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Rethinking Productivity: How Personality Affects Productivity (and Why No One`s Ever Told You)

Rethinking Productivity: How Personality Affects Productivity (and Why No One`s Ever Told You)

(Editor’s Note: We’re starting a new series this week featuring new Lifehack contributor Kirsten Simmons called “Rethinking Productivity”. The hope is our readers will ask Kirsten questions about productivity, organization, and time management so that she can provide answers that will make people take a step back and “rethink” productivity. Enjoy.)

Dear Kirsten,

It’s funny that you mention Getting Things Done, because my crash with that system is what initially prompted me to write. I’ve heard so many people rave about it and read so many good reviews, and when I picked up the book it was the most confusing thing I’d ever read! I had to pull out my sketchbook to try to visualize all the steps and even now I’m not sure I got them right.

I started with the collection of outstanding stuff to do, and ended up with an inbox at least a foot high. Then I tried to sort through it all and do the two minute tasks. After three hours my head was pounding and I’d only gotten halfway through! At least a third of my “two minute” tasks ended up taking much more time, and I felt torn between trying to finish them or going back and leaving yet another item hanging in limbo. I took another stab the next day and managed to get all the way through, leaving me with hefty stacks of short and long term projects, subdivided between personal and income-producing.

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But now here’s the thing – I really want to dig into some of my long term projects now! The short ones should have the priority, but going through the materials I had collected for the long term projects simply has rekindled my desire and excitement for them.

I pushed past that and started trying to keep GTD going day-to-day. I spent at least an hour each day trying to keep everything straight and moving tasks back and forth as I completed them, went on to something else, then came back with a new idea for a completed task and reopened it again. On days where I taught workshops, my inbox piled high with tasks and I’d have to work twice as long the next day to catch up. I began to second guess myself and lose track of tasks in the system, especially when they’d been moved back and forth a few times. Finally I crashed after a 3 day workshop when my inbox was full of at least 5 hours of sorting, categorizing and networking tasks. The pile was back to the 12+ inches I’d had when I first started, and it had only been a month!

Reading back now, it feels so silly – why couldn’t I just have done the work? Clearly other people use this system to great effect, but the sight of that mile-high inbox was just so demoralizing! I tossed the entire thing into the recycling bin and felt a bit better, but my inherent problem still remains. I’m ditzy and flakey and I don’t mean to stand people up with work and play, but somehow it ends up happening anyway and I hate to disappoint people. Any ideas how I can prevent that?

Signed,

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G – (aaaah!)

    Dear G,

    Your brush with GTD sounds similar to my own, except that I believe my inbox had reached around 3 feet in height before I bailed. I distinctly remember the thing falling over in a landslide of paper, business cards and post-it notes, and my dogs rushing in to investigate and gleefully grabbing pages to rip apart. I should have scolded them, but it was such a relief to see the remains of what I should have been doing!

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    As I mentioned last time, productivity needs to fit within your own personal ecosystem. That ecosystem includes your goals, your personality, your strengths and weaknesses, your habits and your life commitments. In GTD, productivity is the be all and end all, a blunt instrument which can be effective in the right hands, but which can be overwhelming or even destructive in others. Let’s say you had a tomato and needed to cut it in two. http://www.lifehack.org/articles/communication/when-to-use-email-when-not-to.htmlWould you choose a chainsaw, a butcher’s knife, a paring knife or a butterknife?  You need to have the right tool for the job!

    You don’t mention much about your goals, habits or strengths/weaknesses in your letter, but you have provided me some hints as to your personality. Given the physical height of your inbox, your need to visualize the steps of GTD and your mention of hating to disappoint people, I’m going to guess you’re Environmental or Fantastical, and I’ll go out on a limb to say that Environmental is your primary and Fantastical your secondary. Everyone has a primary type that comes most naturally to them and picks up secondary types based on the strength of the influences around them growing up.

    • The Environmental Type is an amazing people person. They have the enviable skill of being able to feel and interpret the body language and emotion of the people around them, and they are happiest when those they love and spend time with are happy. This is a double edged sword, however, and I have seen many Environmentals neglecting themselves to the point of ruining their health in favor of supporting those around them instead. Your routinely overflowing inbox is indicative of a classic Environmental conundrum – saving anything that might have value to someone, someday. Let me guess – your email inbox is the same way, isn’t it?
    • The Fantastical Type is a visual thinker, and they bring an impressive problem solving ability to any task they undertake. They have a tendency to get lost in what they do and remain lost for hours on end, regardless of what’s going on around them. This is the author who stays up into the wee hours of the morning writing and the scientist who dives into his lab with an idea and emerges hours later having forgotten to eat, drink or do anything else on his calendar in the intervening time.

    There are two additional types, the Analytical and the Structural.

    • The Analytical Type is a brilliant big picture thinker, and is able to internalize and process information quickly. This is the person who can look at a chart or figure, understand what’s going on and how it fits into her goals, and speak intelligently about the meaning of the data and the next steps. They are also very ambitious, sometimes to the detriment of other pieces of their life when they’re in pursuit of a goal.
    • The Structural Type is the naturally gifted systems person – they can see a situation, understand the pieces, and think through the potential possible outcomes to put together a repeatable process. While I don’t know David Allen personally, the simple existence of the Getting Things Done empire tells me he’s a Structural. And systems like GTD can work great – for other Structurals. That’s why you see so many Structural systems in the productivity arena – it’s a natural response when you see others struggling to want to help, and if you have a productivity system that works for you then you’ll naturally tell others about it when you see them struggling with productivity. But when an Environmental or a Fantastical tries to use a Structural system, we see the frustration, stress and eventual abandonment that you describe, G – (aaah!). When an Analytical uses a Structural system, they can manage it but it’s not the best use of their time and abilities.

    So what’s the solution for those of us who have differing strengths than our Structural counterparts? Well, that depends on the other elements of the ecosystem – your goals, your habits and your life commitments. Why don’t you write back and tell me about the first and the third, G – (aaah!)? Then we can start to test out ideas that have a greater chance of working for you.

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    With Love,
    Kirsten

    Now it’s your turn – given these type descriptions, which one do you think you are?

    Have a productivity problem? Tell Kirsten all about it and get a solution!

    Featured photo credit: One Green Car Among Many Other Cars via Shutterstock and inline photo by Johannes Kleske via Flickr (CC BY 2.0)

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    Last Updated on February 18, 2019

    How to Motivate Employees and Boost Team Productivity

    How to Motivate Employees and Boost Team Productivity

    These days, in a world with cognitive, AI, and extraordinary advances, we have failed at the most basic stimulus: motivation. Why do I say so? Just take a look at these statistics:

    58 percent of managers said they didn’t receive any management training as per a CareerBuilder.com survey. Only 12% of employees leave their jobs because of more money. Research indicates that around 80% of employees leave their jobs due to “lack of appreciation”. Due to fear of failing, more than half of American workers don’t take their paid vacations. 53% of Americans are unhappy at work (not engaged). And 1 in 3 are working in a field they don’t like.[1]

    Archaic people management and HR structures are the root cause.

    “If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.” – Antoine de Saint-Exupery

    So how to motivate employees and boost team productivity?

    Here are 3 key things that you can do to motivate your employees and boost team productivity:

    1. Run Your Team/Group/Company like a Lean Startup

    The Lean Startup phenomena by Eric Ries has been socialized across millions all over the globe. In a nutshell, it is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable; this is achieved by adopting a combination of business-hypothesis-driven experimentation, iterative product releases, and validated learning.[2]

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    Encourage Your Employees

    When you empower your employees (or family members) to do what they deem to be best for a particular roadblock, idea, or improvement, you create magic. You create genuine trust. You enable innovation. The result is happy, inspired employees who feel they have a say in the grand cosmic stage at work.

    Note that increasing the competency level of employees and coaching and mentoring them along the way is key. You yourself, need to do the same. Nourish your brain – and get a mentor that will keep you at the edge of your game.

    Offer Rewards

    Motivation is also intrinsic. The startups I have worked at offered instant rewards — not just fat checks or equity increments, but Oscar-style nominations.

    The non-monetary rewards were actually more coveted, and grandiose: lunch with the CEO, tickets to an Obama fund-raiser, horse-back riding with a world-class equestrian.

    Compare this to a dodgy, corporate, white-cubicle dinosaur that had a “yearly performance review” where both parties dread the conversation. In a world of instant WhatsApp messages, having a conversation about performance, likes and dislikes cannot just happen annually in 60 minutes. Employees need to be rooted in the belief that their manager genuinely cares about them.

    Give Autonomy

    Another key attribute is autonomy. Most employees start brushing their resumes and cruising LinkedIn when their hands are tied in their current positions: approval forms, long meetings, escalations, and more meetings. In the world of agile and scrum masters, deliberating for the sake of deliberating is poison. You will choke the very employees that giddily accepted the job initially to “change the world”.

    Within a reasonable realm of assessment and deep-dives, trust your employees to do the heavy lifting. Give them access to the knowledge, people and resources that help them directly make the choices that will shape the future of your team, and your company.

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    Eliminate yourself as the bottleneck – and interject yourself as a benevolent, servant leader that is the symbol of high-performing organizations.

    2. Apply the 90/90/1 Rule

    I recently saw a video by Deepak Sharma (a leadership adviser) about productivity and this principle stuck with me. Here’s what it’s about:

    Devote the First 90 Minutes of Your Day to Important Project

    For the next 90 days, devote the first 90 minutes of your day to your most important project—nothing else. Do this for yourself and your employees.

    We usually get sucked into the most wasteful, operational activities in the morning which robs our focus, and steers us into an unwanted rabbit hole. So mute your notifications, avoid the temptation to check your exploding inbox, and scroll your Instagram feed later. Instead, focus on that ONE thing that will provide real value to you, your team, or your business/company/home.

    Apply this rule to yourself – and your team. Your team will thank you. Note: If you’re feeling really stretched for time, you can always hack the rule by testing out a “45/45/1” version.

    A To Do Scheduling System

    Another version of this is to use the Kanban concept, developed by Taiichi Ohno, an industrial engineer at Toyota. Kanban is a scheduling system employing boards and cards.

    The most basic version is a canvas with “To-do”, “Doing”, and “Done” boards (or columns). Each activity or task is a “card” that moves from one column to the other. I use Trello (a Kanban-inspired app) that is a key system for my personal and professional life. It allows me to understand my workload, their priority, and due dates.

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    I use importance and effort metrics (scores) for each task to understand what is truly necessary in my life to work on. It negates the FIFO (first-in, first out) paradox that has plagued millions of people. Instead, it allows me to take stock of what is on my plate, and then bite on what truly will move the needle for me, my team, my life, and my company.

    With a limited appetite (at least for some), would you eat the veggies, fries, mashed potatoes and leave the sizzling steak? No, you wouldn’t (unless you are a vegan and ended up in the wrong restaurant).

    Approach your work with a weighted vengeance – and encourage your team to do the same.

    3. Align Passion and Skills to Purpose

    The heart of human excellence often begins to beat when you discover a pursuit that absorbs you, frees you, challenges you, and gives you a sense of meaning, joy and passion.

    “The most fortunate people on earth are those who have found a calling that’s bigger than they are—that moves them and fills their lives with constant passion, aliveness, and growth.” — Richard Leider

    An ace team-member once told me that while she enjoys working for the company we both used to work at, she really hated anything to do with technology. She was more of a “people” person, and did not want to sit behind a desk sifting through lines of code.

    What struck me was that she was in that role for more than a decade and had just spoken up. The good thing is she spoke up. She expressed her desire and interests. And it allowed her to get into a role of her liking within 30 days.

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    Ask If They like What They’re Doing

    If you, or a team member is frustrated, demotivated, or not performing at their best – one of the questions you should ask is whether they like what they are doing. Then genuinely try to help them get to the role they should be in (whether in the same team/company or not).

    There’s a reason why 53% of Americans (and perhaps more or same across the globe) are unhappy at work. A butcher cannot be an ace salad maker. Pursue your passion – and help pave the way for your team. Unlock your potential and theirs. You will command and lead a supercharged team.

    “Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of other’s opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.” – Steve Jobs

    The Bottom Line

    Sometimes, passion has to be ignited. It is dormant, clouded by busy-ness, buried by wrong career choices, and plagued by non-supportive eco-systems. Some will climb out of it, but we as society — and in the case of business teams — incumbent upon the manager/CEO/leader to foster, grow, and nurture the employee.

    Teach her the ropes. Show her the path. Advise him as you would yourself. Let them lead, and make mistakes. Do not fear them, rather make them the leader you would want to become.

    For your not-so-great team members, understand that it is not personal, it is just not a good fit. Help them move on to the pastures they would be fit to graze on. Hence, hire slow (and fire fast).

    Your team is a reflection of you. Boosting their confidence and helping them achieve the impossible is motivation. Focus on that, and you will have a productive team that you and your company will be proud of.

    More Resources About Team Management

    Featured photo credit: rawpixel via unsplash.com

    Reference

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