效率,就在于管理好你的时间、精力和注意力

Effectiveness Is All About Managing Your Time, Energy, and Attention

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Effectiveness Is All About Managing Your Time, Energy, and Attention

I bet you think you’d be able to do a lot more if you had more time. If so, you’re probably wrong. Having more time is only a piece of the puzzle.

It’s not so much just the quantity of time that we should consider, but the quality of time, too.

This is largely the foundation of the idea ofheatmapping your productivity and the engagement threshold. In each case, time is only one factor – with energy and attention being the others.

The fact that time is only one of three factors doesn’t discount the importance of time, for having an abundance of creative energy or being especially engaged doesn’t help much if you don’t have enough time to do anything with them. Manifesting change in the world takes time, but that’s not all it takes.

The reason why thinking in terms of time, energy, and attention is important is that many of us operate as if more time equals more capacity, when in reality it often doesn’t . Anyone who’s sat a t their desk at the end of the day in that awkward middleground where

they’re neither working nor playing understands this. Yet the overriding tendency is to sit there nonetheless because the operating assumption is that more time working equals more work done, evidence to the contrary be damned.

We like to think in terms of time because it’s a lot easier than to try to evaluate the trinity of time, energy, and attention – our TEA – especially since time is objectively measurable. If we’re in a scenario whe re others are directly or indirectly evaluating our output, a dutifully completed time card is a safe fallback because, as we’ve already observed, more time at work equals more work done. And, in fairness, it’s hard to gauge someone else’s energy and atten tion from the outside when you’re in a large organization, so the time card gives us something to go by.

Many of us creatives don’t work in those environments, though, but we’ve done an excellent job of keeping the model. This is quite unfortunate, because creative effectiveness is all about harnessing our TEA . We might only have two hours per day where we have the concentrated TEA that we need to do some creative heavy lifting, and if we don’t use that TEA wisely, no amount of any single component of the triad is going to help us work at that same level.

This Isn’t New, But We Need to Be Reminded About It A Lot

What I’m saying here isn’t anything new either in my own thinking or in that of others. For my own part, I’ve written about some of these ideas dir ectly in a General Theory of Productivity a few years ago and indirectly in just about every post I’ve written on productivity. One way to understand a lot of what’s going on in Getting Things Done is to see that David Allen is giving us a process to get things out of our heads, which increases the amount of attention and energy we have available to us. Jim Loehr and Tony Schwartz address energy and attention more directly in The Power of Full Engagement. Stephen Covey’s 7 Habitsframework is generally about using our TEA proactively rather than