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"I'm Reacting As Fast As I Can!" Four Sanity-Saving Tips

BECK ON CALL
I'm Reacting As Fast As I Can!

Ahem: Martha Beck wants your attention at once. No time? Then attend to her four sanity-rescuing techniques.


Remember the phrase "Knowledge is power?" Ah, those were the days. One Sunday edition of The New York Times contains more information than all the written documents in the world during the 15th century. These days, the average office worker receives more than 200 messages a day via snail mail, e-mail, express mail, cell phone, landline, wireless Web, bicycle messenger, singing telegram, you name it. Taking in information these days is like trying to drink from a fire hose.

The problem is that while information has no limits, human attention does. Our brains are designed to filter out most stimuli, focusing on just a few things at once. If we try to multi-task in too many directions, our brains begin to act exactly like what they are: overloaded electrical circuits. In extreme situations we may "blank out," literally becoming unable to perceive whatever is yammering for our attention.

Attention Management 101
As noted in The Attention Economy, (Harvard Business School Press) analysts at a major business research institute recently conducted an in-depth study of attention and developed strategies for managing the attention of a corporate staff. The same principles apply to managing your own attention, both at work and at home.

1. Accept that you can't pay attention to everything you "should."
Because the information explosion is so recent, we still have beliefs left over from a time when there was much less competition for our attention. We believe we should be able to stay on top of everything. Your first step in effective attention management is to jettison this exaggerated sense of what you should be able to process. Get it through your head: There is too much information for you to handle! Good. Now that we've cleared that up, you can relax and deal with the reality of living in a world packed with attention demands.

2. Make prioritizing a priority.
If you start a day without a clear plan about how you're going to spend your attention, you'll end up wasting most of it. Your first priority should be to take a little undisturbed time each day to evaluate the various demands on your attention before they show up. Do your prioritizing whenever you typically think most clearly (most people do best in the morning, but I like to take five minutes before I go to bed to preview the upcoming day). Rank tasks in order of importance and write them down. That way, when you're being hounded for attention you'll have a visual cue to help you focus on the most significant task first, leaving less necessary items for later—or for never.

3. Plan with eagle vision.
In some American Indian cultures, the eagle symbolizes a way of seeing that stays above ordinary life, considering everything in terms of the big picture. This is the way you should think during your daily attention-management planning sessions. It helps to begin a session by asking yourself these two questions: (1) What experiences do I want to have during my time on this Earth? and (2) How do I want the world to be different (because in large ways or small, it will be different) because I have lived?

Consider each task on your to-do list in light of these two questions. If a to-do item doesn't serve either purpose, it's got to go.

4. Work with mouse vision.
Once your eagle-vision plan is in place, it's time to play mouse. Mouse vision is an American Indian metaphor for adopting a mind-set focused directly and completely on whatever is in front of you. Choose what is most important, shut out distractions, and give all your attention to the activity at hand.

To get into a mousy frame of mind, designate a period of time during which you will focus entirely on a given activity. The session shouldn't be long—half an hour is a good start. Now, set a timer to go off when your work session is finished. Put the clock where you can't see it, and then devote all your attention to the task at hand. You'll immediately notice a jump in productivity.

Creating Hardworking Idiots

The German World War II general Erich von Manstein is said to have categorized his officers into four types. The first type, he said, is lazy and stupid. His advice was to leave them alone because they don’t do any harm. The second type is hard-working and clever. He said that they make great officers because they ensure everything runs smoothly. The third group is composed of hardworking idiots. Von Manstein claims that you must immediately get rid of these, as they force everyone around them to perform pointless tasks. The fourth category are officers who are lazy and clever. These, he says, should be your generals. Discovering this information set me to wondering how General von Manstein’s categories might apply to business organizations today.

Lazy and Stupid

Most organizations have some managers within them who are lazy and stupid—at least, that has been my experience. Would you agree with the general that you can leave them alone, because they do no harm? I doubt it. Most organizations claim they try to get rid of any employee who is found to be lazy, let alone stupid as well. Maybe they try, but they don’t seem to be so successful, judging by the number who are left, some even in fairly exalted positions. Maybe one reason for this is that lazy and stupid people rarely do much active harm. The harm they do is more often based on missing opportunities and stifling the creativity of those who report to them. Bad enough, but not always easy to turn into clear grounds for dismissal—especially if the person in question is protected by someone powerful. Still, my guess is that even lazy and stupid people today realize that the best route to self-preservation is at least to appear busy and active.

Hardworking and Clever

Von Manstein’s next group is made up of hardworking, clever people. Organizations mostly want as many of these as they can get, for obvious reasons. But you’ll notice that the general seems to confine them to the military equivalent of middle management: jobs that are aimed at making everything run smoothly. I suspect one reason is that such people do make excellent administrators. They can take orders from above and turn them into practical ways of achieving the desired results. Some are so useful in these roles that they are never allowed to rise higher. Others maybe want to progress, but lack something that—at least in von Manstein’s view—is essential to become a good general. That something, it seems, is laziness. He wants the choice of generals to be made from people who are clever, naturally, but also lazy. Why should that make them better top executives?

Lazy and Clever

One reason might be that laziness is the principal spur to creativity. Lazy people are always looking for easier, simpler, and less arduous ways to do things. If they are also clever, the chances are that they will find them, and make them available to everyone else. Lazy people are also natural delegators, and find it very attractive to let their subordinates get on with their work without interference from above. Lazy, but bright, generals would be likely to make sure they focused on the essentials and ignored anything that might make for unnecessary work, whether for themselves or other people. In fact, it’s hard to see why you would not want your top managers to be as lazy as they are clever. It would indeed make them great strategists and leaders of people.

Hardworking Idiots

Now to the last group: the ones von Manstein said that you should get rid of immediately. That group is made up of people who are hardworking idiots, in his words. He says such people force those around them into pointless activities. I don’t know about you, but I suffered from several bosses I would unhesitatingly put into precisely that category. They were extremely hardworking—and demanded the same from their subordinates—but what they set others to work on (and what they spent their own time in doing) was mostly worthless. Maybe they were actually lazy and stupid people trying hard to seem busy, but too stupid to choose the right things to be busy about. It certainly felt like busyness for its own sake, and it was hateful. Or were they naturally hardworking idiots? Some probably were, but it’s my opinion that most such people are clever enough. It is the organization that makes them function like morons.

Today’s fast-paced, macho style of organizational culture creates, and then fosters, the hardworking idiot. Indeed, I think it takes a great many sound, useful, hardworking, and clever people and turns them into idiots by denying them the time or the opportunity to think or use their brains. If you don’t look busy all the time, you’re virtually asking for a pink slip, never mind what it is that you are doing—or whether it is actually of any use to the organization or its customers. It’s all so rushed and frenetic. If all that matters is “meeting the numbers” and getting things done (whatever those things are), managers will be forced into working hard at projects that they know make no sense.

The dumbing down of organizations isn’t caused by poor educational standards or faulty recruitment. It’s due mostly to the crazy pace that is set, and the obsessive focus on the most obvious, rigidly short-term objectives. The result is a sharp increase in hardworking idiots: people who are coerced into long hours and constant busyness, while being systematically forced to act like idiots by the culture around them. Don’t ask questions. Don’t cause problems by thinking, or waste time on coming up with new ideas. Don’t think about the future, or try to anticipate problems before they arise. Just keep at it, do exactly what is expected of you, and always get the most done in the least amount of time and at the lowest cost. If von Manstein is correct, the result will be that more and more employees will be used to perform essentially pointless tasks. Isn’t that exactly what we see?

I think that even a fairly cursory look around most organizations today would confirm the accuracy of this observation. Consider all the time wasted in unnecessary meetings. The obsessive emphasis on staying in touch, regardless of need. The torrents of e-mails, most of which are simply copies of documents of no direct relevance to the people to whom they are sent. The constant collecting of data for no clear reason. Management by numbers and motivation by numerically-based performance measures. Trust replaced by obsessive control and leadership by forced ranking of subordinates against vague criteria determined by committees with no idea of the specific circumstances.

You do not need ethical insight or human understanding to operate a machine, and machines are how many of today’s leaders see their organization: machines for making quick profits, not civilized communities of people working together to a common end. We can only hope some organizations at least see the error of their ways before the hardworking idiot becomes the commonest creature in the hierarchy. We are well on the way to that point, which is probably why so many people cherish dreams of getting out of the corporate rat race. It’s no fun to be forced to deny your own intelligence on a daily basis. We can still reverse the trend, but only by dropping the current out-dated dogmas, dangerous half truths, and total nonsense that disfigure management thinking. Let’s do it before it is too late.

Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his posts most days at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership.

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