Multitasking Isn’t for Humans We have accepted continuous multitasking as something normal when it is far from “normal.” One of the main issues today, acknowledged by most, is the lack of time spaces for concentration on a task, what we call “do deep work.” Maintaining clear focus on a single activity for 30 minutes is already quite challenging. The consequences of multitasking are evident: 1. Any task of a certain complexity will take us double or triple the time. 2. By the end of the day, we lose a lot of time due to the time investment required each time we switch from one task to another. And thus, the cycle starts anew. 3. When we close our work day our energy levels are minimal due to the high energy drain that multitasking entails. Month’s thought The problems we face are not that complex. The precise issue lies in how we approach them to solve them: periods of scattered attention while continuously practicing multitasking. Having the ability to do deep work on a single task for certain periods of time has become a distinctive skill. A Challenge Begin reclaiming your ability to do deep work during specific moments to regain focus. Reading or any task that demands concentration will be helpful. You’ll notice how you stretch the duration of time, and you’ll also relish it as you perceive the quality of your work increasing. Small Allies Select the most important topics for September and start planning to work on them in blocks of deep work time Moreover, introduce the necessary frequency and consistency. If you manage to bring higher quality attention to these priority topics, along with frequency and consistency over time, you’ll take a significant leap in the quality of the results you achieve. Recommended Reading Hyperfocus: How to manage Your Attention in a World of Distractions. “Hyperfocus” is a practical guide for managing your attention: the most powerful resource you have for getting things done, being more creative, and living a meaningful life. Our attention has never been as overloaded as it is now. Our brains strive to perform multiple tasks at once, while we fill every moment of our lives to the brim with meaningless distractions. The latest neuroscience research reveals that our brain operates in two modes when we use our attention effectively: a focused mode (hyperfocus), which is the foundation for high productivity, and a creative mode (scatterfocus), which allows us to connect ideas in novel ways. Through reading “Hyperfocus,” you’ll be able to identify and deal with the four key types of distractions and interruptions; establish a clear physical and mental environment to work in; control motivation and work fewer hours to be more productive; know how to take intentional breaks and learn when to pay attention and when to let your mind wander. Would you like to learn more about the FASE® Method? Thank you very much for reading us this week! And if you liked it, forward it to that person who will surely appreciate it. Kind regards.
Tag Archives: CEO
Sep
The most common failure in personal productivity. The most common failure in personal productivity is the misalignment between CEOs’ priorities and their daily habits when it comes to personal organization and time management. Many directors have clear priorities but struggle to integrate them into their daily schedules. When we ask them if they have a clear vision of their goals, most of them respond with a resounding “YES.” However, when we inquire if they have written these goals down, again, most answer in the affirmative. They admit to setting annual goals regularly. Our response? That’s insufficient for effective planning and prioritization since annual goals are often too general. Therefore, we recommend transforming them into quarterly or monthly goals. When we ask if their agendas align with these priorities, the majority say “NO.” Those few who initially claim alignment often change their response to “NO” after closer examination of their calendars. Why does this happen? The reason is that we allow other people to dictate our schedules, when it should be the other way around. Based on my monthly or quarterly goals, I plan and protect my agenda to better align with my priorities, key meetings, and people necessary for achieving those objectives. This requires deep reflection and focused effort. We refer to this approach as “consistent intentionality.” Align your schedule with your priorities to create effective planning. Based on my monthly or quarterly goals, I plan and protect my agenda to better align it with my priorities and key meetings and people related to those objectives. This requires deep work and reflection and is what we call “consistent intentionality.” The second aspect involves being assertive and saying “NO” to activities, meetings, calls, etc., that do not align with your goals. While some commitments may be unavoidable, most can be politely declined or delegated to another team member. Saying “no” assertively will improve the quality of your “yes.” Finally, it’s important to remember that every time we say “yes” to something, we take away quality time from our goals. Therefore, the quality of our “yes” is closely connected to the quantity of our “no. Discover the consistent intentionality in your calendar and focus on it relentlessly. This is what will set you apart from letting others lead you. Prioritize your goals and shield yourself from the inertia imposed by others.
Aug
Conversations with a CEO: The Loneliness of Power and the Challenges of Being a CEO Once upon a time, there was a young entrepreneur named Alejandro, who, after years of hard work and deep commitment, achieved his goal of becoming the CEO of a startup. He was excited about this position and the opportunity to lead his team to success. However, within a couple of months, he began to feel the “loneliness of power.” Even though he had a team at his disposal, he realized he couldn’t ask a superior for help or share his fears as he used to do. One day, while he was meditating about this situation, his friend Ismael, who had also been a CEO, called him. “Hi Alejandro. I’ve heard that you’re grappling with the loneliness of power,” he said in a empathetic voice. “Yes, Ismael. I can’t help but feel lonely and vulnerable in this new position. I don’t have anyone to ask for help, and everyone expects me to be proactive, brilliant, and have the perfect solution for every problem,” Alejandro replied with concern. Ismael sighed. “Believe me, every CEO goes through this in the beginning. It’s a heavy load, but you have to remember that you’re there for a reason. The key is to remain true to yourself and take care of your well-being.” Alejandro reflected on his friend’s words and decided to find a way to confront the loneliness of power instead of letting it defeat him. Over the next few days, he conducted research and spoke to experienced CEOs in search of advice. Finally, he arrived at a conclusion that struck a chord. He didn’t need to worry about the specific problems of day-to-day operations but rather focus on his overall well-being and prevent the pressure and stress from slowly wearing him down. With this new perspective, Alejandro understood that he couldn’t be present in every situation or have all the answers. He recalled words a client had once shared: “divide and conquer.” This led him to realize that he had to identify which tasks truly required his presence to provide his experienced opinion. He then concentrated his efforts on prioritizing and delegated new responsibilities to his trusted team. Alejandro learned to trust his leadership and let go of the fear of showing vulnerability when it was appropriate and beneficial to the company’s growth. Over time, he discovered he was not alone on the battlefield. He began opening up to those around him, both inside and outside the company, and found that many people had experienced the “loneliness of power” at some point in their careers. This realization enabled him to build a strong and valuable network where he could share his concerns and receive advice from other leaders. This support helped him maintain the best version of himself and successfully tackle all the challenges that came his way.
