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Operate from Lists, Not Stacks

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From To Do Doing Done: A Creative Approach to Managing Projects and Effectively Finishing What Matters Most:

Think about what happens when you try to deal with a stack of paper. You take the first piece of paper off the stack, read it over, realize you can’t do anything about it right now, and put it back on one corner of your desk.

The next item, the same thing. The next item, you do what needs to be done and then realize that you may need the original piece of paper later, so you put it in a different stack on another corner of your desk.

You are just rearranging the stacks!

It’s impossible to prioritize a stack of paper. When you’re dealing with the stack, the most important item in that stack may be on the bottom … where you may never get to it.

The principle to overcome this is: Operate from lists, not stacks.

If you have any stacks, go through each item in them one at a time. Do what can be done in two minutes or less. When anything can’t be done in two minutes, then put it down as an action item on your next action list and then either toss the paper or, if you’ll need it when you do the action, put it in an action file and pull it out when you get to that action on your list.

If everything in the stack pertains to the same thing and it won’t fit in a file — for example, it’s a set of papers to be graded (let’s say you are a teacher) or the stack is really a big manuscript you have to read (let’s say you are an editor), then put the action which the stack represents on your next action list and put the stack on a shelf — off of your desktop. If desired, put in parentheses after the action item the location of the stack (which is really just “support material” for the action) to remind you that stack exists.

When you choose to do the action on your list, pull the stack off the shelf and do the work. When you are done with it for the day, put it back on the shelf and bring it back out the next time you work on that action.

How to Set Up Your Desk: An Introduction

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Post 1 in the series: How to Set Up Your Desk

How To Set Up Your Desk

              Buy the eBook

Note: This series is now available as an ebook at Amazon, with an expanded introduction (on how this relates to changing the world, and some other things), some various updates throughout, a list of further resources, and an appendix on how to turn an entire wall in your office into a white board (highly recommended!).

Posts in This Series

  1. How to Set Up Your Desk: An Introduction
  2. How to Set Up Your Desk: Basic Principles
  3. Excursus: Against Desk Hotels
  4. The Four Ways to Configure a Desk
  5. Where to Put Your Desk
  6. What to Put on Your Desktop and How to Use It
  7. What to Put in Your Desk Drawers and How to Use Them
  8. The Rest of the Room: How to Set Up Your Office

To follow up on our recent series on recommended productivity tools, we’re starting a series today on how to set up your desk.

Setting up your desk well is something that all of us have to deal with, and yet there is almost nothing out there on how to do it. There is some good advice here and there, but it is typically scattered. The only thorough treatment of desk setup that I know of is in Organizing for Dummies. The chapter is very helpful, but it is not online. There is no single online place to go to in order to get a clear view of how to make your desk work for you as effectively as possible.

So that’s what this series aims to do.

Why Desk Setup Matters
It makes sense to think through your workspace setup for several reasons.

First, when you have your desk set up well you minimize resistance to carrying out your work and thus can get more work done. That’s the key principle here: Set your desk up well in order to minimize resistance so that you can give your focus and energy to actually doing your work.

Second, you will simply work better if you have your desk set up well and know how to use it. Which is another one of my aims here: A desk is a workflow system. Therefore we ought to approach it with intentionality and purpose. We can be more effective when we know how to use our desks and are intentional, rather than ad hoc, because we deal with them every day and have to use them to get all sorts of important things done. The principle here is: Understand your tools and know how to make the most of them.

Third, when your desk is not set up well it creates drag and thus drains time, energy, and focus. I like how they put this in Organizing for Dummies:

You don’t need to be an efficiency expert, interior designer, or feng shui master specializing in the Chinese art of placement to know that the right work space can set you up for success, while a whatever approach to your workplace layout can sap your time, energy, concentration, and creativity” (p. 183).

Or, to put it another way: “Clutter sucks creativity and energy from your brain” (To Do Doing Done, p. 92).

Fourth, you use your desk about every day, and knowing how to use it is not hard to figure out. So the benefits you get from this are large, but the cost involved is small.

Fifth, it makes work more fun when you know how to use your desk. A well-run desk is a work of art!

Who Needs to Do This?
Not just people that work in an office. I like how David Allen puts it:

A functional work space is critical. If you don’t already have a dedicated work space and in-basket, get them now. That goes for students, homemakers, and retirees, too. Everyone must have a physical locus of control from which to deal with everything else. (Getting Things Done, 89.)

I got interested in this subject years ago largely as an outgrowth of implementing GTD. After putting the task management systems in place, it made sense to make the other aspects of my work as smooth and efficient as possible as well.

So I did some reading on desk setup, engaged in some trial and error, and developed some basic principles. (And then kept going with this trajectory in regard to every other room in my house so that I could minimize drag wherever I could — yes, a bit strange, I know!)

On Flexibility

I don’t want to say here that there is only one right way to set up your desk. There are some pretty tricky situations given the setups that are often thrust upon us, such as odd-shaped cubicles or, if we have an office, uncooperative room layouts. And personal preference also plays a huge role as well.

The problem I found, though, is that these factors lead many to give the advice of “just do what works for you.” Which really gives no guidance at all. The result, I found, was that I had to think about my desk a lot more than I wanted.

So although individual situations and preferences vary, there are principles for how to do this more effectively than otherwise. The key is to apply the principles in light of your own individual preferences and specific situation.

To summarize: Setting up your desk well and knowing how to use it minimizes resistance to your work and makes it more enjoyable. The result is that you are more drawn to actually do your work, giving you a productivity edge that also makes work feel less like work. And you won’t have all sorts of piles getting in your way.

The Effectiveness of Your System is Inversely Proportional to Your Awareness of It

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From David Allen’s Ready for Anything: 52 Productivity Principles for Work and Life (p. 96):

When you have to focus on your system, you are detouring energy that could be used to create and produce with your system.

The objective of system installation, change, or enhancement is to get “system” off your mind again as soon as possible.

The better your systems, the more you don’t know you have them. The less attention you pay to them, the more functional they probably are. The only time you will notice them is when they don’t work or when you have to be too conscious about your use of them. You want to be working, doing, thinking, creating, and dealing with things — not focused on how you’re doing them.

You want to enjoy driving your car in the countryside without thinking about how to shift gears or work the climate control.

Creating smoothly running silent systems is often the greatest improvement opportunity for enhanced productivity.

Nine out of ten times, people have workflow systems that don’t work, because they are too much work.

Most of the organizing gear and software sold in the last twenty-five years makes sense conceptually but doesn’t function as fast as what people are trying to coordinate. When the amount of what has to be managed increases in speed and volume, a system will start to fall apart if its design is flawed or the habits of the operator are not grooved on “automatic.”

The Mental Price of Multitasking

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Stanford University News summarizes the findings from a recent study on multitasking. Here are some key excerpts:

People who are regularly bombarded with several streams of electronic information do not pay attention, control their memory or switch from one job to another as well as those who prefer to complete one task at a time, a group of Stanford researchers has found.

High-tech jugglers are everywhere – keeping up several e-mail and instant message conversations at once, text messaging while watching television and jumping from one website to another while plowing through homework assignments.

But after putting about 100 students through a series of three tests, the researchers realized those heavy media multitaskers are paying a big mental price.

….

“We kept looking for what they’re better at, and we didn’t find it,” said Ophir, the study’s lead author.

….

“When they’re in situations where there are multiple sources of information coming from the external world or emerging out of memory, they’re not able to filter out what’s not relevant to their current goal,” said Wagner, an associate professor of psychology. “That failure to filter means they’re slowed down by that irrelevant information.”

My Interview with Tim Challies

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I recently did an interview for Tim Challies’ blog on Desiring God, where my role is senior director of strategy.

I talk about how DG began, our core purpose, our philosophy of being here to serve rather than for how we can benefit, why we post everything online for free, and some thoughts on organizational effectiveness.

In regards to the latter, one of the things I talk about is how an organization should navigate the future in light of the fact that it cannot be known with clarity — and therefore detailed strategic blueprints become outdated almost right away. I discuss three ways that we do this:

  • Evolutionary progress, which happens incrementally and organically (rather than according to a predetermined plan) through the principle of “try a lot of stuff and keep what works.”
  • Building on the strengths of the staff.
  • Intentional and planned progress, through the concept of BHAGs (big hairy audacious goals) that paint in broad strokes the envisioned future.

The core idea here is to combine incremental progress, which progresses organically in response to the environment and needs as you experience them, with intentional and bold goals (BHAGs) that paint in broad strokes but do not blueprint things out in detail. This provides intentionality about the future without attempting to script everything out, so that the organization can remain flexible according to reality as it actually is while still progressing toward a bold envisioned future.

There is a great quote in Built to Last on how Jack Welch utilized both of these concepts effectively at GE, which I think explains the concept very well:

Instead of directing a business according to a detailed … strategic plan, Welch believed in setting only a few clear, overarching goals. Then, on an ad hoc basis, his people were free to seize any opportunities they saw to further those goals. This crystallized in his mind after reading Johannes von Moltke, a nineteenth century Prussian general influenced by the renowned military theorist Karl von Clausewitz, who argued that detailed plans usually fail, because circumstances inevitably change.

Why Being Organized Matters

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Being organized matters because it reduces the friction in getting things done.

In other words:

Most people act when it’s easy to do so. The better organized you are, the easier it is to act and the greater the tendency for you to do those things that should be done when they should be done, whether you like to or not. (The Personal Efficiency Program: How to Stop Feeling Overwhelmed and Win Back Control of Your Work, p 4.)

On Grasshoppers and Email

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When I go running, there is a field on my route that is filled with grasshoppers. The field looks ordinary from a distance. But once I get to it, grasshoppers start jumping out everywhere.

The first few times that I went through it I would speed up to try and get away from them. But I could never outrun the grasshoppers. They would just jump out as I went along, regardless of how fast or slow I was going. They jumped out where I was precisely because I was there. Going faster didn’t get me past the grasshoppers; it just made them jump out sooner.

So this immediately made me think of email. Email contains a paradox, like these grasshoppers: Going faster doesn’t mean you’ll get less. In fact, it might mean that you’ll get even more, because email responds to your presence, just like the grasshoppers.

So if you try to overcome email overload by doing email faster and more often, you won’t end up getting ahead. You’ll just end up with a lot more email to keep up with.

If you want more email, that’s fine. I’m not against email, and a lot of important work gets done through it. (And I probably don’t say that enough.) But if you want to preserve a good chunk of time for other responsibilities that you (hopefully) have, then the solution is to reduce your number of email cycles.

In other words, if you want to decrease the amount of email that you have to attend to, the main solution is not to go faster.

Yes, you should go faster and be more efficient at processing your email. But if that’s all you do, you’ll just see more email coming your way than you would have before. What you need to do is both become more efficient at processing email and at the same time decrease the number of times that you check email each day.

In other words, the way to create more time for other things is to decrease the number of email cycles in your routine.

Last of all, an objection. Someone will say “but if I check email less, then I’ll be less responsive.” Well, that’s probably true. I’m not saying that you have to do this. But realize that this trade-off exists on both sides of the equation. For if you choose to be almost immediately responsive with email, then you will get less long-term and important non-email stuff done. And that’s a problem, too.

It’s really up to you. There’s not necessarily a right or wrong here. It depends upon the nature of your responsibilities, your strengths, and what your organization needs you to be focusing on. Things may also fluctuate for the same person from season to season. (And, it’s worth pointing out that you can probably find a balance that preserves a good level of responsiveness even if it is less than you might initially default to.)

You make the call. Just be aware of the likely trade-off. If you end up doing less non-email work in order to give more time and attention to email, just make sure that you are doing that on purpose rather than automatically assuming that that is the way it has to be.

The Universal Requirements for a Visionary Company

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From Jim Collins’ Built to Last: Successful Habits of Visionary Companies:

A company must have a core ideology [core purpose plus core values] to become a visionary company. It must also have an unrelenting drive for progress. And finally, it must be well designed as an organization to preserve the core and stimulate progress, with all the key pieces working in alignment.

These are universal requirements for visionary companies. They distinguished visionary companies a hundred years ago. They distinguish visionary companies today. And they will distinguish visionary companies int he twenty-first century.

However, the specific methods visionary companies use to preserve the core and stimulate progress will undoubtedly change and improve. BHAGs [huge, audacious goals], cult-like cultures, evolution through experimentation, home-grown management, and continuous self-improvement — these are all proven methods of preserving the core and stimulating progress. But they are not the only effective methods that can be invented.

Companies will invent new methods to complement these time-tested ones. The visionary companies of tomorrow are already out there today experimenting with new and better methods. They’re undoubtedly already doing things that their competitors might find odd or unusual, but that will someday become common practice.

And that’s exactly what you should be doing in the corporations [and organizations] you work with — that is, if you want them to enter the elite league of visionary companies. It doesn’t matter whether you are an entrepreneur, manager, CEO, board member, or consultant. You should be working to implement as many methods as you can think of to preserve a cherished core ideology that guides and inspires people at all levels. And you should be working to create mechanisms that create dissatisfaction with the status quo and stimulate change, improvement, innovation, and renewal — mechanisms, in short, that infect people with the spirit of progress…. Use the proven methods and create new methods. Do both.