Slow Productivity

For too long, knowledge workers have been trying to fit our work processes into measurable units as though we were factory workers producing automobiles, argues Cal Newport, author of Slow Productivity. But ideas–whether artistic, scientific, entrepreneurial, or world-saving–simply can’t be manufactured the way Subarus can (all due respect to the adorably rugged Crosstrek). 

Mimicking factory-style productivity measures has meant much of our modern (non-factory) workplace culture revolves around pseudo-productivity. Everyone rushes from meeting to meeting, during which we discretely stop listening in order to respond to texts or emails or calendar requests for additional meetings. We complain/brag about our lack of sleep, about how many Zooms we logged into from our Hawaiian vacation, about how long its been since we actually cooked a meal, about how we don’t have time to do the most important things like research or writing or or solving the world’s most pressing problems.

Many nonprofit executives will relate, even the most senior-level staff with authority to control their calendar and workloads without requiring permission from their boss. The misguided pseudo-productivity culture is so pervasive that even top leaders–often subconsciously–fall pretty to the false comfort of busyness, conflating long workdays with meaningful progress.

Slow Productivity proposes a three-part solution.

1. Do fewer things.

When I was a nonprofit executive, there were definitely times when it felt as though I was not actually the one in charge. In a typical day, I’d say yes to a board member’s request to a program report by end of day, to a fundraising staffer’s email asking for a review of a grant proposal, to a program staffer who stopped by hoping I’d resolve a conflict between herself and another staff. A community member requests my presence at their book club to share on how the book’s themes connect with our org’s mission? Sure. Can do. 

So the thing that I’d originally prioritized for the day, say pitching an op-ed to the local paper to garner support for a policy that could make-or-break healthcare for our clients, that would have to happen at night, after a long day’s work, if at all.

Newport suggests we can avoid the frantic pace of responding by ruthless prioritization. Limit our missions to between 1-3. For example, this year, your mission might be to raise $200,000 more than last year; to create and launch an impact measurement program so you’ll finally be able to know what effect you’re having and how to improve; and to pilot a new policy arm. Now, when you are responding to requests and deciding on what projects to focus for the day, you can run it through the mission criteria: what of these options will most move these forward? 

Then find creative ways (Newport suggests some specifics) for turning down or delegating everything else.  

Again, this isn’t about shirking responsibility. It’s about focusing on what’s most important, and I don’t know of any job where this is more crucial than for leaders of nonprofit organizations. 

So, even if it makes you really uncomfortable at first. Just try it. Do fewer things.

2. Work at a natural pace.

This was my favorite idea. Humans evolved to labor in spurts and in seasons, not to monotonously march through the workday for years on end. Newport suggests finding creative ways to take longer breaks. For solo-preneurs, this might mean simply not taking on new projects in order to enjoy two month breaks for travel or just unwinding. He doesn’t give advice specifically for nonprofit executives, but I’ve definitely seen ED’s successfully lobby for sabbaticals, for 4-day workweeks, or other extended breaks. Many board of directors are amenable to proposals as long as they present a strong plan for how their duties will be covered during their absence, as it’s typically a low-cost way to support the longevity of leaders. 

Newport makes the case that this change of pace isn’t just for fun, but it’s also–you guessed it–productive. Our brains simply work better when we change our routines, even our office location. I definitely have made huge headway on strategic plans working from a bustling coffee shop, while one of my mentors used to spend one morning a week at Denny’s for productive deep work sessions. Variety of pace and variety of space are both fuel for visionary breakthroughs.

3. Obsess over quality.

Don’t be afraid to take your time in order to do a thing well. Apparently, the 90’s mega pop-star, Jewel, was famous for saying “hardwood grows slowly.” However, Newport acknowledges the fine line between obsession over quality and paralyzing perfectionism. “Give yourself enough time to produce something great, but not unlimited time. Focus on creating something good enough to catch the attention of those whose taste you care about, but relieve yourself of the need to forge a masterpiece. Progress is what matters. Not perfection.”

For nonprofit leaders, obsessing over the quality of your program delivery could not only make-or-break your organization, but could literally save lives. (See my blog on “Moral Ambition” for more on that.)

In sum

We must not fall into the mind trap that human well-being is counter to great achievement. The opposite is true. The culture of psuedo-productivity is pervasive and normalized, but we must relentlessly counteract it if we want to lead nonprofits that make a real difference in the world.