In his new book, Deep Work, author Cal Newport goes in to detail about why the ability to focus on work that requires deep thought and multiple levels of inquiry has become a competitive edge. No doubt, this type of work has always been relatively rare. However, it is more so these days due to the much discussed proliferation of technologies that nip at your attention like a pack of hyenas trying to pick off the weak in the wildebeest herd. Sadly, in our world, the attention-hyenas have grown fat and don’t even have to give chase. We sit in our chairs and wait for them every morning.
I think Newport’s thesis is correct. The ability, not the time, is actually what is missing. Lots of people say that they just don’t have the time to set aside and think deeply on things that are important to them. However, I don’t need to quote specifics –about the billions who use social media all day long or the people who respond to emails in seconds like it is some lab experiment to grab pellets when the bell rings– to make the point that we are not using the time wisely. (yes, I see the irony in this article… get back to work š
Because we have been doing this now for one or two decades, many of us have lost our ability to do the deep work even when we have the time. Stare at a blank document or project plan for twenty minutes, meet the first obstacle, and freeze. Send an email to Fred to see if he got that new data. Text Mary for an update on how the meeting went. Read our “professional” newsfeed for the fourth time this morning, etc. We are all talking about talking about talking. We’re just doing it on new and different platforms.
The ability to think deeply and present new ideas on how to tackle problems is now the rarest of things. I often see this in the board room. The conversation flies around, but nothing is tackled in depth. No one brings deep critical thinking to the table. Every one just brings the latest data, report or presentation. None of it sticks to the walls and becomes deep conversation.
I agree with Newport on career development too. If a person wants to make themselves valuable to themselves or to an organization, they need to develop the ability to go into a quiet room, think deeply on an issue, and come out with either a new option on the issue or deep analysis of which known optionsĀ are better and actionable. Either output is far more valuable than anyone else is likely to bring to the table.
When one ties this ability with the other rarity of the modern world which is the ability to self-educate, a person will have a formidable set of skills. In fact, I’ll go further. Teaching yourself to A) work deeply and B) self educateĀ is the whole education that most should be seeking. If one develops the discipline and skill to work deeply on any topic and develops the skills to educate themselves with the near-universal amount of knowledge available today, there is no need to predict what comes next. One with these two capabilities doesn’t care. They can analyze any market, make deeply considered choices, and educate themselves to tackle what they choose. If they are wrong, they can start again. They are not one-trick ponies. In other words, strive to be adaptable, not prescient.
Finally, I think this is New Yeoman territory too. Any trade is susceptable to improvement in these skills. Don’t waste time in the truck on Facebook before the next customer call. Read the trade journal and come up with new ideas for your customer. Consider how your invoices and receipts may help you convert more sales. Develop that nagging idea you’ve had for a new specialized tool. Think deeply, turn it into digestable chunks of work and take action.
