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June 19, 2013 The Myth of Multitasking

The motive behind multitasking is noble. If we have a lot on our plates, it makes sense to try to take on many tasks at once so we give each task equal time and effort.

The problem is, this doesn’t work. What’s more, multitasking actually lessens the quality of your work.

We multitask to feel emotionally productive, according to a study mentioned in a Huffington Post article, even though we aren’t actually being productive. So while we might feel better about ourselves when we multitask, the truth is it adversely effects our productivity.

Here are a few ways to get yourself out of the habit of multitasking:

1. Prioritize

The worst thing you can do when bombarded by obligations is address them equally and simultaneously, even though we’re naturally inclined to do so. Decide what task is most important, and then do that.

2. Focus and Finish

You might feel yourself getting pulled out of this first, most important task and back into the pile of others things. Don’t get sucked back in! You have one thing to do now; nothing else matters. Do not allow yourself to be distracted until the most urgent task gets checked off the list. Then, move on.

3. Let go of the  little things

Under stress, it’s natural to lump a bunch of unrelated stressors into one big, scary beast that wants you to fail. In reality, most of the time you may have 3-5 very important things to do, and then perhaps another handful of not-so-important things to do. By prioritizing, focusing and finishing, you’ll begin to discern between the big things and the little things, and the scary beast will start to evaporate (since it was all in your mind anyway). Then, you’ll be able to let go of the things that merely add to your stress but don’t necessarily need immediate addressing.

If you’re used to multitasking, at first you may feel less productive after adopting a singularly-focused work-style. But soon you’ll get used to it, and see how much more efficient you are when you give one thing your undivided attention.

Huffington Post. “Multitasking Makes People Feel Better, Even Though It’s Not Efficient: Study.” Posted May 1, 2012. Accessed June 17, 2013. http://www.huffingtonpost.com/2012/05/01/multitasking-emotional-feel-better-_n_1467945.html

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June 12, 2013 Promoting Your Potential

Just because you might not have a list of awards or credentials under your belt doesn’t make you an unfavorable candidate for the job. In fact, quite the opposite.

A study conducted by Zakary Tormala and Jayson Jia of Stanford and Michael Norton of Harvard Business School reveals that potential has more of an alluring power than achievements do.

Although going for the individual with more achievements is the safer option, Tormala et al. argue that “the uncertainty surrounding individuals with high potential makes them more interesting, which draws people in, increases processing, and can have positive downstream effects on judgment.” High potential gets noticed.

Sure, with an old pro you can feel more confident that they’ll perform up to standard, but pruning a new recruit reflects better on your own resume. But if you think about it, wouldn’t you rather bring on an undeveloped talent and have them flourish under your supervision than recruit an old pro who’s already done it all before?

If you’re just breaking into a new field, don’t be intimidated by a veteran’s long and decorated list of achievements. A common mistake inexperienced applicants make is downplaying or entirely ignoring the fact that they are a new face.

Use your inexperience as a distinguishing advantage. Instead of saying, “I must admit that I haven’t worked in this area before, but…” say, “With me, you’ll get the rare opportunity to train me in ways tailored precisely to this business. No bad habits here!”

Tormala, Zakary, Jia, Jayson, and Michael Norton: “The Preference for Potential.” Journal of Personality and Social Psychology 103 (2012): 567-583. Accessed June 10, 2013. doi: 10.1037/a0029227.

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May 21, 2013 Ways To Boost Collaboration

You probably know that successful businesses are built around good collaboration, but you may not know that sometimes collaboration can actually be a negative force in an organization. Author Morten T. Hansen addresses the issue with an example in his book, Collaboration:

“When oil giant British Petroleum (BP) started to promote cross-unit collaboration,” writes Hansen, “leaders encouraged the formation of cross-unit networks focused on areas of shared interest. Over time, this idea flowered into an unforeseen number of networks and subnetworks…which consumed increasing amounts of managers’ time.”

This tendency toward overdoing it stems from the notion that more structure equals better results. But this often backfires, costing time and money. In reality, collaboration is the result of good chemistry between individuals united behind a single cause. Instead of implementing rules for how to collaborate, or “forcing it,” we should promote an environment that allows individuals to collaborate naturally.

I came across a YouTube video by Angela Fernandez Orviz that does a good job of illustrating how collaboration sparks creativity and innovation.

After watching the video, I arrived at a few points:

1. Seek out diverse strengths and personality types

As Orviz states, we must utilize a large network of disciplines in order to address issues in a global world. Most groups must diversify their business to stay relevant. This means integrating all sorts of professions, be they doctors, scientists,  journalists or salespeople.

2. Keep an open mind and embrace Divergent Thinking

Set your own ego aside and keep your mind open to many different ways of solving a problem. Each member of the team brings a specialized skill and viewpoint to the table, and it is up to the group as a whole to be open to everyone’s take on the matter. The brainstorming process may take longer as a result, as you’ll see ideas come from every angle possible, and you may face some frustrating road blocks. Hence, I strongly recommend that you…

3. Agree On The Objectives Early On

Before you even begin brainstorming, draft a written document that all members of the team agree on that specifically states the aims of the project at hand. This will act as a road map that keeps the collaborative process within a workable framework. In this way, you’ll be able to allow for divergent thinking and creative meandering, resting assured that you’ll eventually find your way to real solutions. Solutions which could not have been reached without many minds and strengths working in unison.

Hansen, Morten T. “Collaboration: How leaders avoid the traps,  create unity, and reap the big results.” Boston: Harvard Business Press, 2009, page 12.

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