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Simplify Your Productivity Tools To Get More Done

Simplify Your Productivity Tools To Get More Done

    Anytime a new productivity app hits the App Store or the web it’s a race to see if it’s the next best thing; the last app you will ever need to become more productive, a better human being, or, hell, even cuter. Anytime a new “productivity guru” tells us how to get more work done we may as well spend a week or month to give it a try.

    I can’t tell you how much money and time I have racked up in trying new apps, paying subscriptions to things like Remember the Milk or Toodledo, or even creating precise taxonomies for tagging my tasks.

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    If you are like me in any way (and you probably are because you read Lifehack.org), I can help out by telling you now that no single application or productivity system will make you more productive. In fact, most of our so-called “systems” tend to get in our way and make us productive at creating productivity stuff. And that’s about it.

    It’s a racket

    When I first read GTD about 4 years ago my inner geek instantly saw a way to systematize my work and life. With that came an eagerness to look for everyone’s “implementation” and to try out many different ways of setting up my own system. I bought a labeler, filing cabinet, inbox, paper planner thingy, some decent pens, index cards (way too many index cards), and preceded to Get Things Done.

    Or so I thought.

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    What happened for a good portion of 2 to 3 years was my endless tweaking of a system and search for something better that didn’t really support my work. The system ran me and actually made me scared to use it. It felt like a bottomless pit of empty projects and tasks that I would never look at or review because of their unimportance.

    All of this brought me to my original point: productivity apps and systems don’t make the man, the man makes the productivity system.

    Cutting the fat

    So, instead of being buried in a sea of productivity tools and ideas that were not supporting me, for the last year and a half I have been trimming down my system to the most essential and useful.

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    I first went on a paper productivity kick. It was like a detox for a productivity pr0n junky. Keeping projects and action lists with paper allows one to not be confined to a certain set of labels, buttons, and tags. It allows you to just write things down and helps to stay out of your way. Another nice thing about paper productivity is that it isn’t really filled with features and because of that doesn’t move you to “feature-tweak” it. You can read more about the benefits of paper productivity here.

    While using paper I identified some things that I truly didn’t like that I knew I would need a digital system for like:

    • due date sorting
    • sorting in general
    • easier manipulation of lists and changing tasks without rewriting everything
    • ability to easily send something by email
    • a place to store notes directly linked to tasks

    So, I then found myself a set of tools that met these requirements and allowed me to practice the Getting Things Done system at the minimum. I cut the fat of my productivity system and finally put myself in control of it.

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    The practical part

    If you are like me and have been swimming in a sea of productivity pr0n for too long and want to own your productivity system rather than allow it to own you, here are a few simple steps:

    1. Go on a productivity tool detox. Quick searching for the “15 Best Productivity Tools on ‘X’ Operating System”, stay away from the multitude of apps that promise that they will help you get more done and try something simple like paper for a while. You will find out what you truly need in a system.
    2. While using the simplest tools possible actually get some work done with them. Allow the productivity tool to support you and start to learn how to trust it in your everyday work life.
    3. Make a list of things that you absolutely need – not want – in a productivity tool and try to find the easiest implementation of it. Try really hard not to go on a quest for the greatest productivity system ever made. It doesn’t exist.
    4. Get settled in with your new set of tools and stick to them. Once you feel that your system supports your work, make a pact to not change your tools for 90 days. After that you can reevaluate and tweak things as needed. Then stick to them for another 90 days. Rinse and repeat.

    And that’s it. It’s important for an information worker to have a set of tools that truly supports her work. But what is just as important is that worker have a set of tools that she sticks with, that she knows and trusts, and that don’t get in her way. Have you settled into a system that supports your work and allows you to get things done? If so, tell us about it in the comments below.

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    CM Smith

    A technologist and writer who shares advice on personal productivity, creativity and how to use technology to get things done.

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    Last Updated on October 21, 2019

    How to Be a Good Leader and Lead Effectively

    How to Be a Good Leader and Lead Effectively

    U.S. Sen. Elizabeth Warren, a contender for the 2020 Democratic nomination, is a reminder of why I am so drawn to leadership as a topic. Whenever I think it is impossible for me to be more impressed with her, she proves me wrong.

    Earlier this week, a former marine suggested that he had been in a long-term sexual relationship with the Senator. She flipped the narrative and used the term “Cougar,” a term used to describe older women who date younger men, to reference her alma mater.

    Rather than calling the young man a liar, or responding to the accusations in kind, she re-focused the conversation back to her message of college affordability and lifted up that “Cougar” was the mascot for her alma mater. She went on to note that tuition at her school was just $50 per semester when she was a student. Class act.

    But by the end of the week, news broke that U.S. Sen. Bernie Sanders, another contender for the presidency, had a heart attack. Warren not only wished Sanders a speedy recovery but her campaign sent a meal to his staff. She knew that the hopes of staff, donors and supporters were with the Senator from Vermont and showed genuine compassion and empathy.

    To me, she has proven time and time again that she is more than a presidential candidate: she belongs in a leadership hall of fame.

    What makes some people excel as leaders is fascinating. You can read about leadership, research it and talk about it, yet the interest in leadership alone will not make you a better leader.

    You will have more information than the average person, but becoming a good leader is lifelong work. It requires experience – and lots of it. Most importantly, it requires observation and a commitment to action. Warren observed what was happening with Sen. Sanders, empathized with his team and then took action. Regardless of the outcome of this election, Sanders’ staff will likely never forget her gesture.

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    You would have had to work on a political campaign in order to appreciate the stress and anxiety that comes with it. In this moment, staff may not remember everything that Warren said throughout the lengthy campaign, but they will remember what she did during an unforgettable time during the campaign.

    If this model of leadership is appealing, and if you are searching for how to up your own leadership game, read on for six characteristics that good leaders share:

    1. Good leaders are devoted to the success of the people around them.

    Good leaders are not self-interested. Sure, they want to succeed, but they also want others to succeed.

    Good leaders see investing in others just as important as they see investing in themselves. They understand that their success is closely tied to the people around them, and they work to ensure that their peers, employees, friends and family have paths for growth and development.

    While the leaders may be the people in the spotlight, they are quick to point to the people around them who helped them (the leaders) enter that spotlight. Their willingness to lift others inspires their colleagues’ and friends’ devotion and loyalty.

    2. Good leaders are not overly dependent on others’ approval.

    It is important for managers to express their support for their teams; good leaders must be independent of the approval of others. I explained in an article for The Chronicle of Philanthropy, that:[1]

    “While a desire to be loved is natural, managers who prioritize approval from subordinates will become ineffective supervisors who may do employees harm. For example, a manager driven by a need for approval may shy away from delivering constructive feedback that could help an employee improve. A manager fearful of upsetting someone may tolerate behavior that degrades the work environment and culture.”

    In yet another example, a manager who is dependent on the approval of others may not make decisions that could be deemed unpopular in the short run but necessary in the long run.

    Think of the coaches who integrated their sporting teams. Their decision to do so, may have seemed odd, and even wrong, in the moment, but time has proven that those leaders were on the right side of history.

    3. Good leaders have the capacity to share the spotlight.

    Attention is nice, but it is not the prime motivator for good leaders. Doing a good job is.

    For this reason, good leaders are willing to share the spotlight. They aren’t threatened by a lack of attention, and they do not need credit for every accomplishment. They are too focused on their goal and too focused on the urgency of their work.

    4. Good leaders are students.

    In the same way that human beings are constantly evolving, so too are leaders. As long as you are living, you have the potential to learn. It doesn’t matter how much knowledge you think you have; you can always learn something new.

    I have the experience of thinking I was doing everything right as a manager, only to receive conflicting feedback from my team. Perhaps my approach was not working for my team, and I had to be willing to hear their feedback to improve.

    Good leaders understand that their secret sauce is their willingness to keep receiving information and keep learning. They aren’t intimidated by what they do not know: As long as they maintain a willingness to keep growing, they believe they can overcome any obstacle they face.

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    As both masters and students, good leaders read, listen and study to grow. They consume content for information, not just entertainment purposes. They aren’t impressed with their knowledge; they are impressed with the learning journey.

    5. Good leaders view vulnerability as a superpower.

    It means “replacing ‘professional distance and cool,’ with uncertainty, risk, and emotional exposure,” said Emma Sappala in a Dec. 11, 2014, article, “What Bosses Gain by being Vulnerable” for Harvard Business Journal.[2] She went on to note the importance of human connection, which she asserts is often missing at work.

    “As leaders and employees, we are often taught to keep a distance and project a certain image. An image of confidence, competence and authority. We may disclose our vulnerability to a spouse or close friend behind closed doors at night but we would never show it elsewhere during the day, let alone at work.”

    This rings so true for me as a woman leader. I was raised believing that any show of emotion in the workplace could be used against me. I was raised believing that it was best for women leaders to be stoic and to “never let ‘em see you sweat.” This may have prevented me from connecting with employees and colleagues on a deeper, more personal level.

    6. Good leaders understand themselves.

    I am a huge fan of life coach and spiritual teacher Iyanla Vanzant. In addition to her hit show on the OWN network, Vanzant has authored dozens of books. In her books and teachings, she underscores the importance of knowing ourselves fully. She argues that we must know what makes us tick, what makes us happy and what makes us angry.

    Self-awareness enables us to put ourselves in situations where we can thrive, and it also enables us to have compassion when we fall short of the goals and expectations we have for ourselves. Relatedly, understanding ourselves will allow us to know our strength. When we know our strengths, we will be able to put people around us who compliment our strengths and fill the gaps in our leadership.

    Final Thoughts

    Being a good leader, first and foremost, is an inside job. You must focus on growing as a person regardless of the leadership title that you hold. You cannot take others where you yourself have not been. So focusing on yourself, regardless of your time or where you are in your career will have long term benefits for you and the people around you.

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    Further, if you want to become a good leader, you should start by setting the intention to do so. What you focus on grows. If you focus on becoming a better leader, you will research and invest in things that help you to fulfill this intention. You will also view the good and bad leadership experiences as steppingstones that hone your character and help you improve.

    After you set the intention, get really clear on what a good leader looks like to you. Each of us has a different understanding of leadership. Is a good leader someone who takes risk? Is a good leader, in your estimation, someone who develops other leaders? Whatever it is, know what you’re shooting for. Once you define what it means to be a good leader, look for people who exemplify your vision. Watch and engage with them if you can.

    Finally, understand that becoming a good leader doesn’t happen overnight. You must continually work at improving, investing in yourself and reflecting on what is going well and what you must improve. In this way, every experience is an opportunity to grow and a chance to ask: ‘What is this experience trying to teach me?’ or ‘what action is necessary based on this situation?’

    If you are committed to questioning, evaluating and acting, you are that much closer to becoming a better leader.

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    Featured photo credit: Sam Power via unsplash.com

    Reference

    [1] The Chronicle of Philanthropy: Why Good Managers Overcome the Desire to Be Liked
    [2] Harvard Business Journal: What Bosses Gain by being Vulnerable

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