A few years back I wrote this article about overcoming procrastination for a great site called Pick The Brain.

One of the major challenges with overcoming procrastination is that there’s no single cause, and therefore no single solution. The key to moving beyond procrastination is learning how to clearly identify what particular type of procrastination is plaguing you. That way you can focus on the appropriate remedy.

5 common reasons people procrastinate:

1. Repulsive Tasks
2. Mental Mountains
3. Emotional Avoidance
4. Lack of Energy
5. Help is Needed

Emotional Avoidance is particularly tricky. Whether it’s fear, anger, frustration, or sadness like in my example, procrastination due to emotional avoidance will always hold you back until you acknowledge it, and decide to move past it.

Here’s an excerpt from the article:

“Emotional Avoidance: Unfortunately, my oldest brother Todd was killed in an automobile accident when he was just a teenager. That first Christmas after his accident was a rough one for my whole family. We had always maintained a tradition of decorating for the holidays the first weekend after Thanksgiving. But that weekend had come and gone, and none of us was in a particularly festive mood. We all knew the hardest part was going to be unpacking boxes that contained decorations my brother had made throughout the years, some dating back to kindergarten.

That said, the idea of no Christmas was just appalling to my nine year old sensibility. So I did what any resourceful kid would do – I headed to the garage and brought in box after box of decorations, until I filled our entire living room. I then grabbed a few catalogs and ordered Christmas gifts for the whole family using my parent’s credit card.

To this day I’m still not sure why they accepted credit card payment from a nine year old over the phone, but thank God they did!

Gaining traction on emotionally charged tasks is particularly difficult. Whether its fear, grief, resentment, or whatever, emotional obstacles are barriers that will always hold you back, until you decided to cross them.”

It’s funny what things stick with you in life. Back when I was in college, one of my professors somehow got onto the subject of constructive criticism and decided to teach the class the method he uses for offering “critical” advice to people.

It’s called the hamburger method, and here’s how it works:

When offering a critique, you begin with a constructive compliment on something the person does well (Otherwise known as the fluffy bun part). You then get to the meat of the matter, which of course is the constructive criticism part. Finally, you end with another constructive compliment (i.e. the other half of the fluffy bun).

Basically, you’re sandwiching the constructive criticism between two constructive compliments. In my experience, it’s been an extremely effective technique, largely due to its disarming effective. It helps people let down their guard, and receive the criticism without being as defensive.

Here’s an example:

“Hey Defensive Dave, I noticed you went out of your way to submit your expense report on time every month for the last three months – that’s great! I do, however, think it’s a bad idea to call Jane in accounting an “ignorant slut”. She may not be familiar with that old 1970’s Saturday Night Live Television skit and may be offended by your comment. But overall, your interaction with the team has been great – thanks for making the effort.”

I once suggested the hamburger method to a client who quickly dismissed the technique as “candy coating.” Maybe it is, but if it gets a better result, isn’t that the whole point? Medicine manufactures candy coat medicine all the time for two reasons:

1) So people will take it, and 2) because it tastes like crap if they don’t. If given the choice between cherry or crap flavored medicine, which would you chose?

Also, I think a 2 to 1 ratio of constructive compliments to constructive criticism makes sense because it affirms the desired behavior or practice.

So here are a few things to consider before offering criticism:

1. Is the criticism truly constructive? Here are some synonyms for “constructive”: Positive, helpful, productive, useful, beneficial, and practical. Antonym: Destructive.

2. Why am I offering this criticism in the first place? Is it because I’m trying to be helpful or just because I’m an a**hole?

3. Is the criticism necessary and appropriate? Does it have a great impact on the “grander scheme of things”, or am I just being nitpicky. Will focusing on this issue be worth the time and effort in the long run?

4. Do I have the right, or better yet – have I earned the right to speak into this person’s life? The difference between “management” and “leadership” has a lot to do with the relationship you have with your team. “Managers” tend to focus on control, whereas real leaders take people to the next level.

5. Finally, have I noticed at least two things to compliment before commencing with the criticism?

If you’ve run through the list and are satisfied that the criterion is met, then give the hamburger method a try. I think you’ll find it’s a great tool for offering truly “constructive” criticism.

1. Neglect writing it down.

Unfortunately, many great ideas die mere seconds after they’re conceived simply because they were never captured in the first place. This is understandable when we consider how our brains generate creative ideas.

Creativity begins in the right hemisphere of the brain. The right brain becomes most active when we’re engaged in activities that require spatial (No, that’s not a reference to SNL’s Church Lady) perception. These activities include walking, cleaning, showering, exercising, driving, mowing the yard, etc. That means the creative juices really start flowing at the most inconvenient times to write stuff down.

For instance, I always think of the best ideas (if I do say so myself) while driving to or from work. That’s an inconvenient time to try witting things down. That being the case, the simplest solution I’ve found for capturing ideas while driving is using my mobile phone to leave myself a message about the idea. Since I have a wireless headset and voice dialing, it’s quick, easy, and safe. Yes, calling yourself is kind of silly, but it works!

2. Over aggressive self-editing.

Self editing is an admirable quality, but one that requires balance. How many inventions do you suppose don’t exist today, because the would-be inventor prematurely gave up on pursuing his/her idea? Don’t let self doubt or fear of failure keep you from exploring your great ideas. Like the old expression states, “It’s better to try and fail than to never try at all.”

Thomas Edison believed he failed his way to success. If it weren’t for him we’d never have had the light bulb, motion picture camera, or the phonograph (that was the original 8-track player, right?). But Edison didn’t get it right every time. Did you know he had an obsession with cement? He built all kinds of stuff using cement, including a piano! It was probably the piano movers who kept that idea from catching on. But it was Edison’s determination to keep testing his ideas that lead to the creation of over 1000 patents!

3. Broadcast it to the wrong audience.

It can be quite helpful to “test” great ideas by getting the opinions of others. However, know your audience! Have you ever heard the adage, “Never cast your pearls before swine”? There’s nothing worse than being excited about a great idea, only to have other’s quickly dismiss your idea as idiotic or impossible. Even the most self confident person might be tempted to abandon a great idea just because some moron with a big mouth made them doubt the validity of their idea.

Don’t waste great ideas on people who won’t appreciate them. Hey, we all need “editors” to help us decide which ideas to pursue, and which ones to drop. But the drunk at the corner bar may not be your best bet. When it comes to seeking the advice of others, stick with people whose opinion you trust and respect.

4. Postpone getting started.

Procrastination is the fastest way to kill a great idea SLOWLY. That’s because “tomorrow” has a sneaky way of becoming never. When it comes to implementing great ideas, having an extreme sense of urgency is your best approach.

Remember that having a great idea is only the first step of the creative process. The best way to get something done is to begin. Maybe you have a whopper of a great idea, and getting started seems extremely overwhelming. Well then, it’s time to start brainstorming and deciding what the next step should be. When prioritizing big projects, it’s the next step that matters most.

Question: How do you eat an entire elephant? Answer: One bite at a time!” Ok, so I’m pretty sure it’s illegal to eat an elephant in most countries, but you get the idea. Planning is essential, but you can’t anticipate everything (it’s still good practice to try), but at some point it’s time to get started.

5. Suffer from the Paralysis of Analysis.

As Steven Covey explains in his book the 7 Habits of Highly Effective People, one should always begin with the end in mind. That’s a great reminder that well thought-out planning is essential to the success of any endeavor. However, be on guard that over planning doesn’t creep in and bring your progress to a screeching halt.

It’s OK for ideas to morph and grow. But definitely evaluate if these “enhancements” are really adding value to your idea. Make sure you haven’t allowed tangents to distract you from your main goal – your great idea!

What’s a good way to maintain focus and determination in the planning phase? Remembering that perfection is the enemy of good enough! If you become obsessive with having to have everything “just right”, your ideas will likely never make it out of the lab. The cycle should always be plan/start/finish, not wait/plan/plan.

Now, I’m not suggesting you use this advice as license to pat yourself on the back for substandard work, or to neglect striving for excellence. Because there are times when good enough will certainly not do! For instance, some would consider Da Vinci’s Mona Lisa or Michael Angelo’s David good examples of when perfection trumped good enough and paid off.

But outside of works of art, the ROI (Return on Investment) of perfection is significantly lower than “good enough.” Why?

Because perfection requires significantly more time and effort that usually adds only a little extra value. Perfectionists tend to get so focused on the most infinitesimal of details that they bring progress to a slow crawl. The pursuit of perfection wastes a lot of valuable time that could be better spent (or invested in this case) accomplishing other tasks.

The ROI on perfection is generally considerably lower than “good enough”

For example let’s say you’re in the business of making widgets. And you can sell a “perfect” widget for $100, or a “good enough” widget for $50. If it takes you 100 hours to craft the perfect widget, but only 20 hours to craft a “good enough” widget. It’s actually more cost effective to spend 100 hours making 5 “good enough” widgets, rather than 100 hours making just 1 perfect widget.

Now, I realize this is a rather simple and purely hypothetical scenario, but we should use the same rational when evaluating the best use of our time and effort “invested” in various tasks.

Perfection seekers be warned: the pursuit of perfection has a tendency of high jacking the purpose of the project by making it more about its “perfectness” rather than its usefulness. Oh, and need I mention that perfection is the most elusiveness creature on earth – way harder to find than a groundhog. Have you ever seen one other than in the Bill Murray movie?

Now that I’m sure I’ve been sufficiently removed from every perfectionist’s Christmas card list, let’s look at some strategies for overcoming the tendency.

Here are three questions to ask yourself, the next time you feel the urge for “perfect”:

• Is perfect even possible, or am I just killing myself for nothing?

• How much more effort is required to make the product perfect? If just a little, then shoot for the starts! But if the effort to value ratio is significantly weighted on the effort side, consider moving on to something else.

• Will perfection really make the finished product that much better or more useful? Is my pursuit of perfection really about the project, or am I making it more about me (obsessing)

PS – If you’re a perfectionist that is seriously trying to break the habit, print these questions out and tape them to your desk as a constant reminder of what your trying to avoid.

- What?”

“Are you almost done with the Cooper file?”

- “I’m on the phone”

“I said, are you almost done with the COOPER FILE?!”

- I’M ON THE PHONE!!”

Welcome to interruptionville. Interruptionville is how I affectionately refer to an office that recently hired me to help them become more productive. The above conversation is a typical exchange in that office.

The group has worked together for quite some time, and over the years they’ve developed some very unproductive habits. For instance, whenever one of them has a question for another teammate, they immediately pick up the phone to buzz them – or worse – just scream their request down the hall!

On one occasion I even witnessed a team member get interrupted in the middle of interrupting somebody else. It actually was quite comical from my point of view, but it had to stop.

Just because you’re ready to say something doesn’t mean others are ready to listen.

If your workplace has become interruptionville, then your team is likely less productive than it could be. So what can you do?

First, the entire team needs to become aware of just how often they’re interrupting each other (hint: it’s more often than you think!).

Next, everybody has to make a conscious effort to eliminate impulsive interruptions. Impulsive interruptions are outboard communications (i.e. verbal requests, voice mails, emails, or instant messages) that flow from the sender’s “stream of conscious” thought process rather than through a systematic, organized communication process.

Finally, every team member needs to commit to using a communication log. A communication log is a simple, yet powerful way to communicate when used properly. Here’s how it works:

Goal: limit the total number of communication events throughout the day so communication events are more focused and productive.

1) Dedicate a notebook as a target for the information you want to communicate. You should create a section or tab for each person you interact with on a regular basis.

2) Keep your communication log handy! If you place it on a shelf or in a drawer you won’t use it. As you think of questions or information you need to discuss with your teammates, rather than interrupting them, jot it down under their section.

3) Schedule time to communicate. Once per day should be enough. During these scheduled “Communication Events”, use the notebook as your talking points list of things to discus. This ensures that communication happens on purpose when both parties are ready and engaged. It’s also a far more efficient and productive way to communicate. Here’s the bonus, you have a record of communication which simplifies tracking follow up items.

4) Use the communication log during regularly scheduled one-on-ones. Both manager and employee should each have their own communication log notebooks to facilitate more organized, and less impulsive communication.

You remember good old Dr. Pavlov don’t you? He was the scientist who conditioned his dog to salivate every time the dog heard a bell ring.

Dr. Pavlov achieved that by ringing a bell every time he feed the dog. In so doing, he conditioned the pooch to associate food with the ringing of the bell. After a while, he could get the dog to salivate just by ringing the bell.

Thus proving two important things: First, creatures can be conditioned through association … and Second, Dr. Pavlov had entirely too much time on his hands (but who am I to judge).

So let’s get real for a moment, and I think some of you may know where I’m going with this. A hundred years from now, will future scientists marvel at how silly we’ve become when we “salivate” ever time our email notification alerts us to new message? I sure hope not.

The average knowledge worker receives around 60 email messages per day. With that many inbound messages, is the “Pavlov’s dog approach” to email processing really the right answer. That’s a resounding, “No”! It’s quite distracting and it’s very unproductive, yet it abounds.

So what can we do about it?

First, I strongly recommend turning off all the notifications possible (audio, flashing curser, etc.) Most email clients offer this functionality, but it might be buried deep in the preferences section. Don’t let that keep you from changing the setting though, be brave, you can do it!

Second, I recommend a “Proactive, Rhythmic” approach to email processing (i.e. check it once per hour, or three times per day, or whatever makes the most sense based on your daily volume). Even in the Silicon Valley, most corporate culture etiquette considers a response within 24 hours well within the limits of appropriate.

Third, when not processing email, minimize the application. Whatever is directly in your face is what you’re going to think about. If you are in the habit of leaving your email client up at all times, you’re going to be more distracted. You’re also going to work far more reactively which is significantly less productive.

So let’s stop acting like dogs, and turn off those bells! (Originally posted 07/03/07, reposted with audio 09/04/07)

Pavlov’s stuffed dog, no joke! He doesn’t salivate now, no matter how loudly the bell rings.

I recently read this article about using a countdown timer to help sharpen concentration and boost performance. I’ve also been using index cards for task management for the last several months.

The combination of the two techniques helps me accomplish most tasks faster, sometimes completing the same activity in half the time!

Here’s how it works:

1. Write all of your to dos on 3×5 index cards.
2. Set a reasonable amount of time for completing each activity and write it on the card.
3. Arrange the cards in the order you plan on accomplishing the activities they represent.
4. Grab your first card, Set the timer, and knock it out!

Yes, it’s geeky and a little obsessive. But it works.

• So why the timer? Working against the clock has two great advantages:

First, it improves pace. Working against the clock makes you hyper-aware of your time budget, and the rate at which you’re working. That’s because deadlines, even self imposed, help create a sense of urgency lacking in most untimed activities.

If you doubt the power of ‘focused time’, check out any college or university the last few days before finals. Focus that was virtually non-existent just weeks earlier is suddenly present in a big way as the final project/test deadline looms. That’s the motivating power of deadlines.

Second, consistently working against the clock let’s you know exactly how much can be accomplished in a relatively short period of time. There’s no better way than timing yourself to know what you’re capable of. Often times, open-ended tasks cost valuable time simply because you have it to spare. Setting a time budget and sticking to it helps cut away the fluff.

As an experiment, try setting a 15 minute timer the next time you open your email inbox. Get through as many messages as you can in just 15 minutes, I think you’ll be pleasantly surprised.

• So why the index cards? Index cards provide two important advantages: Tangibility and Sortability.

First, Index cards give you something tangible to focus on. Never underestimate the value of representing abstract concepts like “to-dos” on something more concrete like index cards. It’s much easier focusing on things you can see, pick up, and move around. Thoughts, on the other hand, are invisible and fleeting.

Think of filled out index cards like targets for your attention. Placing them directly in front of you will help focus your attention solely on that activity. If you’re as prone to distraction as I am, you’ll find index cards are great for directing your attention to the task at hand. If you catch yourself wondering, pick up the card, look at it, and use it to help refocus your mind.

Second, capturing tasks on index cards makes prioritizing easier. That’s because you can sort your cards into the exact order you plan on completing them. When you’re finished with your first card, immediately grab the next, set the timer, and knock it out. By presetting the order you’ll lose less time transitioning from one activity to the next. Keep this up card after card and your productivity will soar.

Here’s a recent example of a ‘work from home’ day:

• 15 minutes paying bills
• 15 minutes returning phone calls
• 20 minutes processing email
• 30 minutes writing a first draft for my blog
• 20 minutes cleaning the kitchen
• 20 minutes reading several interesting articles

Had I not established a time budget and used my countdown timer, I could have easily spent more than 2 hours accomplishing these same six activities. After a few tries you’ll get good at setting an appropriate amount of time for each activity.

Just a few notes in closing, I find this technique is best used for recurring activities, and special projects. I also don’t set times longer than 30 minutes, primarily because I’m distraction prone and find it too easy to wonder with times longer than that. So if a project takes an hour, I’ll set the timer for 2 back to back 30 minute sessions.

Not two minutes later, he walked over to where I was sitting and quite sternly explained, “Not you, you’re their manager … you need to be taking notes … copious, f**king notes!!”

To this day I giggle every time I think about that moment, for two reasons: First, because my boss has such strong opinions on the matter. Second, because I’m sure I was witness to the first time in history the word “copious” and the “F” bomb where ever used in the same sentence.

But aside from all that, was he right? Of course his delivery was inappropriate, but was his note-taking assertion correct? Is it impossible to pay attention and take notes at the same time?Actually, nothing could be further from the truth. As a matter of fact, I assert that the mere act of taking notes, even if you never look at them again, keeps you more engaged. Why? Because you have to listen to, ponder, and translate the ideas into your own words – that’s pretty engaged. That’s a lot better than thinking about what sounds good for lunch (which is what we all do when we’re not taking notes anyways).

So what’s the moral of this story? Take notes! Its best to use just one notebook at a time, preferably something bound … that way you’ll have a chronological record of all of the notes you’ve taken. Keep it on your desk to use as a “scratch pad”, and take it to all your meetings. Use it to jot down notes while on the phone, in a meeting, or just to gather your thoughts. Take notes … even copious ones if you want!

“He listens well, who takes notes.” – Dante