Synopsis
Rare Book
Extrait
More and More,
Less and Less
The way we’re working isn’t working.
The defining ethic in the modern workplace is more, bigger, faster. More information than ever is available to us, and the speed of every transaction has increased exponentially, prompting a sense of permanent urgency and endless distraction. We have more customers and clients to please, more e-mails to answer, more phone calls to return, more tasks to juggle, more meetings to attend, more places to go, and more hours we feel we must work to avoid falling further behind.
The technologies that make instant communication possible anywhere, at any time, speed up decision making, create efficiencies, and fuel a truly global marketplace. But too much of a good thing eventually becomes a bad thing. Left unmanaged and unregulated, these same technologies have the potential to overwhelm us. The relentless urgency that characterizes most corporate cultures undermines creativity, quality, engagement, thoughtful deliberation, and, ultimately, performance.
No matter how much value we produce today—whether it’s measured in dollars or sales or goods or widgets—it’s never enough. We run faster, stretch out our arms further, and stay at work longer and later. We’re so busy trying to keep up that we stop noticing we’re in a Sisyphean race we can never win.
All this furious activity exacts a series of silent costs: less capacity for focused attention, less time for any given task, and less opportunity to think reflectively and long term. When we finally do get home at night, we have less energy for our families, less time to wind down and relax, and fewer hours to sleep. We return to work each morning feeling less rested, less than fully engaged, and less able to focus. It’s a vicious cycle that feeds on itself. Even for those who still manage to perform at high levels, there is a cost in overall satisfaction and fulfillment. The ethic of more, bigger, faster generates value that is narrow, shallow, and short term. More and more, paradoxically, leads to less and less.
The consulting firm Towers Perrin’s most recent global workforce study bears this out. Conducted in 2007–2008, before the worldwide recession, it looked at some 90,000 employees in eighteen countries. Only 20 percent of them felt fully engaged, meaning that they go above and beyond what’s required of them because they have a sense of purpose and passion about what they’re doing. Forty percent were “enrolled,” meaning capable but not fully committed, and 38 percent were disenchanted or disengaged.
All of that translated directly to the bottom line. The companies with the most engaged employees reported a 19 percent increase in operating income and a 28 percent growth in earnings per share. Those with the lowest levels of engagement had a 32 percent decline in operating income, and their earnings dropped more than 11 percent. In the companies with the most engaged employees, 90 percent of the employees had no plans to leave. In those with the least engaged, 50 percent were considering leaving. More than a hundred studies have demonstrated some correlation between employee engagement and business performance.
Think for a moment about your own experience at work.
How truly engaged are you? What’s the cost to you of the way you’re working? What’s the impact on those you supervise and those you love?
What will the accumulated toll be in ten years if you’re still making the same choices?
The way we’re working isn’t working in our own lives, for the people we lead and manage, and for the organizations in which we work. We’re guided by a fatal assumption that the best way to get more done is to work longer and more continuously. But the more hours we work and the longer we go without real renewal, the more we begin to default, reflexively, into behaviors that reduce our own effectiveness— impatience, frustration, distraction, and disengagement—and take a pernicious toll on others.
The real issue is not the number of hours we sit behind a desk but the energy we bring to the work we do and the value we generate as a result. A growing body of research suggests that we’re most productive when we move between periods of high focus and intermittent rest. Instead, we live in a gray zone, constantly juggling activities but rarely fully engaging in any of them—or fully disengaging from any of them. The consequence is that we settle for a pale version of the possible.
How can such a counterproductive way of working persist?
The answer is grounded in a simple assumption, deeply embedded in organizational life and in our own belief systems. It’s that human beings operate most productively in the same one-dimensional way computers do: continuously, at high speeds, for long periods of time, running multiple programs at the same time. Far too many of us have unwittingly bought into this myth, a kind of Stockholm syndrome, dutifully trying to mimic the machines we’re meant to run, so they end up running us.
The limitation of even the highest-end computer is that it inexorably depreciates in value over time. Unlike computers, human beings have the potential to grow and develop, to increase our depth, complexity and capacity over time. To make that possible, we must manage ourselves far more skillfully than we do now.
Our most basic survival need is to spend and renew our energy. We’re hardwired to make waves—to be alert during the day and to sleep at night, and to work at high intensity for limited periods of time—but we lead increasingly linear lives. By putting in long, continuous hours, we expend too much mental and emotional energy without sufficient intermittent renewal. It’s not just rejuvenation we sacrifice along the way but also the unique benefits we can accrue during periods of rest and renewal, including creative breakthroughs, a broader perspective, the opportunity to think more reflectively and long term, and sufficient time to metabolize experiences. Conversely, by living mostly desk-bound sedentary lives, we expend too little physical energy and grow progressively weaker. Inactivity takes a toll not just on our bodies, but also on how we feel and how we think.
THE PERFORMANCE PULSE
In 1993, Anders Ericsson, long a leading researcher in expert performance and a professor at Florida State University, conducted an extraordinary study designed to explore the power of deliberate practice among violinists. Over the years, numerous writers, including Malcolm Gladwell in his best-selling Outliers, have cited Ericsson’s study for its evidence that intrinsic talent may be overvalued. As Gladwell puts it, “People at the very top don’t just work harder, or even much harder than everyone else. They work much, much harder.”
But that conclusion doesn’t begin to capture the complexity of what Ericsson discovered. Along with two colleagues, he divided thirty young violinists at the Music Academy of Berlin into three separate groups, based on ratings from their professors. The “best” group consisted of those destined to eventually become professional soloists. The “good” violinists were those expected to have careers playing as part of orchestras. The third group, recruited from the music education division of the academy, was headed for careers as music teachers. All of them had begun playing violin around the age of eight.
Vast amounts of data were collected on each of the subjects, most notably by having them keep a diary of all their activities, hour by hour, over the course of an entire week. They were also asked to rate each activity on three measures, using a scale of 1 to 10. The first one was how important the activity was to improving their performance on the violin. The second was how difficult they found it to do. The third was how intrinsically enjoyable they found the activity.
The top two groups, both destined for professional careers, turned out to practice an average of twenty-four hours a week. The future music teachers, by contrast, put in just over nine hours, or about a third the amount of time as the top two groups. This difference was undeniably dramatic and does suggest how much practice matters. But equally fascinating was the relationship Ericsson found between intense practice and intermittent rest.
All of the thirty violinists agreed that “practice alone” had the biggest impact on improving their performance. Nearly all of them also agreed that practice was the most difficult activity in their lives and the least enjoyable. The top two groups, who practiced an average of 3.5 hours a day, typically did so in three separate sessions of no more than 90 minutes each, mostly in the mornings, when they were presumably most rested and least distracted. They took renewal breaks between each session. The lowest-rated group practiced an average of just 1.4 hours a day, with no fixed schedule, but often in the afternoons, suggesting that they were often procrastinating.
All three groups rated sleep as the second most important activity when it came to improving as violinists. On average, those in the top two groups slept 8.6 hours a day—nearly an hour longer than those in the music teacher group, who slept an average of 7.8 hours. By contrast, the average American gets just 6.5 hours of sleep a night. The top two groups also took considerably more daytime naps than did the lower-rated group—a total of nearly three hours a week compared to less than one hour a week for the music teachers.
Great performers, Ericsson’s study suggests, work more intensely than most of us do but also recover more deeply. Solo practice undertaken with high concentration is especially exhausting. The best violinists figured out, intuitively, that they generated the highest value by working intensely, without interruption, for no more than ninety minutes at a time and no more than 4 hours a day. They also recognized that it was essential to take time, intermittently, to rest and refuel. In fields ranging from sports to chess, researchers have found that four hours a day is the maximum that the best performers practice. Ericsson himself concluded that this number might represent “a more general limit on the maximal amount of deliberate practice that can be sustained over extended time without exhaustion.”
Because the number of hours we work is easy to measure, organizations often default to evaluating employees by the hours they put in at their desks, rather than by the focus they bring to their work or the value they produce. Many of us complain about long hours, but the reality is that it’s less demanding to work at moderate intensity for extended periods of time than it is to work at the highest level of intensity for even shorter periods. If more of us were able to focus in the intense but time-limited ways that the best violinists do, the evidence suggests that great performance would be much more common than it is.
It’s also true that if you’re not actively working to get better at what you do, there’s a good chance you’re getting worse, no matter what the quality of your initial training may have been. As Geoffrey Colvin points out in his provocative book Talent Is Overrated, simply doing an activity for a long time is no guarantee that you’ll do it well, much less get better at it. “In field after field,” Colvin writes, “when it came to centrally important skills—stockbrokers recommending stocks, parole officers predicting recidivism, college admissions officials judging applicants—people with lots of experience were no better at their jobs than those with very little experience.”
In a significant number of cases, people actually get worse at their jobs over time. “More experienced doctors,” Colvin reported, “reliably score lower on tests of medical knowledge than do less experienced doctors; general physicians also become less skilled over time at diagnosing heart sounds and X-rays. Auditors become less skilled at certain types of evaluations.” In some cases, diminished performance is simply the result of a failure to keep up with advances in a given field. But it’s also because most of us tend to become fixed in our habits and practices, even when they’re suboptimal.
OUR FOUR PRIMARY NEEDS
If sustainable great performance requires a rhythmic movement between activity and rest, it also depends on tapping multiple sources of energy. Plug a computer into a wall socket, and it’s good to go. Human beings, on the other hand, need to meet four energy needs to operate at their best: physical, emotional, mental, and spiritual.
By moving rhythmically between activity and renewal in each of these four dimensions, we fulfill our corresponding needs: sustainability, security, self-expression, and significance. In the process, we build our capacity to generate more and more value over time.
The problem is that few of us intentionally address each of our four key needs on a regular basis and organizations often ignore them altogether. When we fuel ourselves on a diet that lacks essential nutrients, it shouldn’t be a surprise that we end up undernourished and unable to operate consistently at our best.
“Value” is a word that carries multiple levels of meaning. The ultimate measure of our effectiveness is the value we create. The ultimate measure of our satisfaction is the value we feel. The ultimate measure of our character is the values we embody.
The primary value exchange between most employers and employees today is time for money. It’s a thin, one-dimensional transaction. Each side tries to get as much of the other’s resources as possible, but neither gets what it really wants. No amount of money employers pay for our time will ever be sufficient to meet all of our multidimensional needs. It’s only when employers encourage and support us in meeting these needs that we can cultivate the energy, engagement, focus, creativity, and passion that fuel great performance.
For better and for worse, we’ve cocreated the world in which we work. Our complicity begins, ironically, with how we treat ourselves.
We tolerate extraordinary disconnects in our own lives, even in areas we plainly have the power to influence. We take too little responsibility for addressing our core needs, and we dissipate too much energy in blame, complaint, and finger-pointing.
We fail to take care of ourselves even though the consequence is that we end up undermining our health, happiness, and productivity.
We don’t spend enough time—truly engaged time—with those we say we love most and who love us most, even though we feel guilty when we don’t and we return to work more energized when we do.
We find ourselves getting frustrated, irritable, and anxious as the pressures rise, even though we instinctively recognize that negative emotions interfere with clear thinking and good decision making and demoralize those we lead and manage.
We allow ourselves to be distracted by e-mail and trivial tasks rather than focusing single-mindedly on our most high-leverage priorities and devoting sacrosanct time to thinking creatively, strategically, and long term.
We are so busy getting things done that we don’t stop very often to consider wha...
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