productivity

Method Second

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

I love productivity methods. “Getting Things Done” inspired me to become more organized, and I developed my time-management methods using Agile. I strongly encourage people to find productivity systems and build their owns.

I also recommend you change them up when they don’t work.

This is something people forget a lot when talking about personal productivity. There’s always advice about what to do, how to do it, but never when to stop doing it. When in all that creative advice is that gentle talk and metaphorical hand on the shoulder where someone says “by the way, here’s where you stop listening to me.”

I’ve encountered this in my own life – obviously. Lately, I’ve had to resort my priorities, change my methods, and adapt to new plans and new challenges. I’ve had to reshuffle how I work, from my regular cadence to how I prioritize and track work. As it’s in progress, I’ll discuss this once my methods settle.

But what I do want to discuss is why you should look at your methods and planning techniques, at all your charts and reviews, and learn when to stop doing them.

And when do you stop doing them and try something else? Simple. You change up whatever your productive methods are when following the methods gets in the way of getting things done. The goal of your processes is to get your projects completed, and when however you do that work gets in the way, then throw it out.

Here’s how your current seemingly-brilliant methods can get in the way.

  • They don’t fit your lifestyle. Maybe your lifestyle requires more adaptability, and you need less strict methods. Perhaps your life is more orderly, so less stringent methods aren’t as optimal.
  • You’ve internalized your methods. I’ve found this happens a lot in Agile methods – you internalize so many principles and ways to do things, planning them out may get in the way.
  • Your priorities have changed. That nicely organized system you had to get things done was for a different you. Now you’re focusing on different issues, and your old methods don’t apply. Sticking with your earlier priorities will interfere with your current needs.
  • Your psychological needs changed. Productive methods provide us comfort, leverage our advantages, and make up for our flaws. Those change and evolve, and your processes will need to as well – if they don’t, there’s going to be a lot of internal stress.
  • You’ve learned new tools. There are productivity tools out there, software to methods of using notecards, and so on. Once you find a new one out, why not try to use it?

Productivity methods are essential to getting things done. But there are times to switch them up because your needs changed, you changed, and because there are better methods. Let yourself do it.

The methods don’t matter – what matters is getting things done. When there are reasons to change, do it. The methods are just a way to get where you want to go.

Steven Savage

Creating A Great Work

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

Recently Serdar and I were discussing what made Great works of art, literature, and anime.  We quickly got to the point of realizing that the idea there’s some checklist to create the Great Works is an illusion.  There’s no roadmap for Greatness, despite many failed attempts to create one.

(We left the exact definition of Great ambiguous in our discussion.  I think of Greatness as influential, life-changing works that aim us upward – and persist one way or another).

What we did determine was that there’s no Greatness CHecklist, but there are traits that those that make Great Works have, and seem to increase the chance of creating a Great Work.  Passion for one’s work, persistence, clear vision, and so on.  We probably need to finish this list . . .

What we realized is that there are not techniques to Greatness per se.  There are things you can learn from those that made Great Works, principles, and sets of philosophies and goals, that if you hold them, increase the chance of doing something Great.  None of the people out there that made amazing things are the same, and none of them are the same as you, but there’s probably a rough set of principles and philosophies you can find that’s common among many people you admire.

Then there are techniques MAY help you achieve Great Works.  It could be the “list six things each evening to do the next day.”  It could be writing 1000 words a day.  There is no comprehensive list of techniques, just some out there that will help you after you find what works for you – and what embodies the various principles that those that make Great Works end up holding as important.

You hold the Principles and live them with Methods.

I realized quickly that this is a lot like Agile.  Much as Agile has two parts that help people achieve great things, I think general “making something Great” is similar.

Agile in best practice is about two things:

First, there’s general Principles, as embodied in the Agile Manifesto.  These are things to aspire to, values to hold, general guidelines. Stuff like “Leverage change” or “establish a firm technical foundation.”  They’re good ideas, but you have to figure out how to make them work – and internalize them.  Internalized, they make good productivity instinctive.

Secondly, there are Agile Methods – Scrum, Kanban, and whatever home-brew your office probably uses.  These are ways to embody the Principles in a way that works for you (or you and your team) and help you realize them, so your work is better.  These are techniques that in general help you achieve the Principles, but you have to find what works for you and your situation.  They’re ways to get to the destination of the Principles.

It’s the same with Greatness.  You can probably find similar, general philosophies and attitudes that people that made Great Works have had – but you have to adapt them and live them.  You can select methods that help you realize these principles – but you need to choose what works for you out of the near-endless advice you’ll get.  The two work together to increase the chance of making a Great Work.

The funny thing is – much like Agile – trying too hard will sabotage you.  Many people I know who I admire, who create and do a lot of good and great works, have this all internalized.  This makes it harder to understand, harder to get advice, and tempts you to try hard to do what is, to some effortless (even if it feels like an effort, it comes naturally).

Greatness is lived, not had.  Perhaps that’s why it’s so frustrating, even for those that achieve amazing things.  Greatness exists in two parts and flows out of us like water, and whenever we try to grasp it, we can’t get ahold of it.

Well, if we could get ahold of it, maybe it wouldn’t be so Great . . .

The great Tao flows everywhere.

All things are born from it, yet it doesn’t create them.

It pours itself into its work, yet it makes no claim.

It nourishes infinite worlds, yet it doesn’t hold on to them.

Since it is merged with all things and hidden in their hearts, it can be called humble.

Since all things vanish into it and it alone endures, it can be called great.

It isn’t aware of its greatness; thus it is truly great.

Steven Savage

An Experiment In Perspective And Productivity

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

By now if you read my blog or my posts anywhere you know I’m kind of obsessed with Agile philosophy, Agile methods (Scrum with a heavy helping of Kanban), and I use them in my regular life. I’ve started experimenting with some of my practices and wanted to share my findings.

So first up, my basic way of being productive is a month-long sprint (a period of time where I decide what I’ll do and focus on that). With that focus I’m able to avoid distractions, measure success, and know what’s coming.

Secondly, I estimate the work I’m doing in hours, trying to break things down to manageable chunks of a few hours. My exception is writing, where I set aside an “hour budget.”

OK with that said, I began noticing a few problems I experienced. Tell me if these sound familiar.

First, as life has been complex, I felt overwhelmed. There was a lot on my plate for each month. I’d often try to “front-load” work.

Secondly, because a lot’s been going on, I was often having to shift around work and priorities. That was annoying because, yes, Agile says to embrace change for productivity, but I wasn’t feeling any gain, I was just changing. Was I wasting my time?

Third I got into a good rythm, but found myself over-focused on measuring hours and time. I was investing a lot of time in trying to measure time. This was also weird as I had things so well broken down I wondered why I fiddled with hours.

I have no doubt some of this sounds familiar.

So I sat down with myself, dived into the classic “Five Whys” method I’ve reccomended, and asked what happened. The answers became immediately apparent:

  • A month-long sprint had so much and was so broad it was unweildly and didn’t acknowledge how each week was different, and it was hard to change.
  • My estimates in hours were “too real.” Thinking of things as hours led me to spend too much time trying to map “real time” as opposed to getting stuff done. So I was actually less efficient because of asking “is this an hour or not.” Another reason the whole Scrum “points thing” makes sense.

So now I’m experimenting with a few changes to help me be productive and also lighten me up a bit.

First, I’m now doing classic two week sprints (Monday to Monday). This takes me out of monthly thinking, focuses on a smaller time frame so I can better evaluate what I should do, and makes it easier to adapt. This has already been a godsend in focus.

Secondly, I’ve – yes – ditched time estimates and Fibonacci points. Because I’ve gotten really good at breaking work down, I’m now just treating everything as “things to do” and breaking them down to the smallest components. For things like writing, I’m giving myself “X writing sessions” each sprint to sit down and write. Then I just check off “done.”

I’ll let you know more about my findings (and I may need to update my Personal Agile book).

However, I do want to answer an unspoken question: do I regret my earlier productivity techniques, with month-long sprints and so on? No.

What I did worked for the time. It got things done. It also let me learn so I could keep improving what I did. It may even be that worked then but I had to find a different way to do things now.

It’s OK to change how you operate and get things done. Doing things is how you learn to do them better.

Steven Savage