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Just in Time for 2013: An Evergreen Time Management System

Just in Time for 2013: An Evergreen Time Management System

It’s disappointing: you start the new year looking for some solid advice on improving your time management, but all that’s available is yet another list of top 10 tips. You feel let down because they offer little help in moving you towards the working professional’s ultimate destination—an evergreen time management system.

An evergreen system is one that never gets frozen in time. Its methods and tools are continually being evolved by its owner, and constantly being renewed. Here are a couple of reasons to keep your system fresh.

Reason #1 – our lives are dynamic. Things change at work; we get promoted, or selected to lead up a project, or our boss forces us to do the work of two people. At home, we get married, start an exercise program or need to take care of an aging parent. Somewhere in between, we start a part-time Masters degree.

As these commitments make their way into our lives, we find ourselves needing additional capacity… more time… more refined time management techniques to deal with a new level of demands. None of us wants our system to become the bottleneck that causes stuff to fall through the cracks, so we keep it evergreen just so that it can keep up.

Reason #2 – technology is expanding. Every other day we are presented with new choices of productivity tools that simply cannot be ignored. Case in point—there are quite a few professionals who swear that they’ll never use a smartphone, which has caused them to fall behind in developing the latest productivity skills. In the next five years, there will be a further explosion of new mobile products, apps and services, forcing us to make choices about if and when to use them.

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Most people are lazy: they go out and buy the latest gadget, and allow it to shape their time management habits e.g. texting while driving to “save time.” Keeping our system evergreen is the opposite—it means thinking about our system’s needs in an objective way so that we look for the tools we need before they even appear at Best Buy.

We need to learn how to tinker with our systems effectively to keep them evergreen—they don’t stay fresh by themselves.

Many time management gurus are like most auto mechanics, who aren’t interested in teaching you anything useful—they just want you to follow their instructions: “bring in your car.” Gurus often ask us to do the same:”just follow my instructions”. They generally don’t want us tinkering with our systems, doing our own thing, and departing from their advice.

We are on our own.

Fortunately, we can find our way to an evergreen system by coaching ourselves, and by using lessons from other familiar disciplines.

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1. From Professional Sports

“Andragogy” refers to the field of adult education. One of its key principles is that adults already have existing skills (unlike children) and that improvement efforts must build on the abilities that already exist. Top sports teams follow this principle, and start all new players off with an assessment of their skills.

In time management, you already have some good, or even great skills. You need to start with a skillful assessment of your strengths and weaknesses compared against best-in-class practices before deciding to follow a tip or purchase a gadget.

2. From the Martial Arts,

Not everyone who enters a dojo needs (or wants) a Third Degree Black Belt. Most will end up with a more modest achievement in keeping with their aspirations. In much the same way, you need to set goals for your time management system, using your knowledge of world-class standards. Don’t go over the top. Don’t follow someone else’s prescription. Instead, be modest, and set a time to achieve the next rung in the ladder, and then the next, in a way that inspires you rather than scaring you silly.

Making progress at your own pace is the only way to avoid the failure that so many experience from trying to implement too much, too quickly.

3. From Your Math Teacher

If your grade school teachers were any good, they taught you some pretty complex math skills in small, tiny steps. You barely noticed what was happening as they led you slowly, but steadily, through a range of skills.

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Research shows that an adult’s time management skills are just as complex as math skills. Changing them is much easier if you are able to break down the changes you want into small steps that appear to be easy to complete. This is self-coaching at its finest.

4. From Your Piano Instructor

It takes several years of consistent practice at increasing levels of difficulty to become a top-class piano player. You discovered this in perhaps your third or fourth lesson, leading you to re-evaluate your goal of soloing at Carnegie Hall. Fortunately, your instructor showed you how to spread out the small steps you needed to master over a period of several years. She had a plan for taking you all the way and it involved, as Malcolm Gladwell says in “Blink,” at least 10,000 hours of dedicated practice.

One reason why recent graduates aren’t made into Vice Presidents immediately is that they don’t have the personal time management systems to accomplish very much, a fact which executives understand acutely, but rarely share. They must learn how to replace today’s time management habits with new ones, executing a plan that might take weeks, months and even years of practice.

5. From Your Attempts at Weight Loss

If you have ever tried to lose weight, you might appreciate how challenging it is to learn new habits, and unlearn old ones.

We humans have a difficult time changing habits, and researchers have labored to find a magic formula. So far, they tell us that we over-estimate our willpower, and need much more help than we think. This help must exist beyond the boundary of our memory and emotions, in the form of support groups, coaches, reminders, incentives, dis-incentives, plus more. The key is to build in layers of support that simply don’t allow failure when the urge to eat a sugary snack kicks in.

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While this might sound simple enough, the research also states that we need custom support systems, and can’t simply recycle the supports that a colleague used. This step takes self-knowledge, and very smart tactics.

If we take what we know from these areas in our lives, we can assemble evergreen time management systems that never go stale, and are powered by our innate love of learning. For many of us, tinkering effectively can be a big challenge, but also a lot of fun.

Featured photo credit:  a pen on a book point at a day is New year via Shutterstock

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Francis Wade

Author, Management Consultant

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The Productivity Paradox: What Is It And How Can We Move Beyond It?

The Productivity Paradox: What Is It And How Can We Move Beyond It?

It’s a depressing adage we’ve all heard time and time again: An increase in technology does not necessarily translate to an increase in productivity.

Put another way by Robert Solow, a Nobel laureate in economics,

“You can see the computer age everywhere but in the productivity statistics.”

In other words, just because our computers are getting faster, that doesn’t mean that that we will have an equivalent leap in productivity. In fact, the opposite may be true!

New York Times writer Matt Richel wrote in an article for the paper back in 2008 that stated, “Statistical and anecdotal evidence mounts that the same technology tools that have led to improvements in productivity can be counterproductive if overused.”

There’s a strange paradox when it comes to productivity. Rather than an exponential curve, our productivity will eventually reach a plateau, even with advances in technology.

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So what does that mean for our personal levels of productivity? And what does this mean for our economy as a whole? Here’s what you should know about the productivity paradox, its causes, and what possible solutions we may have to combat it.

What is the productivity paradox?

There is a discrepancy between the investment in IT growth and the national level of productivity and productive output. The term “productivity paradox” became popularized after being used in the title of a 1993 paper by MIT’s Erik Brynjolfsson, a Professor of Management at the MIT Sloan School of Management, and the Director of the MIT Center for Digital Business.

In his paper, Brynjolfsson argued that while there doesn’t seem to be a direct, measurable correlation between improvements in IT and improvements in output, this might be more of a reflection on how productive output is measured and tracked.[1]

He wrote in his conclusion:

“Intangibles such as better responsiveness to customers and increased coordination with suppliers do not always increase the amount or even intrinsic quality of output, but they do help make sure it arrives at the right time, at the right place, with the right attributes for each customer.

Just as managers look beyond “productivity” for some of the benefits of IT, so must researchers be prepared to look beyond conventional productivity measurement techniques.”

How do we measure productivity anyway?

And this brings up a good point. How exactly is productivity measured?

In the case of the US Bureau of Labor Statistics, productivity gain is measured as the percentage change in gross domestic product per hour of labor.

But other publications such as US Today, argue that this is not the best way to track productivity, and instead use something called Total Factor Productivity (TFP). According to US Today, TFP “examines revenue per employee after subtracting productivity improvements that result from increases in capital assets, under the assumption that an investment in modern plants, equipment and technology automatically improves productivity.”[2]

In other words, this method weighs productivity changes by how much improvement there is since the last time productivity stats were gathered.

But if we can’t even agree on the best way to track productivity, then how can we know for certain if we’ve entered the productivity paradox?

Possible causes of the productivity paradox

Brynjolfsson argued that there are four probable causes for the paradox:

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  • Mis-measurement – The gains are real but our current measures miss them.
  • Redistribution – There are private gains, but they come at the expense of other firms and individuals, leaving little net gain.
  • Time lags – The gains take a long time to show up.
  • Mismanagement – There are no gains because of the unusual difficulties in managing IT or information itself.

There seems to be some evidence to support the mis-measurement theory as shown above. Another promising candidate is the time lag, which is supported by the work of Paul David, an economist at Oxford University.

According to an article in The Economist, his research has shown that productivity growth did not accelerate until 40 years after the introduction of electric power in the early 1880s.[3] This was partly because it took until 1920 for at least half of American industrial machinery to be powered by electricity.”

Therefore, he argues, we won’t see major leaps in productivity until both the US and major global powers have all reached at least a 50% penetration rate for computer use. The US only hit that mark a decade ago, and many other countries are far behind that level of growth.

The paradox and the recession

The productivity paradox has another effect on the recession economy. According to Neil Irwin,[4]

“Sky-high productivity has meant that business output has barely declined, making it less necessary to hire back laid-off workers…businesses are producing only 3 percent fewer goods and services than they were at the end of 2007, yet Americans are working nearly 10 percent fewer hours because of a mix of layoffs and cutbacks in the workweek.”

This means that more and more companies are trying to do less with more, and that means squeezing two or three people’s worth of work from a single employee in some cases.

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According to Irwin, “workers, frightened for their job security, squeezed more productivity out of every hour [in 2010].”

Looking forward

A recent article on Slate puts it all into perspective with one succinct observation:

“Perhaps the Internet is just not as revolutionary as we think it is. Sure, people might derive endless pleasure from it—its tendency to improve people’s quality of life is undeniable. And sure, it might have revolutionized how we find, buy, and sell goods and services. But that still does not necessarily mean it is as transformative of an economy as, say, railroads were.”

Still, Brynjolfsson argues that mismeasurement of productivity can really skew the results of people studying the paradox, perhaps more than any other factor.

“Because you and I stopped buying CDs, the music industry has shrunk, according to revenues and GDP. But we’re not listening to less music. There’s more music consumed than before.

On paper, the way GDP is calculated, the music industry is disappearing, but in reality it’s not disappearing. It is disappearing in revenue. It is not disappearing in terms of what you should care about, which is music.”

Perhaps the paradox isn’t a death sentence for our productivity after all. Only time (and perhaps improved measuring techniques) will tell.

Featured photo credit: Pexels via pexels.com

Reference

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