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Personal Productivity in the 21st Century

Personal Productivity in the 21st Century
Knowledge Worker

What does it mean to be productive? The “gurus” have given us a few ideas — it means to “get things done”, to be “highly effective”, to know who it was, exactly, who moved your cheese. What things, effective at what, and who is bringing cheese to work anyway are questions that these books don’t — and can’t — answer.

There’s something profoundly old-fashioned about much of our productivity literature today. I’ll admit — I’m quite a fan of David Allen’s Getting Things Done, but there are aspects of his work and his philosophy that bug me, that hearken back to the Industrial Psychology of the early 20th century. Whenever he talks about “cranking widgets”, I can’t help but see in my mind Charlie Chaplin the Modern Times haplessly wielding a wrench against an ever-increasing onslaught of bolts that need tightening. And from there, I’m led inevitably to the famous image of Chaplin being dragged through the cogs and wheels of the machine — a fitting metaphor for how many people feel when they try to put all Allen’s ideas into practice.

The others — Covey, Drucker, and the flood of personal development books aimed at managers and executives that fill the business shelf at Borders — bring to mind the business world of the ’50s, ’60s, and ’70s. I see Covey and my mind flips to Darren Stephens heading off to work at the ad agency, or men with hats whistling at the pretty girls in the secretarial pool in some madcap ’50s comedy. I see ZIg Ziglar’s books on the shelf (tons of them!) and imagine Willy Loman out there on the road, desperate for one more sale.

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The productivity gurus of the last century seem to be describing a world where water coolers and coffee breaks still rule, where the non-smokers are the outcasts, where short-sleeved white shirts are matched with white, chest-length ties and topped off with neatly parted hair. They’re not describing worlds I’m familiar with — they’re not describing worlds I suspect most of us are familiar with.

The 21st Century Worker

While I’m sure there are still Old School corporate executives out there, and boiler room salesmen, and more than a few factory workers (though they’re rare in the US, where less than 10% of our working population is involved in production), the professional of today isn’t likely to be any of those. Work in the Western world has been redefined as knowledge work — the production of ideas, not goods. We’re paid to think, not make.

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What does that mean in terms of productivity? In the 20th century, a worker’s productivity was measured in terms of how many widgets s/he cranked in a day, an hour — even a minute. Employers set up cameras and filmed workers at their machines, allowing them to time the steps taken to complete a task down to 1/28th of a second (most of the early development of film-making technology came from manufacturers, not artists). How do you measure the generation of ideas? How do you reduce thinking to a widget you can crank?

The answer, of course, is that you can’t. Which is why, I think, so many people balk at much of the advice offered by the likes of Allen, Covey, Drucker, and the lesser luminaries of the personal productivity world — and why creative people tend to be especially suspicious of their systems. It seems unnatural to, say, schedule a block of time when we can think uninterrupted — ideas tend not to respect our schedules very much.

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It’s why, too, the idea of writing things down when they occur to us and following them up during our scheduled processing time also puts many people off — when we get a really good idea, we want to follow up on it now. Even if that means putting off whatever work’s in front of us.

Getting Creativity Done

There is a place in even the most creative person’s life for the kind of discipline offered by the systems of the productivity gurus. In fact, I’d say that a lot of us need those systems even more than the executives and managers that they’re aimed at. Getting places on time, forcing ourselves to handle our household necessities, keeping on top of our income and outlay — these are things that don’t come naturally to a lot of creative people, and following a productivity system can make that part of our lives a lot easier — which should in theory help us free up more time and energy for doing the creative stuff that gets us going.

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But I think there’s also an empty space, a lacuna (a favorite word of mine that I almost never get to use!) that we need to deal with. How can we keep our schedules rigid enough that we know what we need to do when we need to do it, but flexible enough that we can focus on the things that feed our passion? How can we educate the people around us who see us sitting in our office (or den, or on a bench at the park) staring into space and think we’re goofing off, so that they understand that this still time is part of our work — the most important part of our work? How can we break free from the economic model that posits time as a spendable thing, and measures only successful outcomes — when we learn most from the failures?

Tomorrow, we’re posting an interview of Guy Kawasaki, a man I agree with totally about 50% of the time (and the other 50% of the time utterly disagree with). In the interview, Guy says “People should stop looking for grails and start looking for personal enlightenment.” What he means — or what I mean when I quote him — is that the idea that there needs to be a financial payoff to every idea, the idea that the “return” is more important than the “investment”, all too often keeps us from pouring ourselves into things that we don’t see any way to measure. And yet those are the things that are the things we should be most willing to invest ourselves in: family, friendship, beauty, truth, trust, community — enlightenment.

So what’s the answer? Where’s the “hack”? To be honest, I don’t know. I have infinitely more questions than solutions right now. But this month, I’ve asked our writers (including myself) to take on some of the issues I’m raising here. I’ve asked them to consider what’s missing in the productivity systems we have today, and what have we missed in them that’s especially valuable? Stay tuned throughout the month as we explore these issues, and feel free to bring up your own questions — and your own solutions — in the comments.

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Last Updated on September 17, 2018

Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

Are you one of those people who are always suffering setbacks? Does little ever seem to go right for you? Do you sometimes feel that the universe is out to get you? Do you wonder:

Why do I have bad luck?

Let me let you into a secret:

Your luck is no worse—and no better—than anyone else’s. It just feels that way. Better still, there are two simple things you can do which will reverse your feelings of being unlucky.

1. Stop believing that what happens in your life is down to the vagaries of luck, destiny, supernatural forces, malevolent other people, or anything else outside your self.

Psychologists call this “external locus of control.” It’s a kind of fatalism, where people believe that they can do little or nothing personally to change their lives.

Because of this, they either merely hope for the best, focus on trying to change their luck by various kinds of superstition, or submit passively to whatever comes—while complaining that it doesn’t match their hopes.

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Most successful people take the opposite view. They have “internal locus of control.” They believe that what happens in their life is nearly all down to them; and that even when chance events occur, what is important is not the event itself, but how you respond to it.

This makes them pro-active, engaged, ready to try new things, and keen to find the means to change whatever in their lives they don’t like.

They aren’t fatalistic and they don’t blame bad luck for what isn’t right in their world. They look for a way to make things better.

Are they luckier than the others? Of course not.

Luck is random—that’s what chance means—so they are just as likely to suffer setbacks as anyone else.

What’s different is their response. When things go wrong, they quickly look for ways to put them right. They don’t whine, pity themselves, or complain about “bad luck.” They try to learn from what happened to avoid or correct it next time and get on with living their life as best they can.

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No one is habitually luckier or unluckier than anyone else. It may seem so, over the short term (Random events often come in groups, just as random numbers often lie close together for several instances—which is why gamblers tend to see patterns where none exist).

When you take a longer perspective, random chance is just . . . random. Yet those who feel that they are less lucky, typically pay far more attention to short-term instances of bad luck, convincing themselves of the correctness of their belief.

Your locus of control isn’t genetic. You learned it somehow. If it isn’t working for you, change it.

2. Remember that whatever you pay attention to grows in your mind.

If you focus on what’s going wrong in your life—especially if you see it as “bad luck” you can do nothing about—it will seem blacker and more malevolent.

In a short time, you’ll become so convinced that everything is against you that you’ll notice more and more instances where this appears to be true. As a result, you will almost certainly stop trying, convinced that nothing you can do will improve your prospects.

Fatalism feeds on itself until people become passive “victims” of life’s blows. The “losers” in life are those who are convinced they will fail before they start anything; sure that their “bad luck” will ruin any prospects of success.

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They rarely notice that the true reasons for their failure are ignorance, laziness, lack of skill, lack of forethought, or just plain foolishness—all of which they could do something to correct, if only they would stop blaming other people or “bad luck” for their personal deficiencies.

Your attention is under your control. Send it where you want it to go. Starve the negative thoughts until they die.

To improve your fortune, first decide that what happens is nearly always down to you; then try focusing on what works and what turns out well, not the bad stuff.

Your “fate” really does depend on the choices that you make. When random events happen, as they always will, do you choose to try to turn them to your advantage or just complain about them?

Thomas Jefferson is said to have used these words:

“I’m a great believer in luck and I find the harder I work, the more I have of it.”

Ralph Waldo Emerson said:

“Shallow men believe in luck. Strong men believe in cause and effect.”

Your luck, in the end, is pretty much what you choose it to be.

Featured photo credit: LoboStudio Hamburg via unsplash.com

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