It is not enough to be
busy; so are the ants. The question is: what are we busy about?
Several years ago I found myself seated next to an elderly
gentleman on a cross-country flight.
We struck up a conversation and I learned that he was Chairman Emeritus
of the department of sociology at a prestigious east coast university. During the course of our conversation I
asked him about the areas that were hot research topics when he received his
Ph.D. in the 1950s and how the field had changed since. What he told me has fascinated me
The late 50s were a time in America that held great promise for
a future that would be transformed by technology. This was the time of the famous “kitchen debate” between then
Vice-President Richard Nixon and Soviet Premier Nikita Khrushchev. It was in
the late 50s that the space race began and commercial travel by jet plane
across the Atlantic was initiated. And, according to my seatmate, during this
time one of the hottest topics in sociology was the question, “What will people
do with all of their free time once all of these labor-saving devices become a
Talk about the law of unintended consequences! What happened of course is these “labor
saving devices” produced not more free time but new ways for us to occupy our existing
Being a Southerner I am by my very nature friendly. I speak to just about everyone and
usually ask how they are doing (which, when I moved to the Northeast many years
ago, caught many people by surprise!).
One of the things I notice is that, overwhelmingly, the most common
answer I get to the question “How are you?” is one word. Busy.
In response to my last post where I described a CIO who
spent an entire executive level meeting answering e-mail rather than engaging
in the discussion, Paul Calento posted a question on the LinkedIn CIO Network
that asked, “How do you stop your staff from checking e-mail during
meetings?” The question generated
a large number of responses suggesting that this is not only a widespread problem;
it is something that most people recognize to be a problem.
The bottom line is we have an epidemic of busyness in our
society today. The root of the
problem is the false association of activity with accomplishment. Busyness has become a status
symbol. We equate activity with
self-worth. Descartes’ “I think, therefore I am” has
become “I do, therefore I am.” Combine this with today’s “always on”
world of business and you have a recipe for non-stop stress.
While all of this has gotten exponentially worse over the
past several years, the phenomenon is not new. In the mid-90s I attended a meeting of the top 100 research
and development executives of the company I then worked for at a hotel just
outside of London. The head of
R&D posed a rhetorical question to the assembled group that stopped
everyone in their tracks: “Is thinking working?” His point was, and it is even
more relevant now that it was then, that as organizational leaders we generate
value not through our manual labor but through our intellectual labor, and
sometimes the act of simply thinking through an issue is the most productive
work we will perform in the course of a day. That means that we have to be willing to put away the
implements of busyness and do what only we as humans can do, create value by
using our intellect.
So, how do we break this cycle? First, I highly recommend Thomas DeLong’s post The
Busyness Trap, which provides some great insights. Second, here are a few suggestions of my
- 1. You are not that important! Come to grips with this. None of us are indispensible. Sure, if you are the sole
proprietor of your company and something happens to you the company may fail,
but most of us work in large companies where we do not have to make all of the
decisions. I frequently spend time
counseling people who have been downsized into unemployment. Most of these people are senior level
high achievers. Their initial
reaction is shock, surprise and sometimes anger. When one probes these feelings, almost universally you find
that they are shocked because they believe that the company needs them to
succeed and angered because the company doesn’t realize this. Their anger turns to despair when they
realize that someone at their former company thought all of this through and
that the company will continue in their absence. This, in fact, is one of the most difficult things displaced
executives have to deal with before they can move on and it frequently turns
out to be a great learning experience.
- 2. Delegate wisely. Focus on doing the things that
only you can do. Surround yourself
with good people, delegate to them and trust them.
- Set boundaries for your staff. After delegating be clear about
what you need to know and when you need to know it (Everything isn’t
acceptable!). Set rules about what
type of e-mails you need to be copied on and, most important, what you do not
want to be copied on.
- 3. Develop a “to don’t” list. We all have “to do” lists but we all
need to be specific about what we will not do. For instance, one of my “to don’t’s” was taking cold calls
from salespeople. These can be a
huge time waster. The same goes
for meetings where you have no clear role other than being invited as a courtesy. Don’t go. Michael Hyatt wrote an excellent blog on this subject
recently, which I highly recommend.
- 4. Finally, and most importantly, understand what
you are missing because of your chronic busyness. How many family events are
you missing? Are you available for
your kids or parents? Understand that, once your kids are grown or your parents
deceased, you can never recapture those missed moments. As a friend of mine is fond of asking,
“Are you giving your best to the people who will cry at your funeral?” Think about that.