Do Busy Right - The Task and Attention Management Podcast

Change is hard because we are habitual creatures. This episode explores how to leverage our powerful social nature to overcome the difficulty of self-improvement and achieve mastery. Getting better allows us to experience greater joy, agency, and efficiency, leading to less stress. Learn how to overcome cultural hurdles and utilize group dynamics for strong accountability, effective feedback, and deliberate practice. Overcoming Cultural Hurdles The Cultural Fallacy: Our culture often worships "talent" and creates an illogical fallacy that admitting the need for improvement means admitting you are not very good. This prevents us from openly seeking to get better at externally important and visible activities. Leveraging Social Nature: We must utilize our strong social instinct—a powerful force—to aid improvement. This means finding a group that is also committed to improving, making them less likely to use our efforts against us. Leveraging Social Accountability and Community Accountability: Strong accountability is derived from our social nature, acting as motivation based on our instinct for approval, especially from those on the journey with us. Self-accountability is extremely difficult. Seek and Accept Feedback: Establish people who will give you empirical feedback—an informal 360-degree review. We must learn not just how to give feedback, but how to receive it, giving others permission to observe and comment on our work. Find Others on a Similar Journey: Create a community where people agree to be open and honest about new habits or skills they are trying to install. This honesty helps our brains become less defensive and provides tactical tips (e.g., using a kitchen timer instead of a phone for a workout). Improving Visibility and Observation The Challenge of Self-Evaluation: It is very difficult to perform and evaluate your performance simultaneously. In the heat of the moment, the majority of your cognitive energy is focused on the content of the performance, leaving little room to observe mistakes or improper form. Create "Game Film": Technology allows us to create our own "game film" (e.g., recording work or typing to count backspace usage). Enlist Intentional Observation: Ask other people to be intentional observers. Group members can agree to watch each other, perhaps tracking a specific behavior like filler words during a presentation. Creating and Utilizing a Laboratory (Practice Environment) The Need for a Lab: It's hard to get better when every activity is a "live fire exercise," as we push back to what was previously successful and are less likely to innovate due to fear. A laboratory is an environment intentionally set up for experiments. Key Aspects of the Practice Facility: Realism: The lab must resemble the actual performance environment. Remove Barriers: Practice less when the environment is hard to set up. Configure gear so that only one button push is needed to start, or remove psychological barriers like using a headset so you don't annoy others. Accountability for Utilization: External accountability is necessary for actually using the practice environment. Utilize Coaching: Coaches are an efficiency tool that provides accountability, tips, shortcuts, and a curriculum. Always seek a coach who can articulate a plan for what you will learn. Paying for coaching turns improvement into an investment. Conclusion Because we are habitual creatures and change is hard, we must lean into external, social structures. The social instinct is key, providing the strong accountability and observation necessary for growth. By creating a dedicated, realistic practice "laboratory" and utilizing coaching, we can effectively engage in group self-improvement. All these things work together—the accountability, the observation, the dedicated environment, and the social nuance of shared effort. larry@dobusyright.com; linkedin.com/in/larrytribble

Are you struggling with productivity anxiety—that feeling of drowning or running on a treadmill? You are not alone; 80% of workers report this struggle. This episode shifts the rhetoric away from self-blame, analyzing the underlying causes and symptoms of this pervasive problem. The solution is not treatment, but technique: a concept called Cognitive Ergonomics, which builds systems to support your attention and strengthen your cognition. The Pervasive Problem: Productivity Anxiety Symptoms and Impact: Productivity anxiety often feels like drowning, being on a hamster wheel, or a treadmill where you are constantly speeding but not feeling like you are speeding up. The root word for anxiety means "choking". Under stress, we often respond emotionally rather than thinking things through rationally. Cognitive Strain: Stress causes a lack of nuanced thought, leading to problems like all-or-nothing thinking, self-judgment, and catastrophizing. Self-Perception: The strain leads to chronic dissatisfaction and feelings of inadequacy. This robs us of our agency because we feel incapable of dealing with the volume of information. This feeling is compounded when we perceive that other people do not appear to be suffering to the same degree, leading to guilt, shame, and comparison. This is not a personal failure, but an environmentally caused problem. The Causes: Technology and Culture Collision Environmental Problem: The situation is a natural outgrowth of the technologies we have developed, married with the prevalent workplace culture. This is a collision of "convenience" technology and the prevailing "hustle culture". Technology Misalignment: Almost all modern technology is concerned with convenience and speed, not supporting strong cognition. Faster communication is not equivalent to better quality or better volume. Our tools may, frankly, be making us "stupid". Non-Actionable Information Load: The same cognitive asset we use for productive output is necessary to deal with all information. We are inundated with information that is not actionable for us, leading to claims on our attention that are simply beyond our mental ability to react effectively. Workplace Culture: The culture presumes that environmental stress makes us more productive, which is the opposite of the reality. There is a cultural phenomenon that discourages contentment. The Solution: Techniques for Cognitive Ergonomics The Need for Technique: The fundamental problem is that nobody is teaching us how to manage in this new environment. The solution lies in finding and implementing good techniques. Applying Ergonomics to the Mind:Cognitive Ergonomics (or attention ergonomics) is about identifying and managing environmental factors that cause stress and inhibit our cognition. We should treat the constant, repetitive mental stress as similar to a physical Repetitive Stress Injury. Benefits of Attention Management: Good attention management supports and prevents the hampering of cognitive work. It sharpens both fluid intelligence (imagination, rapid thinking) and crystallized intelligence (experience, wisdom, slower thinking). Conclusion We must stop ignoring the mental repetitive stress injury that the modern workplace imposes. The crucial element we are missing is technique. By employing the principles of attention ergonomics or mental ergonomics, we can manage this new environment and build systems that work for us, rather than constantly struggling to cope. This approach is the foundation upon which strong cognition—and therefore high performance in work and life—is built. The pursuit of cognitive ergonomics is the way to Do Busy Right.   larry@dobusyright.com; www.linkedin.com/in/larrytribble

In a world of constant distractions, our ability to focus is a skill under threat. This episode explores why mastering focus is not just about productivity but about doing our best work and leading a more thoughtful life. We'll delve into the modern crisis of attention, understand why our brains resist deep work, and learn actionable strategies to train your focus like a muscle. The Foundational Importance of Mental Clarity Half the battle in focusing is clearing your mind. This involves getting information out of your head and into a system where you can manage it. A practical tactic is "parking downhill": when pausing a task, leave yourself a quick note about "what was next" to make it easy to restart. The Modern Crisis of Focus The Reverse Flynn Effect suggests a reversal in the long-standing rise of IQ scores over the last 12 years, a period that correlates with the widespread use of mobile devices. This leads to the hypothesis that we are losing our ability to focus. Evidence from math skills tests shows a high correlation between students who thoroughly complete demographic information and those who achieve higher test scores, suggesting that even basic math skills are a function of focus and persistence. Our media consumption is trending toward shorter and shorter segments and rapid "cutscenes," which may hinder our ability to train for sustained focus. We are becoming a "soundbite culture". Our brains are naturally wired to seek novelty, making sustained focus an uphill battle that must be trained. Practical Strategies for Cultivating Focus Mindfulness: Even short periods (8-10 minutes) can be beneficial for building focus. Reading: Reading is an excellent training ground for focus. Savoring: Practice experiencing everyday tasks and enjoyable activities more deeply. Managing Distractions: Actively work to prevent external interruptions and externalize internal thoughts so they don't clamor for attention. Avoid Multitasking: Constantly switching your attention, like checking your phone during a movie, actively works against training focus. Be Intentional: Make conscious choices about how you engage with information. Question whether your short-term curiosity is leading to the collection of trivial knowledge rather than deeper inquiry. Recognize that much of the information we consume is "junk food". Conclusion Just as we exercise our bodies, we must train our minds. Our modern information environment denies us the mental exercise necessary for sustained focus. By choosing to be intentional, savoring experiences, and pushing back against the constant pull of novelty, we can rebuild our capacity for focus and lead a richer, more productive life.   larry@dobusyright.com; linkedin.com/in/larrytribble I'd enjoy hearing from you.

"Work hard" is common advice, but what does it really mean? This episode challenges the one-dimensional view of success and "hustle culture." It explores the limitations of the "brute force method" and deconstructs "hard work" into four distinct "flavors." By understanding these different kinds of challenges, you can critically evaluate your own career path, define your version of success, and choose the "pain" you are best suited to deal with. Challenging the "Brute Force" Model of Success We often see narratives of seemingly successful people who advocate for the "brute force method," which involves sacrificing life for intense, long hours. The entrepreneur Emil Barr, for example, is presented as someone who works 12.5 hours a day, 7 days a week, with little sleep, to become a billionaire by age 30. However, there are multiple valid paths to success. Many people define success as a "quiet life" with financial comfort rather than immense wealth, a philosophy akin to the "millionaire next door." Impatience, not virtue, often determines the difference between these models. Deconstructing "Hard Work": Four Distinct "Flavors" "Hard work" is an ambiguous term that lumps different types of challenges together. It's important to recognize that useful and valuable work is challenging, but it doesn't always have to be a "white-knuckle" grind. Physically Demanding and Dangerous Work: This involves direct physical exertion and personal risk. Examples include military service, SEAL training, or being a firefighter or professional athlete. It requires overcoming fear, the use of physical skills, and the energy of the body. Long Hours / Brute Force: The work itself may not be dangerous, but the sheer volume and duration of effort make it hard. The "Elon Musk model" of 10-12 hour days, 7 days a week, is a prime example. This is the "brute force" model of success, probably derived from #1 above. Cognitively Hard Work: This involves creating new knowledge, solving complex problems with no clear answers, and pushing intellectual boundaries. Examples include computer programming, thought leadership, or inventing new concepts. This type of work is draining, but for some, it is not particularly painful. Emotionally Hard Work: This involves navigating emotionally charged situations, often in leadership roles or careers such as therapy or pastoral work. It requires patience, strong communication, and the ability to endure frustration, such as a doctor facing grieving families. This work is emotionally draining, but perhaps less so for some than for others. These four types are all underpinned by the underlying qualities of grit and persistence. Success and flourishing requires these qualities. Maybe best to think of them as  Choosing Your Own Challenge What is "painful" for one person might not be for another, highlighting the individual nature of hard work. Some might, indeed, find the brute force method to be the right one for them. What is most important to note is that the brute force method is not the only path. It is not even required, but is most likely simply a sign of impatience. From the four types above, and perhaps others, we should choose the "flavor of pain" or struggle that we are best adapted to dealing with or find most acceptable. Instead of searching for an elusive "passion," a more productive approach is to understand what challenges or flavors you are willing and able to embrace to a greater degree than others. This understanding can help you navigate your career and life choices with greater clarity and purpose, moving beyond a simplistic and potentially damaging narrative of sacrificing everything for success. This is a core principle in enabling us to Do Busy Right.

What is Attention Compass and How will it help me? (Classic Episode) This is one of a series of posts that are going to discuss Attention Compass in detail. Attention Compass is my proprietary tool and workflow to put you in control of your information and attention - making you a better more confident knowledge worker and reducing your stress over your productivity.   I think many people are struggling with the problem(s) that Attention Compass solves – overwhelm, associated stress, and fear that things are falling through the cracks. If that's you, I want to serve you as best I can. So, I'll tell you how to implement your own Attention Compass. If you try to do it and struggle, give me a call and I'll help you get it fixed.   We'll start with some assumptions that explain why Attention Compass is built the way it is. This will help you make decisions about how you want to use your Attention Compass. It should also help you figure out more about why you want to have an Attention Compass.   Underlying assumptions There are more than we could ever… There are more things to do than we could ever get done There are more things to know than we could ever learn This makes us fear forgetting/losing/missing something This fear is low-level, continually stressful for us Our memories are unreliable as to time, particularly in the future We know this so we create artifacts and systems, but our brains don't trust them Misusing the 'workbench', the productive asset, our mind/brain That means we need to get things off our mind Implications More than we can look at and more than we can get done = a ton of stuff This means that we have to store it in a system Task management We get paid on delivering artifacts and we call the work to do so 'tasks'; tasks need to be first-class citizens in our information management system; a task is just a specific kind of information Managing 'time' vs. managing 'attention' Properties of the system Electronic is best, mostly because it'll be a lot of stuff And we need to use a backlog (metaphor) to store it What a backlog is Backlog justification (vs. PMI 'calendar' and WBS) And we have to make and track postponement decisions When we say we're 'not doing' something, we're usually postponing; these decisions need to be tracked About Attention Compass So, these things mean that you need a personal Information Management System; Attention Compass is precisely that The four workflows (most frequent to least) Capture Observing the internal and external worlds Capture is semi-continuous, event-driven Processing Turn it in to want it is and put it where it belongs Daily review Don't have to make a to-do list, just pull from the backlog Validate against other commitments Weekly Review – the bigger picture Maximum clarity and control So what? Now you understand some of the ideas of Attention Compass. Pick one and work to implement it in your life - tracking your postponement decisions is a good example. You can go to my website for instructions on how to make a physical system (called a "tickler file") that will put you in complete control of your postponements.   As you create this habit, you will begin to see a new clarity and confidence about your tasks and attention management. This should encourage you to continue your efforts to improve in this critical area of your knowledge work life.   larry@dobusyright.com or www.linkedin.com/in/larrytribble  

We are constantly bombarded with information, and the challenge is to make that flow work for us, not against us. This episode explores how our brains instinctively make meaning and categorize information. It defines an organizational scheme that supports your attention, not interrupts it, by fostering an emergent, personal approach to managing information. Discover how to develop a system that feels natural and fluid, making it easier to maintain focus. The Instinctive Process of Meaning-Making Our brains make an immediate and "blindingly quick" decision about incoming information: "keep it versus ignore it". This immediate sense-making process is similar to hearing a siren. You instinctively categorize whether it's important to you (e.g., in your lane of traffic) or "nothing to do with me". This process applies to all environmental signals and information we encounter, including emails and social media notifications. Refining Categories: Actionable vs. Reference Information If information is a "keep," the next step is a processing loop to make "more detailed meaning" and put it into "more specific categories". The first major refinement is distinguishing between actionable information (things you need to do) and reference information (things you need to see again later). Actionable information is categorized by questions like, "When do I need to act on it?" and "What level of priority does it have?". A simple scheme could be "One Now, Two Next, Three Soon, Four Later, Five Someday". Reference information requires more nuanced categorization to ensure you can find it again when you need to. The categories must "make sense to us" individually. The Emergent Nature of Personal Categorization An effective organizational scheme must be emergent and deeply personal to you. Trying to force your information into someone else's imposed categories creates friction, slows you down, and often leads to losing the information because your brain doesn't naturally respond to them. Creating your own schema is "fluid and natural". While your system should be personal, some generic categories are widely useful, such as: Action Tags: Used to prioritize actionable information (e.g., "One Now," "Two Next"). People Tags: For important individuals when they are the source of information or need to be informed. Project Tags: To group all related information for a specific project. Historical/Reference Tags: For areas of knowledge or work specialties. Conclusion An effective organizational scheme isn't about rigid, imposed rules; it's about supporting your natural ability to make meaning and categorize information. Don't fight your brain; design a system that works with it by creating categories that make sense to you. larry@dobusyright.com; www.linkedin.com/in/larrytribble

Is your team's knowledge siloed and difficult to find? We often focus on personal organization, but effective group information management is the key to a cohesive and successful team. This episode challenges traditional, top-down approaches and presents a more effective, individual-centric solution. Discover how empowering every team member to manage their own information can transform your group's ability to share knowledge, find what they need, and collaborate more effectively. The Problem with Traditional Approaches The "Best Practice" Trap: Many teams use shared document repositories with a centralized schema, often created by a single "librarian" or manager. A Mismatch with Mental Models: This one-size-fits-all schema forces team members to think in a way that doesn't align with how their own brains naturally work, which is inefficient and difficult. The Challenge of Finding Information: When information is misfiled in large digital repositories, it's often as good as lost. Global search is not an ideal "finding mechanism" for re-locating specific documents you've seen before, leading to significant user frustration. The Solution: Building from the Individual Up Leverage Personal Information Management (PIM): The key is to ensure every team member is a good manager of their own information. The Card Catalog Analogy: Like a public library's card catalog, which helps users find books without needing to learn the complex library schema, every team member should build their own personal "card catalog" of links to shared information. How it Works: Individuals find a document in the shared repository and capture a link to it in their own private system. This personal system is organized according to their own mental schema, making it easy for them to find the information again later. Team members share links to documents instead of sending attachments. The Benefit: Once individuals are proficient at managing their own information, the group's ability to access and build on collective knowledge transforms. The structure of the central repository becomes far less critical, and the complex challenge of group information management becomes more straightforward. Conclusion Traditional, centralized information systems are often suboptimal, leading to frustration and inefficiency. The most effective way to foster shared knowledge is to invest in and enhance every individual's personal information management skills. When people become better managers of their own information, they also become better managers of their own tasks and attention—skills that benefit the entire organization. This shift from a top-down to an individual-up approach is the key to a more effective and collaborative future for your team. larry@dobusyright.com www.linkedin.com/in/larrytribble  

Your attention is your most valuable asset, but it's constantly under assault from an "infinite" number of tasks and requests. This episode provides the understanding and practical tactics to confidently say "no," reclaim your productive potential, reduce overwhelm, and intentionally direct your life and work. Learn to master this crucial skill and manage the things you're not doing. Key Takeaways: The Challenge of Saying "No" We tend to be people-pleasers and our default is to say "yes," even when we don't want to. However, every time you say "yes" to something, you are inherently saying "no" to something else. Your attention is a finite resource, similar to having a limited amount of money or a lifespan of "4,000 weeks." It's critical to learn how to say "no" and condition your brain to get comfortable with the idea. Tactic 1: The Strategic "No" Through a Prioritized, Exhaustive List Your brain's mental list of tasks is often inaccurate and incomplete, making it difficult to confidently decline new requests. The solution is to maintain a complete, prioritized list of all your potential tasks. With a clear, written list, you can quickly compare a new request against your highest priorities and confidently say "no" or "not yet." This approach can be used to gain agreement from "powerful people" like your boss or spouse. Tactic 2: The Strategic "No" Through Clear Shared Expectations Another critical component is establishing a shared set of expectations about the roles you play in each other's lives. Managing expectations upfront allows the other person to seek a solution elsewhere if you cannot help. The goal is to "unsubscribe" from requests entirely, not just to delete or delay them. This means making it clear, "please don't ask me again for this specific thing." When saying "no," it can be helpful to offer an alternative supply, such as finding someone else who can fulfill their need. Conclusion: Mastering the art of the strategic "no" is not a convenience; it's an absolute necessity for effective task and attention management. By using a prioritized list and setting clear expectations, you build the confidence to say "no." It is better to disappoint someone once by clearly stating your boundaries than to repeatedly let them down by implicitly agreeing to something you can't deliver. This clarity fosters trust and allows others to plan effectively. Don't just delay or delete; unsubscribe.  

AI is changing at a breathtaking pace, but its foundational principles and impacts on knowledge work are likely to persist. This episode dives into these enduring truths, moving beyond specific features to explore how AI is transforming our productivity. We'll discuss its inherent design for engagement, the pitfalls of its chat interface, and its real-world performance on common tasks like research, brainstorming, and writing. You'll learn to approach AI with mindful engagement to harness its power without falling prey to its limitations - with greater confidence and ease. Key Takeaways: A Historical Pattern of Technology Adoption: AI is set to transform knowledge work productivity in a way similar to how scientific management transformed manual labor in the 20th century. Throughout history, new information tools like the printing press and television were met with debates about their negative effects. Society has a pattern of "swallowing the negative aspects" of new technology to gain the positive ones, often sacrificing education for entertainment or improvement for immediate gratification. With AI, we must be aware of this pattern and consciously decide how to integrate it. Principle 1: AI's Fundamental Purpose is to Get You to Interact With It. AI's primary goal is user engagement to generate revenue, not necessarily to help you. It may sacrifice accuracy to keep the conversation going. Unlike a wise counselor, AI lacks wisdom and is "too indulgent," often agreeing with the user and avoiding tough feedback. This is a "yes man" that won't argue when you're wrong and may even apologize for its mistakes, blaming itself to keep you using it. Its goal is to work "only well enough to keep you from throwing it out a window." Principle 2: The Chat Interface is Detrimental to Focus and Attention. The chat interface is designed to pull you into a continuous conversation. It operates on a "variable reward system," which behavioral science shows is the most addictive system, prone to creating "obsessive behavior." The engaging, low-risk nature of AI conversations can easily lead users "down the rabbit hole," much like social media feeds or the "random article button on Wikipedia." We must approach AI with caution and mindfulness, just as we require a license to drive a car. AI for Specific Knowledge Worker Tasks (Personal Experience): Basic Research: AI provides high-quality and sophisticated information, and can correct itself if prompted. It can be "slightly better than Wikipedia" by providing simplified explanations. It can make it easier to fall prey to "amateur mistakes" by overlooking critical counter-arguments. Brainstorming: It's a patient and tireless partner that won't get frustrated or tell you your idea is dumb. It's a prominent "yes man," often effusively overstating the quality of your ideas, making it poor for validating them. Writing/Summarizing: AI can be frustrating due to its inability to adhere to specific requests like word limits or levels of detail, often negating time savings. It will give apologies but often fails to comply with core instructions, which can be "mildly angry-inducing." Conclusion: AI is a powerful and fascinating tool that requires mindful engagement. Remember its core principles: its design for engagement over accuracy and the addictive nature of its chat interface. Use it mindfully for tasks like research and brainstorming, but be aware of its limitations, especially its "yes man" tendency and its stubbornness in writing tasks. By understanding its mechanics and commercial incentives, you can harness its power responsibly and truly augment your knowledge work, within limits.

Episode 91: Architecting Your Digital Sanctuary   Feeling overwhelmed by distractions and struggling to find focus in your work? This episode explores the concept of "monk mode" transformed into a practical, regular practice: architecting your digital sanctuary. Learn how creating a focused work environment can dramatically increase your efficiency, improve work quality, speed up completion, and surprisingly, lower your stress. Discover easy, actionable strategies to "close your digital office door" and consistently achieve deep work. larry@dobusyright.com; www.linkedin.com/in/larrytribble   Key Takeaways: Understanding the "Digital Sanctuary" Concept: It's about "closing your digital office door" to achieve focus and do your best work. The goal is to make focused work easy to get into, not a heroic endeavor. Why Your Brain Resists Focus: Benefits of the Digital Sanctuary: Increased Efficiency Higher Quality Work Faster Completion Reduced Stress Tactical Implementation: How to Create Your Digital Sanctuary: Preparation is Quick: Should take only a minute or two. Optimal Duration: aim for 45 minutes to start Physical Environment: Digital Environment (Key Tactics): Eliminate Distractions: Shut down all notifications (pings, dings, bright, shiny flickering things) from computer and phone. Minimize phone presence, consider airplane mode. Background Sound Management: Avoid music with lyrics or repetitive rhythmic sounds. Use pleasant, irregularly patterned soundscapes (e.g., "yoga music"). Headphones can aid isolation. Use Virtual Desktop Software: This is a primary tactic, acting like an "easy button" to switch to a fresh, distraction-free environment, presenting only what you need. It prevents tedious window minimization. The Focus Ritual / Checklist: A ritual helps "put your brain on alert." Key Steps: Check Communications Briefly: Quickly scan emails, voicemails, chats to ensure no immediate urgency. Set Up Your Digital Environment: Open necessary software intentionally and separately from starting the work. Shut Down Notifications: Ensure all "dingers, ringers, and pingers" are off; put your phone in airplane mode. Adjust Aural Environment: Choose your preferred soundscape. Adjust Physical Comfort: Ensure your chair and other physical elements are comfortable. Practice and Recovery: Post-Focus Recovery: Immediately check all communications (emails, chats, voicemails) to reassure your brain that "nothing blew up," building the habit and proving focused work is safe. Learn to discern true urgency. Backstory: Dissertation Success: I successfully completed a 150-page dissertation, despite warnings against short increments, by blocking out 90-minute stretches of focused work in a quiet, dedicated office. This method contributed to receiving a "best dissertation award." Conclusion: Architecting your digital sanctuary is about making focused work as easy as possible. Pre-decide your environment, use tools like virtual desktops and sound management, and establish a simple focus ritual. Practice consistently, set a timer, and crucially, immediately re-engage with communications post-focus to reassure your brain. This builds a powerful habit, leading to increased efficiency, better work, less stress, and greater control over your digital life. Start simple, practice often, and build your own digital sanctuary.  

Episode 90: Master Your Tasks & Reclaim Your Time with Backlog Refinement Description: Are you tired of daily to-do list "rigmarole" and feeling overwhelmed by your tasks? This episode introduces a powerful concept for managing your commitments and freeing up valuable time: the backlog, and the crucial "refinement rhythm" that keeps it manageable. Discover how implementing a structured backlog can help you flourish, lower stress, and prevent wasted time and attention. Key Takeaways: What is a Backlog? A backlog is a structured and highly effective way to store your actionable tasks. It's a superior alternative to simple lists, designed to keep and maintain your actionable items. Users of systems leveraging this approach report saving 15-20% of their time – that's 6-8 hours in a 40-hour work week! Eliminate the need to create a new to-do list every morning, saving 15-30 minutes daily. Characteristics of Backlog Items: More detailed and clearer than typical task names, like an index card with descriptions. Detail is added incrementally as priority increases. Crucially, each item defines the desired outcome for the task. Should contain all necessary information (or links to it) to do the task, reducing frantic searching. Have a clear, modifiable priority ranking (e.g., high/medium, 1-10). Priorities are always relative. Properties of the Backlog Itself: Must be easily accessible and visible. Action items should be stored in one dedicated place, separate from email or other clutter. The content is "absolutely sacrosanct" to you. Maintains a rough priority order at all times. Simple to add and remove items, and to reflect priority changes or completion. What is Refinement? Refinement (also called "grooming") is the active work you do to structure and improve your backlog. It's not a one-time event, but an ongoing process integrated into your workflow (capture, processing, daily/weekly review). You refine individual items, much like dusting individual items in a room. Key Actions in Refining an Item: Maintaining and improving each item in the backlog. Asking key questions: "Do I know any more?", "Do I understand enough?", "Have I learned something new about its priority?", "Is there an additional input I'll need?", "Has the desired outcome changed?". Recording new information as you learn it. Improving the priority ranking of an item relative to others. It's "not heavy lifting," just small improvements. When Refinement Happens: Consistently within your system. Often when you add a new item. Every time you interact with an item, you're improving it. As higher-priority items are completed, others naturally move up. Involves actively reviewing items, even with automatic sorting tools. Benefits: Lowers stress and prevents wasting invaluable time and attention. The best tool for managing tasks. Helps you gain control and avoid frantic stress. Implementing a backlog with regular refinement is the human race's most effective tool for managing tasks. This approach lowers stress and prevents wasted time and attention. By actively improving individual items, you gain control over your commitments and achieve a clear, manageable task list that helps you flourish.   larry@dobusyright.com or find me on LinkedIn

I want to delve deeper into a concept that listeners found interesting in a previous discussion: Commonplace Books. My goal here is to show you how a modern toolset, specifically Attention Compass, transforms the idea of a commonplace book from an overwhelming task into a practical and incredibly powerful exercise for the modern world. This is especially valuable for those of us who are knowledge workers, constantly learning and figuring things out as we go along, and trying to manage our personal information effectively.   You'll learn how implementing an Attention Compass can unlock significant benefits, solve common pain points, and truly enhance your ability to capture, leverage, and master your own unique knowledge. I'm all about human flourishing. I think a great way to flourish better is to cultivate great attention management. If you'd like some help with that or just a chat about it, let me know. larry@dobusyright.com or on LinkedIn. Commonplace Books: A Modern Perspective Historical Context: Traditionally, commonplace books were bound physical notebooks. Notable figures used them to capture tasks, thoughts and other information. The Challenge of Traditional (Physical)Commonplace Books: Overhead Difficulty in Access and Organization Limited Capacity Introducing Attention Compass: The Modern Enabler What is Attention Compass?: A modern personal information management system. The core technical advantage is that things can appear to be in multiple places at the same time. How it Works (Tagging and Organization): Process information by making meaning and assigning tags. Information is associated with multiple categories simultaneously. Information seamlessly accumulates, almost as if it's "magnetic". Pain Points Solved by Commonplace Books (Enabled by Attention Compass) Wasting High-Value Time and Attention Recreating Conclusions Difficulty Capturing and Leveraging Learning Beyond Formal Education Lack of "Textbooks" for Knowledge Work Improvement and Innovation Fostering a Sense of Craftsmanship and Expertise It Can Be Fun Practical Implementation Project-Based Commonplace Books Enhanced Retrieval and Accessibility You will actually access and use your data The "Powers" of Attention Compass: Integration with AI Extended Capacity Through Electronic Storage Leveraging Notebook LM (AI) Notebook LM is a learning module. You provide your own sources and then ask questions about them. Tangible Benefits of AI Integration The AI can help identify "gaps" Summarize vast amounts of content Reliant on having a previous data store - training time is expensive. Conclusion By cultivating your commonplace book with Attention Compass, you can avoid wasting valuable time and attention on redrawing conclusions, you can effectively leverage learning acquired outside of formal education, and you can coalesce and distill your unique knowledge into a reference work that is invaluable for yourself, and potentially others. Moreover, creating this "own textbook" for your knowledge work fosters a profound sense of craftsmanship, expertise, and authority in your field, and for many of us, it's genuinely fun.   The critical takeaway here is that if you have implemented Attention Compass, creating commonplace books becomes easy enough that you will actually do it. And if you do it, you will undoubtedly gain these immense benefits. People are often in awe when they hear about the capabilities unlocked by this system, such as using AI to query and even generate content from their own comprehensive knowledge base. An Attention Compass implementation is more than just a tool; it's a foundational step that will give you powers you did not know you could have, or even needed, demonstrating just how effective these tools can be in elevating your personal information management and intellectual output.   If you're intrigued and want to find out more about creating your own personal information store or implementing your own Attention Compass, please don't hesitate to reach out. I'm not hard to find at larry@dobusyright.com or on LinkedIn.

Hi there. I want to talk about a common source of pain among people on teams: meetings. You simply can't discuss productivity without addressing meetings, and my goal is to equip you with actionable ways to make meetings more productive. I'll share tactics, discuss the realities of meeting culture, and provide desk-level actions you can implement to improve how meetings function within your organization.   Why is this topic valuable to you? Because for many of us, especially if you're a boss or have a boss, you spend a significant amount of your time in meetings. While we all complain about meetings, the reality is that a pervasive lack of structure and process around them exists in business culture. This episode aims to change that.    Whether you're a boss with significant control, a self-employed professional with autonomy, or an employee navigating existing structures, there's something here for everyone. For employees, especially, I want to emphasize that you shouldn't turn this off; there are specific tactics you can use to exert some control or influence, and this information will be invaluable when you become a boss. It'll help you avoid inflicting unproductive meetings on others.   Core Problems with Meetings: We often don't structure meetings. This might be due to a lack of knowledge, laziness, or a feeling of being the only one to do it differently. We don't have different kinds of meetings for different purposes, only different names for the same kind of meeting. This leads to a mismatch between meeting style and goal. Legitimate Purposes for Meetings: All participants should have something to do within the meeting structure.  Example: The "Stand-Up" Meeting:  Common in Agile project management methodologies. Very tight, usually 15 minutes or less. Not a status report or a time for accomplishments. One-to-many dissemination of information (semi-legitimate):  Purpose: Vision casting, policy updates, informing about new initiatives. Challenges: the format is boring and only saves time for one of the meeting members. Alternative: leverage technology Exceptions: Heavy-duty compliance meetings (e.g., safety briefings, regulatory requirements) where in-person attendance is legally or ethically mandated. If this is the case, clearly state why in-person attendance is required. Brainstorming or Group Idea Sessions:  Boss's Role: clear and honest about the purpose and decision-making process Primary Ineffective Meeting Type to Avoid: The Weekly Status Meeting: The least valid reason to have a meeting. Better handled through other means (e.g., individual updates, shared documents). Key Tactics for Productive Meetings (Primarily for Bosses/Meeting Holders): Always Have an Agenda:  Purpose 1: Guide to keep everyone on track during the meeting. Purpose 2: Help people prepare for the meeting. If attendees don't need to prep, they might not need to be there. Purpose 3 (Crucial): Help people decide to attend. Produce Shared Notes: Notes on what happened in the meeting should be made available to everyone; a shared note is ideal Utilize a Scribe/Facilitator:  Avoid "Pop Quiz" Meetings:  Tactics for Employees/Attendees: Offer to be the Scribe:  Offer to Prep an Agenda: Demonstrate upward leadership by helping your boss structure meetings. Stay Focused and Present During the Meeting:  Engage with the material even if it feels like a lecture, it's an opportunity to train your focus and discipline. Suggest Resources to Your Boss:  If your relationship with your boss allows, suggest resources like Patrick Lencioni's books (e.g., Death by Meeting, The Advantage) or even this podcast, to help them think about meeting culture. Conclusion The key to productive meetings lies in structure and purpose. We need to be honest about why we're meeting and choose the right kind of meeting for the right purpose. Always strive to have an agenda that helps people prepare and decide if their attendance is truly valuable. Make sure meetings are action-oriented, with participants taking away clear "to-dos," and document these actions in shared notes. Finally, leverage technology for information dissemination where appropriate, and always avoid multitasking during meetings to maximize your own engagement and contribute positively to the collective focus.   My hope is that bosses will be open to fundamentally rethinking their meeting culture and structure, recognizing the significant impact it has on productivity. And for those of you who are employees, remember that you have opportunities to influence and lead upward. By understanding these principles and applying these tactics, you can be part of the solution, contributing to a more effective and less frustrating meeting experience for everyone involved. Let's work together to make every meeting count.

My goal today is to help you understand a few things that are true about knowledge work, specifically focusing on a concept called executive function. This term may be new to you, but I believe it perfectly describes what we're all dealing with in our daily lives and work. Ultimately, I want to describe an "operating system" that we can put in place to help us with this crucial skill.   Why is this important for you? I'll show that understanding and improving your executive function is the root of productivity in the modern world. It's about your ability to plan, manage time, and problem-solve – essential skills that put you in a position to operate effectively in the world, whether at work or in your personal life. Think of it as the underlying "athleticism" for a general knowledge worker. Perhaps even more critically, it's the cure for productivity anxiety.   Research shows that while 61% of us feel productive at work, a striking 80% report having productivity anxiety. This means many of us feel a constant struggle to meet expectations, feeling we're "not productive enough". By focusing on executive function, we can address this widespread challenge head-on. We'll deal with that here.   What is Executive Function? Encompasses the ability to plan, manage time, and problem-solve among other things Set of skills comparable to "athleticism" for physical workers, but applied to knowledge work A life skill that applies equally to your job and your personal life It differs from specialized skills (e.g., an electrical engineer's advanced math, which aren't typically applied at the same level in daily life. Also it is not taught in schools. Group Executive Function How teams operate: rules, procedures, information management, and communication Is dependent on the high executive function of its individual members. Executive Function as Your Personal "Operating System" Computers act as tools that support our executive function. We can conceptualize our personal executive function as an "operating system" – a set of standard procedures and guidelines that allows us to function effectively. Like an OS enables a computer to run specialized programs, our executive function allows us to perform diverse roles effectively. Improving Executive Function: A Scientific Management Approach Inspired by Frederick Taylor's scientific management A key to increased knowledge work productivity The Problem: Widespread Productivity Anxiety Our feeling of productivity often stems from our own standards, while anxiety arises from failing to meet others' expectations or from unfavorable self-comparison. This is often compounded by a "bravado" Symptoms of productivity anxiety include: feelings of inadequacy, guilt about hours worked and vacation or sick days, chronic dissatisfaction with your output. Recap   We're talking about productivity anxiety and our urgent need to understand and improve our executive function. This is because executive function is the fundamental basis for the kind of productivity that truly matters – both in your professional life and in everything else you strive to accomplish.   The good news is that getting better at this executive function is the cure for productivity anxiety. We have powerful tools at our disposal, like our computers and their search functions, which should support our executive function. The key is to use these tools properly and consistently, ensuring they genuinely support, rather than undermine, your executive function. This means it's time to "be your own executive". It's often up to us to figure it out. I can help.   That's why we emphasize adopting new mindsets, tactics, and habits. Structures like the Attention Compass are designed precisely to provide this operating system, helping you effectively manage these underlying skills. By consciously working on your executive function – whether it's becoming a little better at problem-solving or improving your information management – you directly enhance your overall productivity and reduce anxiety. Remember, executive function is that underlying skill set that allows us to function well in the modern world, encompassing all those essential "life skills". By embracing this, by actively working to improve your personal operating system, you become more effective, more productive, and more capable of turning the world and yourself into what you want them to be.

Productivity is hard to measure. I've talked about it before. The measurement problems can lead us to confusion about our productivity. I'll talk about what this looks like in the workplace in a minute.   If we think we're more productive than we are (and there's good reason to believe we do), we won't be motivated to engage in making it better. We'll be complacent, thinking that 'we're doing about as well as everyone else'. As Dave Ramsey says – "you do what you see everyone else doing and you'll be as broke as they are."   I hope you walk away from this episode with clarity that motivates you to engage in further developing your own productivity.   There are huge benefits to constantly improving our productivity – defined as effective use of our attention. As humans, when we can apply our attention we learn and grow. The primary benefit is that you become able to get the results you want in the world, over time.   There is a class of things "poor metacognitive tasks" or "skills". The phrase means that we have a hard time telling how good we are at them – we might be "unskilled and unaware of it". At present, our productivity is a good example of such a task/skill. I'll give evidence of that claim and how it manifests itself in our lives.   We are not nearly as productive as we think we are. In experiments, output, surprisingly, does not go down when moving from a 5-day to a 4-day work week. Interpretation: There is significant waste in the system, 20% of hours don't produce output. Identifying the nature of wasted attention We may think we are working as hard as they can and their productivity is fine, not needing help. We may want to work less for the same pay, attributing current inefficiencies to wasted time. Often, we blame meetings, but work habits (often learned in office settings) also affect non-office workers. Specific Wastes Under Individual Control The "Big Three" Generic Wastes: Interruption Multitasking Distraction Other Specific, Tactical Wastes: Hunting for information Making a daily to-do list Inefficient communication channel handling Self-interruption / Task switching (i.e., "I'd better do it before I forget") Facets of a Solution for Personal Productivity Seamless, easy, lightweight organization of all information Task Management via 'backlog' Communication Channel Management Managing Postponed Tasks Call to Action: Focus on what you can control in your personal workflows Take ownership; decide to eliminate waste. It can be done. Redistribute saved hours over other areas of work Or become more valuable by maintaining current hours to significantly increase output and effectiveness; this is not "hustle culture" www.linkedin.com/in/larrytribble larry@dobusyright.com

Today, I'm going to outline the current progress in the pursuit of increasing knowledge work productivity. I'll have some suggestions about how you can improve your productivity. Mostly, this is encouragement and motivation to do the work required to get on top of your game and stay there. Purpose: understand that Knowledge Work Productivity is not a solved problem while recognizing good directions to go to solve it. Value for you #1: understand where we are in this work, so you'll know where to go next. Value for you #2: recognizing that knowledge work management represents a competitive advantage in the market for talent. You'll be 1) more productive, 2) less burned-out, 3) a faster learner, and 4) better at your job as you develop these skills. Knowledge Worker Productivity as an Unsolved Problem Knowledge worker productivity is not a solved problem, and individuals should avoid being complacent with existing tools or solutions. Historical Context: Scientific Management Historically, manual work processes were often guarded secrets within guilds, creating a "mystery" around how tasks were performed and hindering process improvement thinking. In the early 20th century, Taylor introduced time and motion studies to break down work into discrete steps and identify improvements. The Gap in Knowledge Work Analysis A scientific management analysis of knowledge work has not yet been performed. Individuals often believe their knowledge work is uniquely different and cannot benefit from generalized process improvements. Critique of Productivity Tools Productivity tools are often not designed for users' personal effectiveness but rather to sell better. Software development is expensive, leading companies to avoid costly new features without clear justification, which contributes to software being "relatively static". Learned Helplessness Users may experience "learned helplessness" with computer tools, leading to complacency where they assume existing tools are the best available and avoid the effort of seeking or implementing changes. Applying Process Analysis to Knowledge Work We need a scientific management approach to knowledge work, particularly focusing on personal information management, which is crucial for managing attention. This approach involves analyzing sequential steps, breaking down sub-processes, and identifying areas of waste. For knowledge workers, "attention" is the primary productive asset to optimize, not just time. Recommendations for Improving Knowledge Worker Productivity Focus first on eliminating waste, especially waste of attention based in task switching. Then (and only then) break down processes and improve sub-components. Avoid constantly switching tools, the learning curve and difficulty of effective experimentation make it too expensive and often unproductive. Instead, engage with your own processes, understand your system, and develop repeatable processes for your work.

I'm going to dive into the logic of the debate around technology.   Purpose: To earn a stronger hearing for honest critiques of technology: We'll discuss a common pattern where critics are dismissed as "anti-technology" or "Luddites".   What's in it for you: To be encouraged and equipped to question the rhetoric that faces us from a technology-forward culture. And/or answer the question: "You don't use social media X, what's wrong with you?" And/or generate the courage to shut something down, like Cal Newport suggests in Digital Minimalism. And/or, if you're a boss and are wondering how to improve your organization's productivity, consider similar arguments in Cal's A World Without Email.   My claim for the next 45 minutes… I am a critic of certain kinds of technology. I and others who do this often face a particular kind of counter argument. This typical counter-argument pattern equates general use with harmlessness. I'll show that this general use argument is not well-supported with evidence. By highlighting how past critiques, like those of television, have been "vindicated," I'll establish the validity and necessity of such discussions. Introduction to critiquing technology and my position My background and motivation for critique Examples of technology I think are challenging The Common Pattern of Argument Against Technology Critics Stereotype of critics: Often labeled "anti-technology" or implying a lack of understanding The counter-argument pattern Premise: A new technology (X) is critiqued (e.g., Facebook is a problem). 2. Counter-claim: People previously critiqued a di erent new technology (Y), and those past critics "were demonstrated to be wrong" because Y is now in general use and "didn't kill us". Challenge to Critic: The critic is then asked to prove why technology X is "worse than" technology Y. * The speaker notes the di iculty of comparing disparate technologies like Facebook and television (e.g., weak comparison points like "looking at screens" or "consuming attention"). Dismissal: If the critic cannot prove X is "worse," they are dismissed as a "Chicken Little" or an "old curmudgeon" interfering with enjoyment. Historical example: "Go-to statement" in early programming languages Initially debated as "useful in the hands of a knowledgeable user". Now universally agreed to be bad programming practice because it produced buggy, hard to maintain, and clumsy code.. This pattern often appears in discussions where convenience is the primary perceived benefit of a technology. Flaws in the Counter-Critique's Logic Lack of Burden of Proof on the counter-critic False Equivalence: General use does not imply harmlessness Television as a Case Study: Vindication of Early Critiques Early critics of television have been vindicated, though this isn't widely recognized. Three primary critiques of television Critique 1: Content Quality Critique 2: Waste of Time/Attention Critique 3: Advertising as Brainwashing/Propaganda Recap

Most people don't know how to process incoming information.   This is a core part of personal information management, which (particularly for knowledge workers) is absolutely critical for modern economic life.   The ways in which we receive information are continuing to change. The amount of information and level of awareness that the business and general cultures expect of us are both increasing as well.   In order to be successful with those, we need to have our information processing really working well. Here's how to process incoming information well. Lots of people are trying this on their own, but it's hard to be successful that way.   If you want to talk to me about coaching, hit me on LinkedIn or larry@dobusyright.com   Let's get into it.   Incoming information and Information Channels: Definitions   Information channels thought experiment: do you have a process for dealing with information channels?   General ideas about channels  Basic approach: open it, empty it, close it – 'processing' Two basic types of information All channels are bad places to store both kinds of information All channels are bad places to do work Another storage location is REQUIRED A few differences between channels Synchronous versus asynchronous Discrete versus continuous Digital versus analog Two-way versus 'read only' or 'write only' Typical level of urgency Examples Processing an e-mail channel (asynchronous, discrete, digital, two way) Processing a phone channel (synchronous) Processing a chat channel (continuous) Processing a conversation/meeting (analog) Processing a blog channel (one-way) We've covered how to process email across several channels and we've covered the differences across the four properties of channels. You should be able to construct a basic process for each of your channels.    

I was answering a question: "how do I manage my time?" and I was thinking of it in terms of scheduling. Then it occurred to me that we don't manage time. (I've said that a lot.) But, what is it then that we do with time? And it occurred to me to think: time is the constraint. Now, this is hardcore knowledge worker stuff here. Time is the primary limiting factor on throughput in our productivity system. If our productive asset is attention then the limiting factor on attention that cannot be removed is time. Now, we're into the theory of constraints and its systems and bottlenecks, these kinds of ideas. We'll talk about where we need to be headed if we want to become outstanding managers of our own productivity. We'll delve into systems theory to figure it out. The Theory of Constraints Overview and the notion of bottlenecks In a desktop productivity system, many of the normal limiting factors that would be present in a factory are already absent If time is the limiting factor; it's not an input and it's not an asset We look at the bottlenecks second, after we've done the easier work of eliminating the wastes, which happen to everybody The wastes (3 of them) The first two wastes are pretty much mindset changes – interruption and multitasking The third takes more finesse – distraction. But we know how to deal with that. Systematizing our investigations Then we can move on in a systematic fashion to identify bottlenecks in our specific process. You can't do systems analysis until you have a repeatable system in place- deal with interruptions and stop multitasking. And deal with distractions. Three generic, common bottlenecks The fact that it's a bottleneck does not mean that it's a useless behavior One: Planning Three kinds of planning (today, foreseeable future, and intentions) Two: Maintaining awareness of our environment Covey: the circle of control and the circle of concern Are we aware of the right things (scope) What is the useful intensity of our awareness. Three: efficiency of sub processes The first: Sub processes that take our attention that probably shouldn't The second: Would it be useful for us to be more efficient in some sub-processes? I think that we make a common error in that we start working on the second process before we get phase one straight. If you aren't dealing with interruptions, there's no real need for you to work on your typing speed. You don't have the attentional space to deal with that and won't get it done. So, the search for tools and the next app that will "save my productivity" – let me save you some time; it doesn't exist (at least not yet). Recap   www.linkedin.com/in/larrytribble larry@dobusyright.com  

WFH: Don't Fall For the Hidden Challenge   Most everybody I hear wants to work from home. I've posted previously that most employees see WFH as a convenience and a perk. Is it possible that WFH is not all upside? What if WFH presents challenges to our thriving. I'm all about thriving, so I think you should know about this challenge that Gallup is reporting.   And I think the challenge is one we can face with the proper ideas and techniques. So WFH can support our thriving rather than representing a challenge to it. For the record, I think WFH is generally good for people and good for companies. Situations vary, of course, but both sides save money, time, and stress, so why not? In addition, WFH forces managers to develop good managerial tactics ('cause the bad ones don't work as well) which is good for everyone.   What's the situation  Gallup studies Engagement Definition of Engagement – similar to passion Definition of well-being Correlation between engagement and well-being Work styles (e.g. "remote capable") History of remote work and WFH – WFH a perk? History of remote work and WFH Programming jobs were first in work from home But WFH was rare The impact of COVID - universal WFH Then leadership changed their minds (again) The debate on WFH continues, based on opinion not data Productivity Engaged = productive (most likely) The relationship between remote and knowledge work When engagement is up our work is energizing, promising, positive. Fun? Autonomy is generally considered useful to motivation Well-being should be a primary goal of productivity So why are well-being and engagement diverging The personal factor in WFH Anecdote "your best people…" About management The level of "external" management What is "external" management "Agency" and "Freedom" are good things, right? But are they the most productive for us? Hypothesis: to achieve our greatest levels of productivity we need management Why do we dislike management Intrinsic motivation as compared to extrinsic motivation. Public goals are one of several evidences of our need for external accountability the manager in the organization produces accountability It's a good thing to have a boss To help us prioritize our work. Bad managers: poorly trained and poor promotion habits Lack of external management in WFH The challenge of self-management The well-being component is probably reflecting the challenge of self-Management. "Adulting is hard." (Sigh) It's easier to complain about somebody else not managing you well than it is to manage yourself well. Self management similar to management of others I think the data point to this notion of self-management Good management is helpful Management is "support me as I do this work", the "manager as coach models" Engaging life coaching is hiring a manager, hiring a coach Growth of coaching is co-incident with the increase in remote work and the increase in knowledge work That's what this podcast is about Exploring the idea of self-management A big component of that is mindset… recognizing that you do need to manage yourself The goal here is for both engagement and well-being to go up together Let's take a much closer look at our need for… management (in its most positive sense) larry@dobusyright.com www.linkedin.com/in/larrytribble