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The top 10 lessons I learned using my smartphone for only 60 minutes a day

The top 10 lessons I learned using my smartphone for only 60 minutes a day

For the last three months I have only used my smartphone for one hour a day; a tall order considering my smartphone is like another appendage to me. Actually, scratch that – before this productivity experiment, my smartphone was like tapestry, so interwoven into my life that I couldn’t dream of living without it. If I came up with a crazy thought, I would pull out my phone to tweet it out. If I saw a book I wanted to read, I would snap a picture of it with my phone to refer back to later. If I wanted to pass some time at the bus stop.. well, you get the idea.

There is an adage that says great design is invisible, and that holds especially true for my smartphone. Over the last few years, my iPhone has done everything from wake me up in the morning to track my sleep when I went to bed, and over time it became so interwoven into my daily routine that it became invisible to me; such an essential part of what I do and who I am that I couldn’t imagine living without it.

Until I started this experiment.

I’ve boiled down everything I learned over the last 3 months into the 10 points below. This productivity experiment wasn’t as tough as meditating for 35 hours over a week, or living as a total recluse for 10 days, but because it lasted so damn long, it sure wasn’t easy (I used my phone for as much as 3-4 hours a day before starting this experiment). Here are the top 10 things I learned using my smartphone for only 1 hour/day for 3 months!

    10. You meet interesting people when you’re not always on your phone.

    Shortly after I started this experiment, I met a man named Michael at the bus stop, simply because I didn’t have my headphones in. A similar thing happened a couple of other times throughout the experiment.

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    9. Your smartphone is a teleportation device.

    Your smartphone is like a little black hole in your pocket that sucks you into its vortex dozens of times every day. If you pick it up when you’re in an elevator, on a bus, or going for a walk, it sucks up 100% of your attention as you use it, essentially hijacking your attention until it has teleported you to your destination. I’m not sure if this is a good or a bad thing, but I’m leaning toward bad. Just as a practice like meditation can help you work out your attention muscle, I think losing control of your attention, like when you become completely absorbed in your cellphone, can do the opposite.

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      8. Because of smartphones, people are bored a lot less often, and that’s a shame.

      I find that my best ideas come from completely out of the blue, especially when I’m bored. When your mind is bored, it looks around for excitement and ideas in new places. Your brain also chews on ideas when it’s bored. In my opinion, leaning on your smartphone when you’re bored is, at least in the long-term, a pretty unproductive thing to do.

      7. Using your smartphone distracts you way more than you think.

      Studies have shown that “the impairments associated with using a cell phone while driving can be as profound as those associated with driving while drunk”. But the thing is, people don’t only use their phones when they drive. They use them when they’re talking to you, when you’re in a meeting with them, when they’re walking down the street, and when they’re working. Know how much of an attention suck a smartphone can be, because people could be paying a lot less attention to you than you think.

      6. Your smartphone is stimulating, but it dilutes your interactions with people.

      If you gave me the choice between having a nice coffee with someone or sending a bunch of tweets back and forth, I know which one I’d pick after this experiment. Texting, Twitter, and Facebook are fun and addictive, but if you really want to invest in your relationship with someone, meet with them in person instead.

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      5. When you meet with someone in person, you should shut your phone completely off.

      Absolutely nobody you meet cares (or can see) what you’re doing on your phone. When I had coffee with a few friends throughout the course of this experiment, the first thing I did after I sat down was shut my phone completely off. Shutting your phone off when you’re with someone is a great way to show them they they’re important to you, and that you’re ready to give them 100% of your attention.

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        4. When people get nervous or anxious about a situation they’re in, they almost always pull out their phone.

        The next time you walk into an elevator, make a make a mental note of how many people pull out their phone, especially if there’s only one other person in there with you. When people are anxious about a situation they’re in, they almost always fidget with their hands and minds.

        3. Using your smartphone is a very low-leverage activity.

        In fact, if you’re like me, most of the things you do on your phone are a waste of time. They involve diluted social interaction, bite-sized status updates, and other things that have a very short shelf-life (but are still stimulating nonetheless). That’s not to say that my smartphone isn’t useful – it is, in fact, it’s one of the useful devices I own. But it’s worth taking the time to identify the activities on your smartphone that will provide you with the highest return for your time, because there are a lot that are a waste.

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          2. You use your phone way more than you think you do.

          If you hire your phone to do as many jobs as me, I’d wager a bet that you use your smartphone a lot more than you think you do. If I had to guess at the beginning of the experiment, I would have said that I used my phone for 30-60 minutes a day. A few days into the experiment I measured exactly how long I used my phone naturally, and I use it for as long as 3-4 hours a day, simply because I hire it to do so many jobs. That’s a lot of time to spend on something as low-leverage as using your phone. If you’re serious about regaining control of your time, track how much you use your phone. You might be surprised by just how much you use it.

          1. Think hard about the jobs that you hire the things in your life to do for you.

          People don’t want a quarter-inch drill, they want a quarter-inch hole. – Theodore Levitt

          The ‘jobs-to-be-done’ theory is a powerful one. According to the theory, you hire every single device, object, and even person in your life to do a certain job for you. You may hire a beautiful, living room painting to provide you with warmth and pride, your morning coffee to provide you with energy and comfort, your spouse for companionship and to feel loved, and this website to make you more productive.

          Throughout this experiment, here’s the funny thing I discovered: The ease of this experiment depended solely on whether I had other devices around me that could do a given job that I would typically hire my phone to do.

          If you’re like me, you hire your smartphone to do a lot of jobs for you. I hire mine to, in no particular order: access twitter, send and receive email, play music, make phone calls, calculate numbers, browse the web, play video games, be my Starbucks card, give me transit directions, tell the time (and act as a timer), be a pomodoro timer, and a whole lot more. Naturally, the more jobs you hire a gadget to do for you, the more your life will be disrupted after it’s gone.

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          Thinking hard about the jobs you hire your phone to do for you will allow you to truly see the place it occupies in your life.

          Plus, if you’re anything like me, you might find that there are a lot of jobs that can be done better by something else.

          Thanks to Ryan Wang for editing the feature image of this post. Photo credits, in order of appearance: Caden Crawford (phone and hand), Robert Donovan (closeup of iPhone screen), and Richard Lambert (timepiece).

          Featured photo credit: Caden Crawford via flickr.com

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          Last Updated on March 15, 2019

          How to Be a Leader Who Is Inspiring and Influential

          How to Be a Leader Who Is Inspiring and Influential

          When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

          Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

          In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

          What Makes a Leader Fail?

          A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

          If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

          And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

          What Is Effective Leadership?

          Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

          Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

          Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

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          “… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

          How to Be an Inspiring and Influential Leader

          To be an inspiring and influential leader requires:

          1. Courage

          The late poet Maya Angelou once said,

          “Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

          Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

          For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

          In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

          It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

          Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

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          2. A Commitment to Face Your Internal Demons.

          If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

          The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

          To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

          3. A Willingness to Accept Feedback

          Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

          Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

          4. Likability

          Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

          When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

          Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

          So, likability is important for both the leader and the people she leads.

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          5. Vulnerability

          Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

          When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

          6. Authenticity

          Authenticity is about living up to one’s stated values in public and behind closed doors.

          Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

          7. A True Understanding of Inspiration

          Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

          Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

          Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

          Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

          As explained in the article True Leadership: What Separates a Leader from a Boss:

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          “A leader creates visions and motivates team members to work together towards the same goal.”

          8. An Ability to See the Humanity in Others

          Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

          This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

          9. A Passion for Continual Learning

          Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

          These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

          Influential leaders proactively seek out opportunities for learning.

          The Bottom Line

          No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

          Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

          More Resources About Effective Leadership

          Featured photo credit: Markus Spiske via unsplash.com

          Reference

          [1] Harvard Business Review: How to Be an Inspiring Leader

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