Tag Archives: productivity

20th Jul, 2010

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Two Tips for Deliberate Practice

Roughly, deliberate practice is a means to improve yourself by intelligently breaking your target into components that can be practiced and upping the level of difficulty of each practice session to be just outside your comfort zone. Deliberate practice is often associated with the idea that even genius-level talents (Mozart, Tiger Woods) got there through practice, not talent. However, you can ignore the talent debate and just concentrate on the idea that if your talent level is X, deliberate practice is how you get to 10X.

There are two things that I think need more emphasis when people talk about deliberate practice.

Deliberate practice is more than 10,000 hours
Or maybe it’s less than 10,000 hours. Almost everyone I’ve used the phrase “deliberate practice” with has come back saying, “oh, that’s that 10,000 hour thing.” They’re referring to part of the research saying that after 10,000 hours of practice a person will have reached their improvement limit. This is the least useful thing to know about deliberate practice research. It’s the fine print warning that says if you keep a deliberate practice regime up for ten years it’s going to stop being effective. Big deal.

The ten thousand hour framing obscures two things, that deliberate practice can be applied to much smaller things (not just when your goal is to be world class) and when you want to make a smaller commitment. What happens after 1 hour of deliberate practice? Every hour spent practicing is time when you’re improving. There’s not 10,000 hours of work followed by a leap. It’s 10,000 hours followed by 10,000 gradations in improvement. The first research paper that I read on this topic is an study of competitive swimmers at all levels, The Mundanity of Excellence. Even at the youngest levels, they found that the fastest swimmers practiced better.

So, you’re an office worker who sends tons of email? Take one hour, read this article on writing effective emails, and then rewrite your last ten emails according to those guidelines. Forever after you’ll be a better emailer.

The key word is deliberate
A lot of people practice. They put in hours of work hoping to get better. Generally a high volume of practice does lead to improvement. But that’s not the key insight of deliberate practice. In the swimming example above they found that there were many similarities between the faster and slower swimmers, including how much time they spent swimming. The difference is that the slower swimmer would spend practice thinking about the hot tub and the faster swimmers would spend practice working on some minutiae, like how slight variations in the cupping of their hand effected the efficiency of their swimming stroke.

I generally find that it’s easier to work more than it is to work smarter. Why is that? It would obviously be much more efficient if my preference were reversed. For example, my number one productivity boost comes from keeping an obsessively updated todo list throughout the day. My natural inclination toward the todo list is to compete with myself to see how many items I can check off. The biggest problem with my todo list is that I’ll put everything on it and I don’t spend much time prioritizing. So at the end of the day my todo list reflects more activity than accomplishment.

In the language of deliberate practice, the “skill” I’m trying to improve is productivity. The naive approach is just to work harder. The deliberate approach is to break my productivity target down into smaller pieces and train up the areas where I am lacking. When it comes to productivity, I’m not afraid of hard work or long hours. Those are positives (I think). My weaknesses [1] are that I don’t like making plans (I distrust them), I often don’t follow my own plans, I procrastinate whenever the next step is not something I’m interested in (I almost lost an entire week to a screencast that still hasn’t happened). One of my old weaknesses was losing track of what I was working on and getting sidetracked. I solved that weakness by adopting a todo list. I bet if I spent more time “practicing” productivity I’d come up with an even more nuanced view of my strengths and weaknesses.

So, how would I train my own productivity? Each of those weaknesses needs a training plan. I’ve never seen anyone break down “productivity” in the way a coach would break down a training schedule. Should I say next Thursday I’ll re-prioritize three of my old todo lists, take a coffee break, then prioritize three more lists (written 2 x 3 x prioritize todo list; 2:00 rest)? That would be taking a small subset of my productivity goal and training it.

I generally like to try to include my deliberate practice as an organic part of the rest of my work. That means I like to practice while I’m working instead of creating artificial exercises like the todo list one above. I’m not advocating this as the most hardcore way to approach work, but it’s as hardcore as I’ve managed so far. The way I broke down training productivity was just to create a meta list that gives me points for things like: making a plan, working to a plan, and not surfing random websites. I’d be interested in a more disciplined approach though–does anyone have any training ideas?


[1] The book The Cyclists Training Bible has cyclists identify limiters, factors that are holding them back from achieving their goals. Then the cyclist puts together a training program that specifically addresses these limiters. The difference between weaknesses and limiters may seem subtle, but I think limiters are a much more functional way of looking at your weaknesses. I’m a terrible singer, but that hasn’t held me back from anything meaningful. I’m also terrible at visual design and that often slows down my work. Gee, which one should I work on? Thinking about limiters also lets you work on things that you’re good at but which happen to be extra important to your goals. For example, as a programmer I’m a reasonably good communicator but I’ve still managed to collect a huge list of regrettable programming outcomes that could have been solved by earlier, more articulate communication. So communication is always one of the skills that I’m working on.

5th Mar, 2009

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Productivity Hack: Hangup politely

One of the most important things I had to learn when I started my company was how to quickly get off the phone with people who wanted to waste my time. It seems trivial, but in an effort to be polite and not burn any bridges, I was wasting a lot of time.

Recruiters call but we’re not looking to work with a recruiter. Business partners call about partnerships that we’d never do. Venture capitalist interns call in order to build a relationship and don’t seem to acknowledge that the only relationships that lead to funding start with a recommendation from a founder that has already been successful. Plus we’re not looking for funding.

I’ve tried a bunch of ways to get out of these calls. Three of the ways cut the call short but leave me angry and take me out of the zone of whatever I was doing. I don’t like hanging up because it feels rude. I don’t like yelling at the person — that definitely puts me into a bad mood. And I really don’t like arguing with the person and then losing the argument. That’s the worst.

The system I eventually hit on was to put together a polite script that led to me hanging up.

First I made clear policies for myself so that I knew which conversations I wanted to have and which I wanted to get out of. We’re not looking for funding and if we do, we will mine our own network for introductions to VC. We don’t do partnerships unless the partner already has a customer who is asking specifically for us and who is willing to pay for any integration work. We never work with recruiters and haven’t had any problems finding the people we need.

Second, I put together actual scripts that I practice and refine with each call.

Sales people
The sales calls we get range from ridiculous (vinyl siding) to somebody didn’t do their homework (managed DNS). I use the following script:

“Thank you for the call. This isn’t something we’re looking for right now. If you’d email me some information, I’ll keep it on file and get back to you . My email address is tony at crowdvine dot com. Thank you. [pause] Have a nice day. [pause] Goodbye. [pause] [click].”

Here are the key parts. Everything I said was polite. A lot of times your actions effect your mood, so it’s really important (to me) that I act in a way that maintains my positive mood. I was also direct. I gave a real reason and a real email address. I avoid triggering the moral response I get when I lie. Last, I got off the phone within 15 seconds. Those pauses are there to give the person a chance to also have a polite conversation. But the truth is that I’m not listening. They can say whatever they want and I’m hanging up at the end of my script.

I used to also say, “You don’t need to contact me again,” but that’s arguing and sales people take that as an opening for a conversation. The script above sends a stronger message, “It’s easy for me to ignore you.”

Venture Captialist Interns
Venture capital firms have interns (“associates”) who cold call companies claiming that they want to start building a relationship in case you ever need funding. What they’re really doing is market research. There’s a great discussion of this on Hacker News.

Since most founders are at least a little bit afraid of venture capitalists, they’re really hesitant to be rude, even though these calls are a total waste of time (there is zero chance that it will lead to funding) and the intern is lying to your face. I’ve never had to answer this one on the phone, but I did use the script below in an email to good effect.

“Thank you for contacting us. Unfortunately, as a matter of policy, we don’t take meetings regarding speculative partnerships. If we decide to look for funding we will be back in touch.”

This is the George Costanza strategy. It’s not them, it’s us. The conversation is over. The intern that I sent this to did send me a email back, but he couldn’t muster anything strong enough that I had to stay in the thread.

If you get caught on the phone by one of these guys you could probably throw in a “That’s our policy, why don’t you send any information to my email address? Thank you. Have a nice day.” At that point, if you still aren’t off the phone you can just keep repeating “Thank you. Have a nice day” until you’ve worn them down.

Partners

We’re open to the possibility of partnerships. In fact our software was built with the idea that we’d do one thing well and then integrate with other people who did something else well. But calls about partnerships have always been a time waster for us just because of priorities.

The time we spend on customer service and product development has both a bigger and more immediate effect on the business. So it really doesn’t matter if a partnership would have positive effects, because the things we’re already doing have a bigger effect.

I use a modification of the line I use with VC interns, that we have a policy of not meeting about speculative partnerships.

“Thank you for your interest. As a matter of policy we’re only interested in partnerships that fill a request from one of our customers or where the partner is bringing a customer that will pay for CrowdVine’s services. Do you have a customer that is asking for CrowdVine?”

The answer is almost always no. So that’s when I move into my wrap up script, “Why don’t you send me your product information. My email is tony at crowdvine dot com. I’ll keep it on file and if one of my customers asks for something like this then we’ll get back on the phone. [pause] Thank you [pause] Good bye [pause] Have a nice day [pause] [click]”

A potential partner is much more likely than a salesperson to respond positively to the script above and actually say good bye when you do. If they don’t, then it’s ok to hangup because they’re secretly a salesperson.

Recruiters

The second the economy went south we started getting calls from recruiters trying to place candidates. Recruiters are the worst. I think the ones who call us are people who found car sales too physically demanding (because you’re always having to walk to the manager’s office). It’s extremely important not to listen to anything they say.

I’m still looking for the perfect script, the one that leaves them feeling dehumanized and makes clear that there is no reason for them to ever call us back. Here’s my current version:

“Thank you for thinking of our company. Unfortunately, as a matter of policy we pick our firms based on references from our advisors. Best of luck placing your candidate. Have a nice day. [pause] Good bye [click]”

Notice how I’ve removed the [pause] before hanging up on them? That’s because a recruiter will argue anything. Hanging up immediately means the last thing I hear is myself being polite.

The reason I give them, about references, is a bit of a white lie. It’s technically true, but is much less important than the real reason I’m hanging up–we’re a networking company with our phone number plastered on our website. Any candidate who could possibly fit here would just call us directly.

If the recruiter does call back, I use the same script but say the “pause” out loud in order to make clear that they’re getting a scripted response.

I never would have guessed that figuring out the above tips would be so important. In general, being accessible to our customers has had a lot of benefits. I have my direct phone number on the website and that leads to a lot of great conversations with customers. I’d recommend the same thing if you can find a way to deal the solicitations.

22nd Jan, 2009

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Secrets of Productivity

On my work computer, I added this line to my /etc/hosts file. This works on Linux or OSX.

127.0.0.1 espn.com huffingtonpost.com talkingpointsmemo.com sfgate.com gamespot.com valleywag.com espn.go.com slashdot.org boingboing.net newmogul.com bloglines.com www.bloglines.com cnn.com www.cnn.com techcrunch.com www.techcrunch.com crunchgear.com www.crunchgear.com www.sfgate.com news.ycombinator.com www.newmogul.com

Cory Doctorow has a saying for his writing students along the lines of “surgeons don’t get surgeon’s block, so it’s not ok for you to get writer’s block.”

Shouldn’t that be true of any work? How many workers go to one of the sites above in order to kill time until inspiration strikes? I’m happy to say that I’m no longer one of those workers. The line above blocks me from all of the places where I used to kill time. When I’m on my computer I only have two choices, stare blankly or take the next action.

I also created a second feed reader account and moved all my non-crucial feeds there. The second account, hosted on bloglines, is blocked from me.

15th May, 2008

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Two Good Things

For the past year or so, Sarah and I have ended each day by telling each other two good things. For the bulk of the year, our format was for the two things to be things that happened during the day that had made us happy such as closing a deal, getting a compliment, or hearing a great joke. We started the practice at a time when we were both at the beginning of major projects that were the essence of delayed gratification. Personally, I felt crushed by the amount of work ahead and the distance to the goal.

What two-good-things taught us was how to appreciate the good things that were happening to us every day. Most days we had a bundle of good things to report (reporting more than two was allowed). I can only remember a few days, less than five, where I had to manufacture a second good thing (“my burrito at lunch was great!”).

Sarah likes credit so I’ll say that the idea was hers, but the reason it clicked with me was that I had been reading a lot of Scott Adams’ blog and was struck by the way he’d used positive thinking while building his career. Here’s his essay on affirmations, and how fifteen times a day he wrote down his affirmation that he would become a syndicated cartoonist. After that, and ten years without taking a day off, he found himself a syndicated cartoonist.

Recently we decided to switch our two-good-things format. We’d gotten even busier and things we wanted the other person to do weren’t getting done. It was easy to look at the situation as one of us was slipping, but it’s hard to take criticism when you’re working harder than you’ve ever worked. So we changed the two-good-things format to acknowledge two things that the other person had done.

Of course we still don’t limit ourselves to just two things and we even let the other person give reminders about things they deserve points for. The result is that we each feel better about the other person’s contributions, about our own contributions, and strangely we’re both getting more things done that we think we can get points for. I feel like an addict but I’m not actually spending more time–I’m just more efficient. I used to spend hours avoiding the dishes but now when I walk by the sink I feel a happy calling and then suddenly the dishes are done.

There are a lot of parallels in business.

I’ve always liked Marc Hedlund’s application of lessons from the cat circus to engineering management, essentially “pick a cat that does something useful and then encourage the hell out of it.”

One of the speakers at MX 2008 talked about how at every executive meeting they end with the executives nominating people they’d like to thank in a different department. Then the executive goes and thanks that person face-to-face. Pretty good for encouraging cross-department team work.

There’s also an idea, Appreciative Inquiry, to build organizations around what works, rather than trying to fix what doesn’t.

One of the biggest hurdles to being positive at work is that a lot of times it doesn’t feel fair. You end up finding some trivial thing to attach some positive feedback to when the ‘fair’ thing to do is punish the massive screw up that got your attention in the first place. Scott Adams makes a big deal about how mystical his affirmation practice seemed, but his key point, and the key point with all these practices, is that they’re effective. I like to think of them as brain hacking–and I wish I could manufacture positive reinforcement hacks for everything I try.

For example, what would happen if instead of your team starting the day with a meeting talking about what they were going to do, you ended the day with everyone giving kudos for tasks they saw other people do? Would you create a culture of people addicted to accomplishment?

7th May, 2008

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Deliberate Practice

Sarah and I just got back from a talk at Haas about “deliberate practice” as it relates to excellence. The idea is that how good (or expert) you become at a skill has a lot more to do with how you go about doing your work than it has to do with merely performing the skill a large number of times or over a long length of time. An expert will break down the skills that are required to be expert and focus on improving those skills either during practice (sports) or during the course of day-to-day activities (business).

Most people who perform a job over a number of years will become experienced non-experts, not experts.

It’s easy to look at this in terms of sports. During practice, Tiger Woods doesn’t merely spend time hitting balls on the range. He practices specific shots and fine tunes his mechanics with each swing. One of my running teammates used to spend most of her easy runs thinking about her running form. I spent my easy runs day dreaming. She won more medals (and ended up running for Cal).

This all reminds me of an old study of what differentiated classes of swimmers, The Mundanity of Excellence (it seems to be readable through Google book search). The researchers found that swimmers who moved up in class did it almost entirely by how they went about performing their practice. It was the quality of their work, not the quantity of their work that mattered. Moving up in class could be as simple as changing the way you cupped your hand during your swim stroke, as long as you were willing to practice that improved stroke during every lap of every practice.

This was a business school talk though, and we ended up wanting more examples of how you would apply the concepts of deliberate practice in a business setting. So I started thinking about ways that I would or should focus on the quality of my work rather than the quantity of my work. It’s hard.

Public speaking is an easy one. People are so afraid of it that there’s an entire community to help people practice (Toastmasters). But where do you go to practice email? You have to do it on the fly.

When I write an email I consciously try to apply the rule that the action item for the receiving party should appear in the first two sentences. My emails are more effective as a result. They didn’t get more effective merely because I’ve spent years writing them or because I’ve experienced the receipt of well written emails. They got better because I made a conscious decision to apply a better practice with each email.

Every time I write code I start a mini-todo list where I can shelve ideas or concerns that popup. The list also means that if I get interrupted I have context that helps me get back into the flow faster. This is the major practice that let me be a productive developer while dealing with the interruptions that come with being a manager or running a business.

Sales is a huge one. Let’s just say that if I promise you a response and you get it, that’s because I started using Highrise to manage all my contacts. I’m not working harder to keep up with my email, I’m just working smarter.

The nice thing about having better practices for the mundanity of work is that it frees me from a lot of mental baggage so I can actually reflect a bit about what’s going on in life/business. There’s no sense making the engine more efficient if I’m using it to drive off a cliff (or some such crazy metaphor).