productivity

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

Work That Isn’t Work

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

Last month started productively – but then got brutal. I got sick, I had to reprioritize, and was annoyed a side project had to get delayed (sorry, no spoilers). Something felt off about what was going on, so as I sat there battling allergies and a cold I caught because of allergies (really, that kind of week), I wanted to figure what was off.

Why did I feel bad, overpressured, and even when sick not want to do my fun projects like writing and generators?

I used the “Five Whys” technique. This is a good one to learn, but in case you don’t care, you ask “why” about your situation, then “why” to your answer, then “why to that answer,” and so on. Eventually you get an idea of what’s wrong and how to solve it. It’s like having a helpful child in your head to pester you until you explain something, and like talking to a child, it’s a way to realize how smart or how stupid you are.

I’m quite fond of it.

This took more than the supposed “Five” whys, but I realized something amazing and liberating – I had lumped all my “work” in a month into the same pot. Cooking and working out was the same priority, a fun piece of writing was just as important as my weekly budget. All the things I wanted to accomplish were sitting in one pile saying “do me,” so I began treating all things the same.

The problem with treating all things you have to do as the same is that you don’t prioritize (or in Agile terms, you forget their value). In fact, you sort of end up with a worst-common denominator effect where you treat everything as a collection of the worst – often conflicting – traits. Everything was a boring and overwhelming must-do task that was also not important.

At that point I realized my organization had killed my motivation. So how did I solve this? I broke them up by relevance and changed them on my own Big Visible Chart.  OK it’s a spreadsheet, but still.

First, are the must-do tasks for a month. These are important life tasks that I want to do and do as soon as possible and most are repeating.. My motivation is “I really better do these.” Now I know what has to get done, and I’m motivated to do them out of importance. Also there’s less than I thought so that helped. In my list of work I marked them “hot” colors – yellow for do at the start of the month, orange in the middle, red at the end.

Second are the important things to do for a month that are kind of regular maintenance; blog posts, cooking, working out, and maybe some lower-priority stuff that’s added for the month. These things can shift around, but are also the “daily grind.” Seeing this made me realize a lot of them can be done reguarly and over time – in fact many have to be (I’m not going to cook 80 meals at once or workout for 15 hours in one day). I saw that these could be paced, that they didn’t need to build up – and that I should never see this as a giant task to surmount, but one that’d be done over time.

Third but not finally is my creative work – books, the Sanctum, other projects. These are things that I do in addition to “life” stuff – and they’re the fun things. I didn’t overload this for the month of April, but may add more. In my chart they’re green.

Seeing it like this made me see what I’d done wrong:

  • Trying to spread out my most vial (“hot” colors) work as opposed to getting it out of the way or just doing it at the right time and not worrying about it. I had a gut feel that this was wrong, but this helped me put it into words.
  • Being unsure how to pace my more regular tasks like cooking and so forth (blue). Because there was so much, I kept trying to do all of it and feeling overwhelmed by this big pile of “stuff”. Really the pile would decrease over time.
  • Viewing my more fun work (green) as labor by conflating it with regular tasks. I had treated it like other work, trying to fit it into other things to do. Now I could see this wasn’t a grind – this was stuff to do when the other work is done, caught up, or has just bored me.

So what solutions did this give beyond solving my issue:

  • For the vital work that has to be done at the start of the month, my goal is to get it over with early, even if it’s a bit of a haul.
  • For vital work due other times in the month, I don’t worry about it until I have to.
  • For the regular grind, pace myself. Don’t let it overwhelm me, or try to get too far ahead of it.
  • For the fun stuff, I realized now that I’m aware of it, I can make space to do it when I want to relax, when I want to get it done, or when I’m caught up on the other work.

Ironically, I think I’ll get more done since I’ll be less stressed, less juggling work, and have better priorities.

So your takeaway, know your priorities and what work means to you. It’ll help you get the vital things done so you’re not distracted, pace yourself with the regular grind, and be aware when you can/will/want/should do your fun stuff.

– Steve