Whether you manage content projects or just have deadlines to meet, time always seems to be in short supply. This is made worse by the fact that we have become very proficient in wasting the little time we do have. So while we can’t create more time, there is research into how we can become far more efficient with the time we do have.
The Big Secret
The best way to create time, meet deadlines and produce more with what you have is simple – stop trying to multitask. This means blocking off sections of time to accomplish tasks with minimal to no interruptions.
How much of an effect can interruptions have on productivity? A recent study from the University of California Irvine found it can take an average of 23 minutes to get back to the level of productivity you were at before you were interrupted. Creative processes, such as content production, are even more prone to the effects of interruptions. If you don’t have a system in place to mitigate these effects, implementing one can provide quick wins, decrease stress and, essentially, create time.
Here are two steps to address and overcome interruptions so you and your team can befriend time, meet deadlines and produce higher quality results for less cost.
Step 1 – Admit That You Have a Problem
How are you at multi-tasking? This is a question that is asked in most job interviews and usually answered with some version of “Great!” And most often this is an honest reflection because we live in an environment where interruptions are a common part of our lives. To think that we are not effective at managing interruptions is like saying we are below average drivers. But 50% of drivers are below average. Whenever we “self-analyze,” particularly with common traits that are hard to quantify such as intellect, driving or the ability to multi-task, we have a tendency to overestimate our competence.
This is also known as the Dunning-Kruger effect, a cognitive bias where one feels an “illusionary superiority” where they access their ability as much higher than it really is. I bring this up because one of the first hurdles to overcome to avoid distractions is realizing that they are an issue. When bringing this up to teams, and even to myself, I face two forms of resistance: I cannot avoid them and I am effective in handling them.
One of the pioneers of research into the neurological impacts of multi-tasking is Professor Earl Miller, a neuroscientist at MIT. He scanned volunteers while they performed different tasks and found that no matter the number of stimulants presented, only one or two items are able to activate our brains at any one time. This means that in order to multi-task, our brains have to switch inefficiently between tasks. The real problem occurs when we try to concentrate on two tasks simultaneously, like writing an email while talking on the phone. This causes an overload of the brain’s processing capacity where the two tasks compete for the same part of the brain and the whole brain slows down.
This result has been supported by many studies that monitor real-world productivity. For example, a study in the Journal Of Experimental Psychology found that it took students 40 times longer to solve complicated maths problems when they were distracted by other tasks. The same study also found multitasking has a negative physical effect, prompting the release of stress hormones and adrenaline. This is supported by watching anyone who is creating when approaching a deadline – stress goes up, productivity goes down. This can trigger a vicious cycle, where we work hard at multi-tasking, take longer to get things done, then feel stressed, harried and compelled to multi-task more.
This cycle is demonstrated in a series of studies by Gloria Mark, an ‘interruption scientist’ at the University of California. They show that when people are frequently diverted from one task to another, they work faster but produce less. After 20 minutes of interrupted performance, people report significantly higher stress levels, frustration, workload, effort and pressure. As any manager knows, this level of stress can become contagious and infect the entire team. Use these studies and more if you have trouble convincing others, or yourself, that you have an opportunity to create time by limiting distractions.
Step 2 – Do Something About It
If you recognize that you have a distraction issue, the question then becomes what to do about it. The business world places a high premium on speed, spontaneity and efficiency to the point where we might think someone who does one thing at a time as a laggard or a slacker. Here are some steps to help yourself and your team realize the benefits of concentrated work and how to create a culture and environment that supports it.
- Create a “one-thing-at-a-time” environment. You can do this for yourself by creating a list of items you are able to work on in a reasonable time period. If you are working on a large project, try to break it into smaller chucks and measure your ability to accomplish those. The time frame is dependent upon the complexity of the task.
- Create “quiet times.” You and your team need to be able to plan their days so include quiet times in the schedule. This means meetings and “side of the desk” distractions should be kept to a minimum during these hours.
- Just turn it off. If there is only one thing you take from this post, let it be this one. During quiet times, let it be known that you have the cone of silence. It’s not just people, phones and email anymore – now there are innovative collaboration tools like Slack that turn distractions into art form. During your quiet times turn all of these notifications off and ensure you let everyone know that it is common practice. It also makes people think twice before interrupting.
So instead of complaining about deadlines and all the things on your plate, ask yourself if you are doing everything you can to remove distractions as a barrier to your productivity.