That sort of has the stuff I need to do, Maura.” What do you think about that?

Maura Thomas
Well, the problem with the email inbox is that, well, there are so many problems. Number one, your list of emails doesn’t really tell you, “What do I need to about this?” So, you put a flag on it, and then you can view all of your flagged emails but, basically, what you have is a list of email subject lines that doesn’t tell you, “Well, what do I need to do? And how important is it? And how long is it going to take me? And who asked me to do it?” And so then, you have to still read every email.

How many times, Pete, do you flag an email? And people tell me this all the time, “I flag an email and then I go to look for it, and I read the flag. And, oh, what’s this flagged email? Oh, right, it’s that thing. Oh, yeah, I’m still not going to do that now.” And so, we read the same email over and over and over again, and we can’t prioritize it, we can’t recognize it quickly, what the task is, we can’t put in in any sort of context in our email, and we all get lots of tasks that come to us in a form other than email.

And so then, people say, “Well, yeah, I just email myself.” Well, awesome because all of us just need more emails. That’s what everybody sits around wishing is that they got more emails, and that is just not a scalable solution.

Pete Mockaitis
All right. So, first, use a task manager. Secondly, remember to look at it. And I’m thinking about my interview with BJ Fogg, who wrote the book Tiny Habits which is awesome. So, it sounds like you’re saying a lot of people are just missing a trigger or a prompt.

Maura Thomas
That’s right.

Pete Mockaitis
And so, you can make up your own with an alarm, or try to get sort of a habit established, like, “As soon as I sit in the chair and touch my house, I open up the task manager,” or, “Whenever I open Outlook, the task manager is the default.” Any other key, like triggers, or rituals, or times emplacements, that seem to work well for people?

Maura Thomas
Yes. I think the most important thing, I’m so glad you brought up habits, is to recognize that it is the habits. We do habits without thinking, and so that leads us to these calculations that aren’t really conscious. People say to me, for example, “Oh, yeah, I was using the Outlook task list for a while but I realized it was too small. Those little lines on the screen were too small and I couldn’t really read them very well so I stopped using Outlook.”

But they didn’t really, in the moment, they didn’t say, “Hmm, this isn’t serving me because the font is too small. What’s the best solution for that?” They just sort of, “I don’t like that so I’m not going to use it. I need to stop using that,” because you can change the font size, for example. But we make these unconscious calculations because they’re so closely tied to our habits, and we do habits without thinking.

And so, we need to make the unconscious conscious. Like you said, there are a variety of ways, and BJ might have talked about the habitual cues. Habits are related to five different habitual cues, and probably I shouldn’t go down that rabbit hole. But recognizing, becoming more aware of our habits is the first step to changing them.

Pete Mockaitis
Five cues? Tell me more, Maura.

Maura Thomas
Yes. The five habitual cues, the five things that sort of cause us to engage in habits, one is the immediately preceding action, “So, whenever I do this, then I will do that.” Another of the habitual cues is the time of day that it is. So, some people really, myself personally, I crave coffee first thing in the morning but I feel disgusted by the thought of coffee at 3:00 o’clock in the afternoon, “Bleh, coffee. No.” So, the time of day can be related to something.

Your emotional state. So, for example, some people eat when they’re stressed, some people don’t eat when they’re stressed. So, your emotional state, there are habits around that. Another of the habitual cues is other people. So, for example, some people behave differently when they are around childhood friends or college friends. Personally, I smoked for a bit in college, and so when I was around my college roommates, I had the urge to smoke. But if they weren’t around, then I didn’t think about cigarettes. So, those are the habitual cues.

The more cues that are involved in a habit, the stronger the habit tends to be. And so, if you can analyze, “Okay, what time of day when I do this, what’s the immediately preceding action? Who else is here? What’s my emotional state?”

Maura Thomas
And the location is the fifth one, so where are you when you engaged in a habit? So, for example, some people smoke only when they go to a bar, since we’re talking about smoking. So, the more of the habitual cues that you can identify around a habit, then you have more chance of disrupting the habit. So, you can, for example, if you always check your email at your desk first thing in the morning, maybe you should work, try working in a different chair first thing in the morning, and then maybe you won’t have the urge to check your email if you think that is interfering with your productivity, for example.

And here’s a hint – it does. Checking your email first thing in the morning is often a challenge to our productivity because it sets us on that rabbit trail. It sets us up to do whatever happens to us, “I have these things that I wanted to do but now there’s this email and somebody wants me to do that, and somebody else wants me to do that. Now this is all happening, and so now my plans go out the window.”

But the more habitual cues that are involved in a habit, the more opportunity you have to disrupt the habit and change it into something that’s more productive for you.

Pete Mockaitis
Okay. Well, so right up front, with action management, get out of the email inbox, get into a tool of sorts. There’s a ton. Probably doesn’t need to stress too much exactly which one that you settle in on. Put the stuff in there and remember to look at it via some sort of a cue, prompt, trigger of sorts. Any other kind of quick pro tips, top do’s and don’ts when it comes to action management?

Maura Thomas
Yes. The way that we write things on our list makes a huge difference in whether or not we will actually do it. So, we need to recognize that the hardest part of anything is getting started. And so, if we know that, then we know that if we can make things easier to start, then we are more likely to keep going. So, what I recommend in the book From To-Do to Done is start every task on your list with an action verb but make sure that it’s really actionable. Make sure that it’s really clear. Not only is it an action verb, because there’s actionable action verbs and then there’s vague action verbs. There’s like, “Implement” is an action verb.

Pete Mockaitis
Synergize.

Maura Thomas
Right, exactly. Exactly. It makes you go, “Ahh, what now?” But if you say “Email,” or if you say, “Call,” or if you say, “Enter the data into the spreadsheet.” Like, for example, I tell people, “Don’t say ‘Research competitors.’ Instead, ‘Google marketing agencies in Texas,’” for example. Because “Research competitors” makes you go, “Ahh, am I going to the library? I guess the Dewey Decimal System is involved here. What’s going on right now?” Probably a lot of your listeners don’t even know what the Dewey Decimal System is. That’s how old I am, Pete.

Pete Mockaitis
You know, 158.1 is my favorite Dewey Decimal number. I’m with you.

Maura Thomas
That is how old I am. But the more specific you can be, the more likely you are to take an action because, the truth is, we all gravitate toward the fast and easy things on our task list and we leave the big hard-sounding stuff until later. So, if we can make everything sound fast and easy, then we are more likely to get it done.

And the truth is, to be awesome at your job, you know you want to get more done, more of the important stuff done. So, if you can take that big important stuff, break it down, write it down in a way that is very specific and very easy. For example, instead of saying, “Write the article,” say, “Identify the three major points of the article.” That feels easier. But once I’ve identified those three major points, then that’s going to get me rolling, and then I’m more likely to keep going.

Pete Mockaitis
Lovely. Okay. Well, so let’s hear a little bit about email. For one thing, you recommend not checking at the very beginning of the day. It gets you in a groove of doing what is happening to you as oppose to rocking and rolling your vision and priorities. So, what else? If folks are overwhelmed by email, there’s just too much, what do we do?

Maura Thomas
Yes, many things. So, first thing is treat your email inbox as a place to receive messages and process messages not as a place to store messages.

Pete Mockaitis
The inbox is not for storing.

Maura Thomas
The inbox is not for storing.

Pete Mockaitis
It’s for receiving and processing something, okay.

Maura Thomas
That’s right. Because once you just read it and leave it there, then it just becomes clutter. And people say, “Oh, but if it’s already read, I know that I’ve handled it.” But are you sure you’ve handled it? And then even if you have, there’s still all of this stuff that is in there, kind of clogging up and feeling overwhelming. People don’t recognize how much stress they’re under until they’re not under it anymore.

So, I can’t tell you how many times people have said to me, “I don’t care that there’s 8,752 messages in my email inbox. The only ones I care about are the 10 at the top that are unread.” And I say, “Okay, but just try it my way. Just set up your filter. If you’re using Gmail through your browser, then set it up so you only see unread. Or, if you’re using any other client, once you’ve read it, just move it. Just pick another folder, call it like saved emails or something, read emails, call it whatever you want. Call it old emails, call it archive, call it whatever you want. And once you read it and dealt with it, move it over there.

And I cannot tell you how many of those people who start out by saying, “Oh, it doesn’t matter that I have 8,000 messages,” and I tell them, “Just try it,” and then they like tweet me pictures of their empty inbox with balloons and confetti because they’re so excited that they were actually able to get their inbox to zero. Now, I do think that processing your email is important but I don’t want people to translate that that I believe that every email deserves your attention. It doesn’t. Every email does not deserve your attention.

So, first tip is, use your inbox for receiving and processing only, not for storing. Second tip is that filtering is really important. Creating rules, and unsubscribing, and marking things as junk that you don’t want, and potentially using another tool that you can get those random emails that maybe you want, maybe you don’t, but they don’t clutter up your primary inbox.

So, a tool that I really like is called Prattle. There’s another similar one called Bulc Club, but both of these give you a browser plugin where you can create kind of a throwaway email address. So, if you have to sign up for something or whatever, and so any message that goes to that address goes over here that you can go review that, and you can get a daily digest once a day that says, “Here’s everything that went into that inbox.” You could forward things to your inbox if you want to, but the point is it gets all of that stuff that, “I’m not really sure if I want this. Maybe it’s probably not urgent, it’s not work-related, but maybe I want it.” You can get all of that out by using another tool like one of those.

Another thing is to consider creating a rule that says, “Any message where I’m in the CC line instead of in the To line goes over here into this folder.” Because if you’re in the CC line, it’s probably just FYI. You can probably just sort of peruse those, skim them at your convenience. If you’re in the To line, it’s probably to you and it’s important, and you need to read it.

So, if you filter, if you unsubscribe, if you use one of those services and get a daily digest, then the volume of email that you receive goes way down. And so then, the time that you have to take to keep your email box, to stay on top of your email box, also goes way down.

Pete Mockaitis
Lovely. Okay. So, after reducing the volume in these ways, any way that we can actually go about doing the processing faster? We’ve heard a few times to do so at specific scheduled times as opposed to in the background all day long is one big thing that’s been a theme on the show. How else do you recommend we process emails optimally?

Maura Thomas
Yeah. So, when it’s time to deal with your email, I think the most important tip, so I think that advice to batch process certain times of the day instead of all day long, leaving your email open and reading every one as it arrives, I think that advice doesn’t quite go far enough. I think that the next step you have to take is when you decide, “Now it’s time to deal with my email for the next 30 minutes, 45 minutes, an hour,” whatever it is, you have to stop all of the new messages from arriving.

So, inbox pause, work offline, fetch manual, this is all sort of email tech terminology that says, “Stop sending me messages,” because every time you read a message, by the time you finish reading it, now you got a new one. So, then you read that one, and by the time you finished reading it, now you get a new one. And so, you can never get to the other messages that came in 15 minutes ago because you’re only reading the one that came in this minute, and the next minute, and the next minute.

So, when it’s time to process your messages, stop. Stop the new messages from arriving, deal with what’s there, and then you should get to zero if you’ve those old messages out, like I advised first, then you download your messages, stop anymore from coming in, deal with what’s there, and then move onto something else. Leave your inbox, pause, move onto something else, close it even, do your task, and then the next hour or two hours or whenever you decide it’s time again, un-pause, get all the messages, pause, deal with what’s there, move onto something else.

So, when I tell people, “Check your email as often as you feel like you need to. Just do it in between other things, not during other things.”

Pete Mockaitis
That’s lovely. That’s lovely. You don’t even have the option to have an email pop in, and say, “Oh, let’s see what this is about.” That’s cool.

Maura Thomas
That’s right.

Pete Mockaitis
Thank you. All right. Well, so tell me, before we shift gears and hear about your favorite things, any other sort of critical practices you recommend? I’m thinking about Chris Bailey here who talks about the ROI of different productivity advice in terms of minutes saved over minutes required to do the thing. Have you discovered that there are a couple practices that are just massively profitable in terms of the time or attention ROI they yield for you?

Maura Thomas
Yes. Now there are certainly a few exceptions to this rule but, in general, not checking your email inbox first thing in the morning can often provide massive returns. Because if you just worked uninterrupted for the first 60, 90 minutes of your day, and tackle those important things on your task list, then even if the whole rest of the day is lost to the rabbit trail of meetings, and emails, and communications, and back and forth, and dah, dah, dah, dah, then at least, at the end of the day, you’ll still be able to say, “But I got that stuff done. It was still a good day.”

Pete Mockaitis
Lovely. Okay, cool. Well, anything else you want to make sure to mention before we hear about your favorite things?

Maura Thomas
I think most of my favorite things are related to productivity so hopefully they’ll be useful too.

Pete Mockaitis
Good. How about a favorite quote?

Maura Thomas
“It’s not the moments in your life that matter. It’s the life in your moments that matter.” And I wish I could find who said that first but I have been unsuccessful so maybe I said it first. I’m not sure.

Pete Mockaitis
And how about a favorite study or experiment or bit of research?

Maura Thomas
Gloria Mark’s research out of UC Irvine that shows that, on average, we switch what we’re doing about every three minutes in five seconds. Oh, my gosh, you can’t even toast bread in three minutes in five seconds. How can we get any meaningful work done in three-minute increments?

Pete Mockaitis
And how about a favorite book?

Maura Thomas
My favorite book is called Focus: The Hidden Driver of Excellence by Daniel Goleman. It’s a really powerful book about our brains.

Pete Mockaitis
And a favorite tool?

Maura Thomas
Two tools, tied for first, but they’re both from the same company. The company is called Doist, and they make Todoist, my favorite task manager. They also make a group communication tool called Twist that I use with my team, and love it. And I think it’s better than the ones that are more commonly used.

Pete Mockaitis
Well, I’m intrigued. What makes Twist better than Slack?

Maura Thomas
Twist is built for asynchronous communication. And I think the problem with Slack isn’t necessarily the tool. I think it’s the way that it’s primarily used, which is as asynchronous device. Everybody just chats everybody all day long, and everybody is allowing those notifications all day long, and so we end up just constantly distracted. But Twist was built on the idea that asynchronous is more efficient and that very few things really need to be addressed right now.

Pete Mockaitis
All right. And a favorite habit?

Maura Thomas
Single-tasking, for sure. Doing one thing at a time and being present in the thing.

Pete Mockaitis
All right. And is there a key nugget you share that people really connect with and quote back to you often?

Maura Thomas
There are two, if I can squeeze them in really quick. One is when I teach people to shut off their email notifications, which seems pretty obvious but you’d be amazed at how many people still aren’t doing it. Because here’s the thing, do you really need a notification to tell you that you have new email? Let me end the suspense for you right now – you have new email.

In any minute of any day, it is safe to assume you have new mail, so those constant notifications are so damaging, so just shut them off. That’s the first thing that people quote back to me, “You made me realize, I don’t need a notification to tell me I have new email.”

And the other thing is to block out 10 minutes per hour of meeting in your calendar so that you can collect your thoughts, and capture your action items, and reflect on what happened, and just make a conscious shift into your next thing. It makes your days much less hectic and it makes you more awesome at your job.

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

Maura Thomas
MauraThomas.com, where you can find articles on my blog. Right on the homepage, you can sort of get to whatever suits your need, whether it’s my books, or free articles on my blogs, or individual training or corporate training, it’s all right there – MauraThomas.com.

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

Maura Thomas
Yes. You have a choice. You can live a life of reaction and distraction, or you can live a life of intention and choice. And the decision is up to you.

Pete Mockaitis
All right. Maura, this has been a treat. I wish you much luck and success and productivity in all your adventures.

Maura Thomas
Thanks for having me, Pete. It’s nice to see you.