Focus: The Leadership Superpower
Focus: The Leadership Superpower
Do you constantly find yourself taking on tasks without having the time to complete them? Check out this post on the ultimate solution to resolving your mounting list of To Dos.
Join the DZone community and get the full member experience.Join For Free
[Latest Guide] Ship faster because you know more, not because you are rushing. Get actionable insights from 7 million commits and 85,000+ software engineers, to increase your team's velocity. Brought to you in partnership with GitPrime.
My wife is an event organizer, and in her early conferences, juggling a load of must-do items and decisions was a key pain-point as she kept many critical plates spinning. The stress of keeping all of it in her head at the same time filled up the cognitive capacity she had available to actually work on any of it.
We've all had people at work who's answer to "When will that thing be done?" is always countered with "I'm working on it..." And, it never seems to be done. The most helpful people in taking on work are the least helpful in completing it.
Continually asking for things, being promised them, and not getting the results is one of the most frustrating parts of the leadership experience.
These problems have a single root cause: trying to do more than the natural capacity. We all know that when things get tough, the improvement that might make it better is the first to die.
To stand any chance of getting out of this pain and start being able to reliably make and fulfill commitments, there is one simple remedy. Do less.
Sounds wrong, doesn't it?
It's counterintuitive as our gut tells us that the sooner we start something, the sooner it will be done. But, the opposite is true: when we deprioritize starting new things in favor of finishing existing ones, our queue of work clears and we output the value we crave.
The only way to do this is to focus on the "Wildy Important." The one "Wildly Important" Thing. Just one. Identify the one thing that would make the most difference. Do that, and only that. Finish it and clear it out of your cognitive load. Move on to the next. Repeat.
Why is this painful? Here are three reasons:
1) Parallel Work Takes Longer Than Serial Work
Imagine three projects, A, B and C. Each takes your team a month's worth of work to complete and delivers £10k of value per month once completed. When the team is working on all three in perfect parallel, it will take you three times as long to deliver anything, and their valuable outcomes have less time to make an impact.
This is doubly painful when those outcomes are testing a hypothesis in a disruptive world. Being able to respond three times faster to opportunities and threats is a serious competitive advantage. You're learning three times faster; your organization is three times smarter.
It is trebly painful when the value of that delivery diminishes over time, as with seasonal businesses. In the first scenario, a retailer risks missing the Christmas Peak Season with all three deliveries. In the second scenario, two of those projects are safe, while only the third is at risk.
2) Multitasking Is a Myth
Many job adverts for all levels of roles seek effective multitasking. It's a great idea. If we could do it, it would be wonderful. But, that's not how humans work in knowledge-intensive tasks. We invariably task-switch involving the effort of setting a mental save state and the effort of resuming when we pick up the task again. The more cognitively intensive the work, the harder this is. Work such as deep analysis or creativity takes as much as 30 minutes to get out of and back into the highly effective state zone.
Splitting multiple projects across a team is painful enough when each can focus on one thing, having people work on multiple projects at the same time is horrible. The Consultant's Consultant, Gerry Weinberg estimated the impact as follows:
When you split your three projects across the entire team, it won't take three months to get any of them delivered; it will take 5 months.
3) Cognitive Load Is a Productivity Drag
"Teams were killing themselves to launch on time. We were doing too many things, and it was taking too long to make decisions because management was juggling too many projects at once." — GoPro CEO, Nick Woodman
Simply managing multiple projects escalates the draw on your management capacity. How many status reports are you collating? The industry of spreadsheets. The meetings to track them. The follow-up meetings to ask why everything takes so long. That's just the formal load. Add running into a stakeholder in the coffee queue and being asked "how's my thing doing? then being lobbied to add more. The more items you have committed to, the more of this work takes place.
Many software companies have an industry in managing defects. Refining backlogs, creating queues of work that stretch years into the future, everyone knows that most of them will just never get done.
We know this is the wrong approach. We know to under promise and over deliver, yet time and time again, we're unable to make that a reality.
Why do we get into this situation? It's very simple — when someone short on patience and long on political clout asks you to do something, the easiest thing in the world to answer is "Yes."
The only possible way out is to start saying "No" more. Understand your capacity as a zero-sum game: for every new thing added to it, something has to come out. Be ruthless. You need to focus on the Wildly Important and exclude everything else.
Here's how my wife coped — every item went on a post-it on a flip chart, divided into three areas: To Do, Doing, and Done. The secret was that the 'Doing' section had space for exactly two post-its, allowing for one item being blocked. Until one of those moved to 'Done' the post-its in "To Do" received zero attention. When each thing was completed, it was cleared from her workspace, both mentally and in the desk and wall space.
This acted as a forcing function when both items were blocked. When you're in that situation, you just have to get on and unblock one. When something was completed, there was another forcing function, forcing a decision about what that next Wildly Important Thing was.
And, the most critical forcing function of all was to say "No" to her client. A lot. That client was me. And, I ended up a lot happier because of it.
If this sounds familiar, I have one immediate action and three ongoing behaviors.
- Take all the things you’ve currently committed your team to do. Kill half of them. Things will get better.
- Always know your Wildly Important Thing. Discuss it with your sponsors, your peers, and your team. Make sure there's consensus on this.
- If anyone asks you to take on anything new, the default answer is "No," unless it comes with a proposal for something already committed that you should drop.
- Take on a mantra for yourself, your sponsors, and your team — "Stop Starting, Start Finishing." Repeat this in every meeting and whenever a new thing is proposed. Keep repeating it until you hear other people telling it to each other and see them acting on it.
Published at DZone with permission of Martin Burns , DZone MVB. See the original article here.
Opinions expressed by DZone contributors are their own.