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How to Stop Multitasking and Become Way More Productive

How to Stop Multitasking and Become Way More Productive

Today we are expected to work in highly disruptive environments. We sit down at our desks, turn on our computer and immediately we are hit with hundreds of emails all vying for our attention.

Our phones are beeping and pinging with new alerts to messages, likes and comments and our colleagues are complaining about the latest company initiative is designed to get us to do more work and spend less time at home.

All these distractions result in us multitasking where our attention is switching between one crisis and the next.

Multitasking is a problem. But how to stop multitasking?

How bad really is multitasking?

It dilutes your focus and attention so even the easiest of tasks become much harder and take longer to complete.

Studies have shown that while you think you are multitasking, you are in fact task switching, which means your attention is switching between two or more pieces of work and that depletes the energy resources you have to do your work.

This is why, even though you may have done little to no physical activity, you arrive home at the end of the day feeling exhausted and not in the mood to do anything.

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We know it is not a good way to get quality work done, but the demands for out attention persist and rather than reduce, are likely to increase as the years go by.

So what to do about it?

Ways to stop multitasking and increase productivity

Now, forget about how to multitask!

Here are a few strategies on how to stop multitasking so you can get better quality and more work done in the time you have each working day:

1. Get enough rest

When you are tired, your brain has less strength to resist even the tiniest attention seeker. This is why when you find your mind wandering, it is a sign your brain is tired and time to take a break.

This does not just mean taking breaks throughout the day, it also means making sure you get enough sleep every day.

When you are well rested and take short regular breaks throughout the day your brain is fully refuelled and ready to focus in on the work that is important.

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2. Plan your day

When you don’t have a plan for the day, the day will create a plan for you. When you allow outside influences to take control of your day, it is very hard not to be dragged off in all directions.

When you have a plan for the day, when you arrive at work your brain knows exactly what it is you want to accomplish and will subconsciously have prepared itself for a sustained period of focused work.

Your resistance to distractions and other work will be high and you will focus much better on the work that needs doing.

3. Remove everything from your desk and screen except for the work you are doing

I learned this one a long time ago. In my previous work, I worked in a law office and I had case files to deal with. If I had more than one case file on my desk at any one time, I would find my eyes wandering over the other case files on my desk when I had something difficult to do.

I was looking for something easier. This meant often I was working on three or four cases at one time and that always led to mistakes and slower completion.

Now when I am working on something, I am in full-screen mode where all I can see is the work I am working on right now.

4. When at your desk, do work

We are creatures of habit. If we do our online shopping and news reading at our desks as well as our work, we will always have the temptation to be doing stuff that we should not be doing at that moment.

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Do your online shopping from another place—your home or from your phone when you are having a break—and only do your work when at your desk. This conditions your brain to focus in on your work and not other distractions.

5. Learn to say no

Whenever you hear the phrase “learn to say no,” it does not mean going about being rude to everyone. What it does mean is delay saying yes.

Most problems occur when we say “yes” immediately. We then have to spend an inordinate amount of energy thinking of ways to get ourselves out of the commitment we made.

By saying “let me think about it” or “can I let you know later” gives you time to evaluate the offer and allows you to get back to what you were doing quicker.

6. Turn off notifications on your computer

For most of us, we still use computers to do our work. When you have email alert pop-ups and other notifications turned on, they will distract you no matter how strong you feel.

Turn them off and schedule email reviewing for times between doing your focused work. Doing this will give you a lot of time back because you will be able to remain focused on the work in front of you.

7. Find a quiet place to do your most important work

Most workplaces have meeting rooms that are vacant. If you do have important work to get done, ask if you can use one of those rooms and do your work there.

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You can close the door, put on your headphones and just focus on what is important. This is a great way to remove all the other, non-important, tasks demanding your attention and just focus on one piece of work.

The bottom line

Focusing on one piece of work at a time can be hard but the benefits to the amount of work you get done are worth it. You will make fewer mistakes, you will get more done and will feel a lot less tired at the end of the day.

Make a list of the four or five things you want to get done the next day before you finish your work for the day and when you start the day, begin at the top of the list with the first item.

Don’t start anything else until you have finished the first one and then move on to the second one. This one trick will help you to become way more productive.

Featured photo credit: Unsplash via unsplash.com

More by this author

Carl Pullein

Dedicated to helping people to achieve their maximum potential through better time management and productivity.

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Last Updated on September 17, 2019

How to Delegate Work Effectively (Step-By-Step Guide)

How to Delegate Work Effectively (Step-By-Step Guide)

All managers and leaders must master the art of delegation. Understanding how and when to allocate responsibility to others is essential in maintaining a high level of productivity, both on a personal and organizational level. Knowing how to delegate is also essential for an effective leadership.

To learn how to delegate is to build a cohesive and effective team who can meet deadlines. Moreover, knowing when and how to delegate work will reduce your workload, thus improving your wellbeing at work and boosting your job satisfaction. Unfortunately, many leaders are unsure how to delegate properly or are hesitant to do so.

In this guide, you will discover what delegation really entails, how it benefits your team, and how to delegate work effectively.

The Importance of Delegation

An effective leader knows how to delegate. When you delegate some of your work, you free up your time and achieve more on a daily basis. Effective delegation also promotes productivity within a team by drawing on the existing skill set of its members and allowing them to develop new knowledge and competencies along the way. The result is a more flexible team that can share roles when the need arises.[1]

When you are willing to delegate, you are promoting an atmosphere of confidence and trust. Your actions send a clear signal: as a leader, you trust your subordinates to achieve desired outcomes. As a result, they will come to think of you as a likeable and efficient leader who respects their skills and needs.

Delegation isn’t about barking orders and hoping that your staff falls in line. A manager’s job is to get the very best from those under their supervision and in doing so, maximizing productivity and profit.[2]

Here’s an example of bad delegation:

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    Careful delegation helps to identify and capitalize on the unique strengths and weaknesses of the team members. Delegation also boosts employees’ engagement as it proves that the managers are interested in drawing on their talents.[3]

    The Fear of Delegating Tasks

    Delegation boosts productivity, but not all managers are willing or able to delegate.[4] Why? Here’re some common reasons:[5]

    • They may resent the idea that someone else may get the credit for a project.
    • They may be willing to delegate in principle but are afraid their team won’t be able to handle an increased degree of responsibility.
    • They may suspect that their staff is already overworked, and feel reluctant to increase their burden.
    • They may suspect that it’s simpler and quicker just to do a task themselves.
    • They dislike the idea of letting go of tasks they enjoy doing.
    • They fear that if they delegate responsibility, their own manager will conclude that they can’t handle their workload.

    Delegation vs Allocation

    Most people think that delegation and allocation are synonymous, but there is an important distinction to be made between the two.[6]

    When you allocate a task, you are merely instructing a subordinate to carry out a specific action. You tell them what to do, and they do it–it’s that simple. On the other hand, delegation involves transferring some of your own work to another person. They do not just receive a set of instructions. Rather, they are placed in a role that requires that they make decisions and are held accountable for outcomes.[7]

    How to Delegate Work Effectively (A Step-By-Step Guide)

    So what’s the best way to delegate work so you can fight the fear of delegation, build an efficient team and work faster? Here’s a step-by-step guide:

    1. Know When to Delegate

    By understanding how much control you need to maintain over a situation, you can determine the best strategy for empowering workers. There are 7 levels of delegation that offer workers different degrees of responsibility.

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    This brief video explains these levels and offers examples of when it’s appropriate to use each one:

    Delegation occurs along a spectrum. The lowest level of delegation happens when you tell other people what to do. It offers little opportunity for employees to try new approaches. The most empowering form of delegation occurs when you are able to give up most of your control over the project to the employee.

    Knowing how to delegate work helps you understand how to connect people with tasks that make the best use of their talents. When done properly, it ensures that you will get the best end-result.[8]

    When you’re deciding how to delegate work, ask the following questions:

    • Do you have to be in charge of this task, or can someone else pull it off?
    • Does this require your attention to be successful?
    • Will this work help an employee develop their skills?
    • Do you have time to teach someone how to do this job?
    • Do you expect tasks of this nature to recur in the future?

    2. Identify the Best Person for the Job

    You have to pass the torch to the right team member for delegation to work. Your goal is to create a situation in which you, your company, and the employee have a positive experience.

    Think about team members’ skills, willingness to learn, and their working styles and interests. They’ll be able to carry out the work more effectively if they’re capable, coachable, and interested. When possible, give an employee a chance to play to their strengths.

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    Inexperienced workers may need more guidance than seasoned veterans. If you don’t have the time to set the newer employee up for success, it’s not fair to delegate to them.

    You also have to consider how busy your employees are. The last thing you want to do is overwhelm someone by giving them too many responsibilities.

    3. Tell and Sell to Get the Member Buy-In

    After you’ve found the perfect person for the job, you still have to get them to take on the new responsibility. Let them know why you chose them for the job. [9] When you show others that you support their growth, it builds a culture of trust. Employees who see delegated tasks as opportunities are more likely to be invested in the outcome.

    When you’re working with newer employees, express your willingness to provide ongoing support and feedback. For seasoned employees, take their thoughts and experiences into account.

    4. Be Clear and Specific About the Work

    It’s critical to explain to employees why the project is necessary, what you expect of them, and when it’s due.[10] If they know what you expect, they’ll be more likely to deliver.

    By setting clear expectations, you help them plan how to carry out the task. Set up project milestones so that you can check progress without micromanaging. If your employee has trouble meeting a milestone, they still have time to course correct before the final product is due.

    This type of accountability is commonly used in universities. If students only know the due date and basic requirements for completing major research papers, they might put off the work until the eleventh hour. Many programs require students to meet with advisers weekly to get guidance, address structure, and work out kinks in their methods in advance of deadlines. These measures set students up to succeed while giving them the space to produce great work.

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    5. Support Your Employees

    To see the best possible outcomes of delegating, your subordinates need resources and support from you. Connect them with training and materials to develop skillsets they don’t already have.[11] It may take more time up front to make resources available, but you’ll save time by having the work done correctly. For recurring tasks, this training pays off repeatedly.

    Sometimes employees need a help to see what they’re doing well and how they can improve. Giving and receiving feedback is an essential part of delegation. This is also a good way to monitor the delegated tasks as a leader. While you can keep track of the progress of the tasks, you are not micro-managing the employees.

    Throughout the project, periodically ask your employees if they need support or clarification. Make it clear that you trust them to do the work, and you want to create a space for them to ask questions and offer feedback. This feedback will help you refine the way you delegate work.

    6. Show Your Appreciation

    During periodic check-ins, recognize any wins that you’ve seen on the project so far. Acknowledge that your employees are making progress toward the objective. The Progress Principle lays out how important it is to celebrate small wins to keep employees motivated.[12] Workers will be more effective and dedicated if they know that you notice their efforts.

    Recognizing employees when they do well helps them understand the quality of work you expect. It makes them more likely to want to work with you again on future projects.

    Bottom Line

    Now that you know exactly what delegation means and the techniques to delegate work efficiently, you are in a great position to streamline your tasks and drive productivity in your team.

    To delegate is to grant autonomy and authority to someone else, thus lightening your own workload and building a well-rounded, well-utilized team.

    Delegation might seem complicated or scary, but it gets much easier with time. Start small by delegating a couple of decisions to members of your team over the next week or two.

    More About Delegation

    Featured photo credit: Freepik via freepik.com

    Reference

    [1] BOS Staffing: 5 Benefits Of Delegation – Empower Your Team
    [2] Brian Tracy International: How to Delegate The Right Tasks To The Right People: Effective Management Skills For Leadership Success
    [3] MindTools: Successful Delegation: Using The Power Of Other People’s Help
    [4] Fast Company: The Three Most Common Fears About Delegation: Debunked
    [5] Leadership Skills Training: Delegation
    [6] Abhinav Jain: Delegation of work vs Allocation of work
    [7] Anthony Donovan: Management Training: Delegating Effectively
    [8] Management 3.0: Practice: Delegation Board
    [9] Focus: The Creativity and Productivity Blog: A Guide to Delegating Tasks Effectively
    [10] Inc.: 6 Ways to Delegate More Effectively
    [11] The Muse: The 10 Rules of Successful Delegation
    [12] Teresa Amabile and Steven Kramer: The Progress Principle

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