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A New Productivity for the Smartphone Era

A New Productivity for the Smartphone Era

    About a year ago, I published a question in a Blackberry forum asking how the devices had helped to make professionals more productive.

    The responses I received were typified by the one that I remember the most: “I am more productive because I can check my email on  the train to and from work.”

    This seemed like a reasonable response at the time. As a person who gets a bit nervous when I have nothing productive to do, I could relate.  While I don’t take the train, the value of converting “down time” to productive time is a pretty attractive one.

    And apparently, I’m not alone.

    A recent  survey of 1 million users in 34 countries showed that 62% believed that their work productivity was “much better” due to new technology.  75%  consider the opportunity provided by devices such as smartphones and laptops to remain in constant contact with work as a positive development.

    Apparently, “productivity” has been redefined.

    According to our new definition, productivity has something to do with two things: converting “down time” to work time, and  being able to  “stay in touch” with what’s happening at work at all times.  This  kind of commitment used to be associated with  “Type A” executives, but nowadays anyone with the right tools can join in the fun.

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    “Fun” might be a strong word, but many of us like to find new ways  to be effective, and like to feel as if we’re getting better at  managing our time.

    However, what’s actually happening in the life of many  professionals is not amusing at all.  Their companies  have taken the opportunity given them by technology and the recession to convince employees to spend more  “down time” doing work.  At the same time, they send a subtle message that  “staying in touch” with work also means being available 24 hours  a day for 52 weeks of the year.

    Converting “Down Time” Nowadays, it seems, everyone with a smartphone has gotten into the habit of continuously trying to convert “down time” into useful, work time.  Here are some everyday examples of ways in which many professionals are converting their “down time.”

    • – a manager driving on the highway at 70 m.p.h. sends a text to his team  (while spilling hot coffee into his lap)
    • – an engineer in a meeting that’s going slowly, checks her email and replies (missing two action items assigned to her)
    • – an accountant watching his child play baseball on Saturday morning closes a deal in the fourth inning via cellphone (and lies to his  son about seeing him make his first catch ever)
    • – a supervisor attending 3 days of personal productivity training is unable to leave her smartphone untouched for more than 15 minutes (and later complains that  the trainer was ineffective)
    • – a consultant speaking to a client on the phone remembers that  he should have sent an urgent message to a colleague, and quietly does so (even as the client notes the sudden lapse in attention and interprets it as a lack of interest in continuing the relationship)
    • – a hard driving attorney once again takes his smartphone to the  urinal where he can multi-task (… and is noticed by his boss’ husband who happened to borrow his smartphone just five minutes earlier)
    • – a family cheers in unison when executive-Mom forgets her  smartphone at home 5 hours into the annual vacation (and falls into  despair when FedEx delivers it the next day)

    I recently asked a client: “How did your big presentation to the executive team go?”  She responded: “OK… but the CEO spent the entire hour on his (expletive)  Blackberry.”

    This was bad news for my client, whose project was now being viewed by the CEO as another chunk of his “down time.”

    If these are all examples of attempts to convert “down time” into useful time, take note of the way in which “down time” has been expanded.  This  is more than filling in the time that would be spent sitting on a train.  The habit has invaded every nook and cranny of our lives, sparing no-one, and costing us dearly.

    At this point, many of you reading are probably shaking your heads at  some of the poor etiquette on display.  I did the same, until I began to think of the mindset of the employees involved.

    All the habits listed above were developed by professionals who  were well intended — they were trying to boost their productivity by converting “down time” into something of value. Unfortunately,  once we humans are hooked on a habit, it’s hard to stop, and  we end up employing it inappropriately, much to the annoyance of others in our lives.  In that moment, the fun has disappeared and the habit has become an empty, automatic practice that does more harm than good.

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    The worse part is that in many companies, executives are leading  the way by example, as they are often the first users of these devices and the employees most likely to squeeze work into every available minute of their lives.

    They are also the ones who are unwilling to sever the connection between themselves and their colleagues, even for a few hours  each day.

    Staying in Touch With Work A friend of mine once told me the story of a manager of  rambunctious employee who was essential to the organization, but  frequently complained and threatened to leave.  In the space of a few months, he got married, bought a house and had a baby.

    After these happy events, his manager passed my friend in the hall on hearing the latest it of happy news and whispered conspiratorially: “I have him  now!”  In other words, with his new family and financial obligations,  the rambunctious employee was unlikely to raise more trouble, and  would probably settle into a comfortable routine of corporate  service with a steady eye on his pension, benefits and 401(k).

    The point of the story?  There are executives and managers who are blithely offering the gift of smartphones to their employees, and  in some companies it’s seen as a reward, and a status symbol.

    What many of them know, however, is that when an employee accepts the device, they are likely to join the group of the always-reachable, and engage in many of the behaviors that their higher-ups are practicing,  such as: – sending and receiving messages at 2:30 am – using weekends, vacations and holidays to conduct company business – implicitly agreeing to respond to all messages within a short time-frame – interrupting ANY activity to “find out what my boss wants”

    (If the stories told on YouTube and on blogs are true, then  _anything_ can be interrupted nowadays by smartphone use!)

    To put it in more Machiavellian terms, companies have found a way to take time and attention that employees used  to spend on their own, with their families and with their friends, and convert it to company time.  It starts with the gift of a  smartphone.

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    While I truly doubt that there is some master plan, don’t doubt for a minute that a manager doesn’t know the difference between her employees who are always-reachable from those who aren’t. Companies can make big gains in productivity by simply giving away smartphones to their employees, while ignoring the added stress that gets created.

    There are some companies that are noticing what is happening, however.

    Enlightened companies take a page out of the medical profession, which has long realized that it’s important to maintain  some kind of boundaries in their professionals’ lives.  Companies can put in place policies that clearly delineate  time spent “at work,” “on call” and “away from work.”   They recognize that these are three distinct modes that must be  enforced if employees are expected to function at their best.

    Most employees, however, find themselves in un-enlightened companies and  must make their own way, starting with 3 steps they must take.

    Their first step is to identify the unproductive habits in their time management system.  They can do the kind of analysis I describe on my website (www.2time-sys.com) to find the strong and weak spots.

    The second step is to create an improvement plan that outlines the habits to be changed, along with some target dates. This gives  them some realistic goals to heard towards.

    The third step requires them to create an environment to make the habit changes easier to effect.  Unfortunately, most  habits do not change easily or quickly, and the right blend of supports can make all the difference.

    Employees who have begun this personal journey need to make  a plan to enlighten the executive team.  Most smartphone use started with the CEO and her direct reports, and they are the ones who, in  all likelihood, introduced, for example, a culture of 24 hour  availability to the organization.

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    In an effort like this, employees need allies at all levels to  help demonstrate that bad habits  developed in the executive suite can wreak havoc when rolled out to an entire company.  (There  is a growing body of data available that can be used in this effort.)  In an intervention, executives can be asked to imagine an  all-company meeting in which half the attendees spend most of the  meeting on their smartphones, lost in cyber-space.  (Some would  simply argue that they are following the fine example of their CEO!)

    If the executive team can be convinced that these behaviors  are destructive, then the company can move to specify some  specific changes.

    For example, the US Federal Government has banned the use of  cell-phones by its employees while they are driving and conducting government business.  In part, that’s because of obvious safety reasons.

    From a productivity stand-point, however, it makes perfect sense. Other policies can be introduced to limit the use of smartphones and laptops during off hours, for starters.  (In some companies, turning off all messaging devices between 12:00 am and 6:00 am would be a major step.)

    Each company needs to look at its culture, as well as its  strategy, and phase in these changes in a way that makes sense. They need to allow for the fact that habit change takes time, and  that a new culture could not be born in an instant.

    The single employee who decides to change their company has a very difficult task on her hands, however, as she realizes that smartphones have done more to change company culture in the past few years than any vision statement or 2 day retreat.  She needs to appreciate that  some executives may decide that they like the way things are going, and don’t want to change a thing.   Those companies who take this route probably won’t see any  immediate fallout as employees cling to their jobs for fear of losing them, but they’ll  pay later.  At some point in the future, productivity will be impacted on a large scale, as employees burn themselves out and the bottom  line suffers.

    It’s much better to make the small, enlightened changes now, than  to wait until the cost is higher and the effort required seems to  be impossible to garner.

    All it takes to get started is one or two employees who are willing  to redefine what productivity means for themselves and their  companies, in favour of long-term results that are sustainable.

    More by this author

    Francis Wade

    Author, Management Consultant

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    Last Updated on May 12, 2020

    Why You Have the Fear of Failure (And How to Overcome It)

    Why You Have the Fear of Failure (And How to Overcome It)

    Nobody enjoys failing. Fear of failure can be so strong that avoiding failure eclipses the motivation to succeed. Insecurity about doing things incorrectly causes many people to unconsciously sabotage their chances for success.

    Fear is part of human nature. As an entrepreneur, I faced this same fear. At times, I forgot that who I was wasn’t what I did. My ego and identity became intertwined with my work, and when things didn’t go as planned, I completely shut down. I overcame this unhealthy relationship with fear, and I believe that you can too.

    Together we’ll examine how you can use failure to your advantage instead of letting it run your life. We’ll look at what a fear of failure is, where it comes from, and how to overcome it so that you can enjoy success in your work and life.

    What Is Fear of Failure?

    Fear causes you to avoid potentially harmful situations. Fear of failure keeps you from trying, creates self-doubt, stalls progress, and may lead you to go against your morals.

    What causes fear of failure? Here are the main reasons why fear of failure exists:

    • Patterns from childhood – Hyper-critical adults cause children to internalize damaging mindsets.[1] They establish ultimatums and fear-based rules.This causes children to feel the constant need to ask for permission and reassurance. They carry this need for validation into adulthood.
    • Perfectionism – Perfectionism is often at the root of fear of failure.[2] For perfectionists, failure is so terrible and humiliating that they don’t try. Stepping outside your comfort zone becomes terrifying.
    • Over-personalization – The ego may lead us to over-identify with failures. It’s hard to look beyond failure at things like the quality of the effort, extenuating circumstances, or growth opportunities.[3]
    • False self-confidence – People with true confidence know they won’t always succeed. A person with fragile self-confidence avoids risks. They’d rather play it safe than try something new.[4]

    How the Fear of Failure Holds You Back from Suceeding

    Unhealthy Organization Culture

    Too many organizations today have cultures of perfection: a set of organizational beliefs that any failure is unacceptable. Only pure, untainted success will do.

    Imagine the stress and terror in an organization like that. The constant covering up of the smallest blemishes. The wild finger-pointing as everyone tries to shift the blame for the inevitable cock-ups and messes onto someone else. The rapid turnover as people rise high, then fall abruptly from grace. The lying, cheating, falsification of data, and hiding of problems—until they become crises that defy being hidden any longer.

    Miss out Valuable Opportunities

    If some people fail to reach a complete answer because of the lure of some early success, many more fail because of their ego-driven commitment to what worked in the past. You often see this with senior people, especially those who made their names by introducing some critical change years ago. They shy away from further innovation, afraid that this time they might fail, diminishing the luster they try to keep around their names from past triumph.

    Besides, they reason, the success of something new might even prove that those achievements they made in the past weren’t so great after all. Why take the risk when you can hang on to your reputation by doing nothing?

    Such people are so deeply invested in their egos and the glories of their past that they prefer to set aside opportunities for future glory rather than risk even the possibility of failure.

    High Achievers Become Losers

    Every talent contains an opposite that sometimes makes it into a handicap. Successful people like to win and achieve high standards. This can make them so terrified of failure it ruins their lives. When a positive trait, like achievement, becomes too strong in someone’s life, it’s on the way to becoming a major handicap.

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    Achievement is a powerful value for many successful people. They’ve built their lives on it. They achieve at everything they do: school, college, sports, the arts, hobbies, work. Each fresh achievement adds to the power of the value in their lives.

    Gradually, failure becomes unthinkable. Maybe they’ve never failed yet in anything that they’ve done, so have no experience of rising above it. Failure becomes the supreme nightmare: a frightful horror they must avoid at any cost.

    The simplest way to do this is never to take a risk, stick rigidly to what you know you can do, protect your butt, work the longest hours, double and triple check everything and be the most conscientious and conservative person in the universe.

    If constant hard work, diligence, brutal working schedules and harrying subordinates won’t ward off the possibility of failing, use every other possible means to to keep it away. Falsify numbers, hide anything negative, conceal errors, avoid customer feedback, constantly shift the blame for errors onto anyone too weak to fight back.

    The problems with ethical standards in major US corporations has, I believe, more to do with fear of failure among long-term high achievers than any criminal intent. Many of those guys at Enron and Arthur Andersen were supreme high-fliers, basking in the flattery of the media. Failure was an impossible prospect, worth doing just about anything to avoid.

    Loss of Creativity

    Over-achievers destroy their own peace of mind and the lives of those who work for them. People too attached to “goodness” and morality become self-righteous bigots. Those whose values for building close relationships become unbalanced slide into smothering their friends and family with constant expressions of affection and demands for love in return.

    Everyone likes to succeed. The problem comes when fear of failure is dominant. When you can no longer accept the inevitability of making mistakes, nor recognize the importance of trial and error in finding the best and most creative solution.

    The more creative you are, the more errors you are going to make. Get used to it. Deciding to avoid the errors will destroy your creativity too.

    Balance counts more than you think. Some tartness must season the sweetest dish. A little selfishness is valuable even in the most caring person. And a little failure is essential to preserve everyone’s perspective on success.

    We hear a lot about being positive. Maybe we also need to recognize that the negative parts of our lives and experience have just as important a role to play in finding success, in work and in life.

    How to Overcome the Fear of Failure (Step-By-Step)

    1. Figure out Where the Fear Comes From

    Ask yourself what the root cause of your negative belief could be.[5] When you look at the four main causes for a fear of failure, which ones resonate with you?

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    Write down where you think the fear comes from and try to understand it as an outsider.

    If it helps, imagine you’re trying to help one of your best friends. Perhaps your fear stems from something that happened in your childhood, or a deep-seated insecurity.

    Naming the source of the fear takes away some of its power.

    2. Re-Frame Beliefs About Your Goal

    Having an all or nothing mentality leaves you with nothing sometimes. Have a clear vision for what you’d like to accomplish but include learning something new in your goal.

    If you always aim for improvement and learning, you are much less likely to fail.[6]

    At Pixar, people are actually encouraged to “fail early and fail fast.”[7] They encourage experimentation and innovation so that they can stay on the cutting edge. That mindset involves failure, but as long as they achieve their vision of telling great stories, all the stumbling blocks are just opportunities to grow.

    3. Learn to Think Positively

    In many cases, you believe what you tell yourself. Your internal dialogue affects how you react and behave.

    Our society is obsessed with success, but it’s important to recognize that even the most successful people encounter failure.

    Walt Disney was once fired from a newspaper because they thought he lacked creativity. He went on to found an animation studio that failed. He never gave up, and now Disney is a household name.

    Steve Jobs was also once fired from Apple before returning as the face of the company for many years. [8]

    If Disney and Jobs believed the negative feedback, they wouldn’t have made it.

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    It’s up to you to notice your negative self talk and identify triggers. Replace negative thoughts with positive facts about yourself and the situation. You’ll be able to create a new mental scripts that you can reach for when you feel negativity creeping in. The voice inside your head has a great effect on what you do.

    4. Visualize all Potential Outcomes

    Uncertainty about what will happen next is terrifying. Take time to visualize the possible outcomes of your decision. Think about the best and worst-case scenarios. You’ll feel better if you’ve already had a chance to mentally prepare for what could happen.

    Fear of the unknown might keep you from taking a new job. Weigh the pros and cons, and imagine potential successes and failures in making such a life-altering decision. Knowing how things could turn out might help you get unstuck.

    5. Look at the Worst-Case Scenario

    There are times when the worst case could be absolutely devastating. In many cases, if something bad happens, it won’t be the end of the world.

    It’s important to define how bad the worst case scenario is in the grand scheme of your life. Sometimes, we give situations more power than they deserve. In most cases, a failure is not permanent.[9]

    For example, when you start a new business, there’s bound to be a learning curve. You’ll make decisions that don’t pan out, but often that discomfort is temporary. You can change your strategy and rebound. Even in the worst case scenario, if the perceived failure led to the end of that business, it might be the launching point for something new.

    6. Have a Backup Plan

    It never hurts to have a backup plan. The last thing you want to do is scramble for a solution when the worst has happened. The old adage is solid wisdom:

    “Hope for the best, prepare for the worst.”

    Having a backup plan gives you more confidence to move forward and take calculated risks.

    Perhaps you’ve applied for a grant to fund an initiative at work. In the worst-case scenario, if you don’t get the grant, are there other ways you could get the funds?

    There are usually multiple ways to tackle a problem, so having a backup is a great way to reduce anxiety about possible failure.

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    7. Learn from Whatever Happens

    Things may not go the way you planned, but that doesn’t automatically mean you’ve failed. Learn from whatever arises.[10] Even a less than ideal situation can be a great opportunity to make changes and grow.

    “Sometimes you win, sometimes you learn.”

    Ask yourself:

    • What did I learn?
    • How can I grow from this?
    • Did anything positive come from this situation?

    Dig deep enough, and you’re bound to find the silver lining. When you’ve learned that “failure” is an opportunity for growth instead of a death sentence, you conquer the fear of failure.

    Final Thoughts

    Together we’ve learned what fear of failure is, and how it can have a crippling effect on our ability to achieve. This fear often stems from childhood, perfectionism, ego and over-personalization, and a lack of confidence.

    Luckily for us, there are plenty of ways to tackle this fear. We can start by figuring out where it comes from and re-framing the way we feel about failure. When failure is a chance for growth, and you’ve looked at all possible outcomes, it’s easier to overcome fear.

    Stay positive, have a backup plan, and learn from whatever happens. Your failures will be sources of education and inspiration rather than humiliation.

    “I have not failed. I’ve just found 10,000 ways that won’t work.” – Thomas A. Edison

    Failures can be blessings in disguise.

    Go boldly in the direction of your dreams and goals. Don’t allow fear to stand in your way.

    More Tips for Conquering Fear

    Featured photo credit: Vecteezy via vecteezy.com

    Reference

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