Less is more: why adopt the slow productivity approach at work

you are so busy You have conversations on Slack, emails and endless Zoom meetings – sometimes all at the same time. Do you really work? Cal Newport doesn’t think so. “None of that matters,” says the Georgetown University computer science professor and passionate campaigner for focus in an age of distraction.

Newport, 41, says we can achieve more by removing the overload. He calls his solution “slow productivity” – a way for high achievers to say “yes” to fewer things, do them better and even rest in controlled doses. Quality at the highest level is the goal, and frantic activity is the enemy. This way, he told me, is what can save our work from artificial intelligence and layoffs, and even make the shareholders happy.

I had questions. After all, many of us want a solution to prevent burnout and maintain our high status, and this isn’t the first time we’ve heard promises that we can win the jackpot. Proponents of the four-day work week promise that we can give up an entire day of work just by working more efficiently. Supporters of remote work insist that it is a win-win for employers and employees. Few dreams are more enticing than the idea of ​​leaving behind the intense work culture and still enjoying the rewards it is supposed to provide.

Newport understands that turning down tasks to maintain our productivity can be tricky. He acknowledges that entrepreneurs have more freedom, but says those of us who have managers can make it work, too. We may even realize that we have more influence and value to our employers. “You should try it,” he recommends, and provides some tips.

The administrative burden

According to Newport, the current way we work causes a big problem for the economy. Employees have become less profitable to the company and yet feel more pressure. Microsoft’s data shows that many of us spend about two working days a week just on meetings and emails.

One mistake we make, says Newport, is to take on too many projects, then get bogged down in the administrative burden each one requires. The work becomes a chain of planning meetings, as we wait for someone from another department to give us permission to start working.

Newport recommends focusing on a few key projects and putting the rest on a waiting list based on their importance. He recommends making this list visible to everyone. “When workloads are hidden, it’s like people are just throwing tasks away, and it becomes dangerous to postpone them,” explains Newport. If someone comes to you with more work – ask them to consider where it should go on your list, he says.

When you say yes to something, double the estimated timelines you set for completing a project. The result is how long it will actually take you to do it well, he says, and recommends trying what he calls the “one for you, one for me” strategy. That is, every time you book an hour-long meeting, set aside another hour for independent work.

For those of us who always say yes to work, Newport’s approach can feel challenging. His philosophy emphasizes being open and self-confident. Instead of – “Let me see how quickly I can do this”, try – “This request will take six hours. I will have this referral in three weeks”.

This approach can be against the norm in some companies. The key, he says, is how you communicate it. Never make it seem like work tasks are a burden you shouldn’t have to deal with. Instead, emphasize that you aim to help the team and the company as much as possible. Keep a positive attitude and stick to the schedules you agree to. This is how you will be portrayed as organized people. We think bosses want someone who is always available, says Newport. But what bosses really want is to know that a project they gave you will be done.

Also, according to Newport, quitting your job quietly and permanently isn’t a good idea, but it’s okay to do it “little by little.” Don’t feel guilty, he adds. You work according to a new and improved system. It is not natural to work at top speed every day without breaks or changes.

Choose a time – let’s say the month of July – to slow down. Don’t volunteer for extra work. Take on an easier project. He also recommends going to a movie theater during Labor Day once a month. Say it’s a personal meeting, and enjoy the sense of control and creativity it brings.

You don’t need to make statements, he adds, or try to change the entire company culture. Instead, create a quiet change for yourself.

Rules of the Game

The catch is that you have to excel in the essential aspects of the job, and must perform meaningful tasks. The idea is to make employees more satisfied and productive. “There’s no escaping it,” says Newport.

This thing scares a lot of people. They have become adept at being always available and preparing an agenda for endless meetings. Taking on a large project is often more challenging, and there is no guarantee that you will succeed. Whether it’s scary or not, real work is becoming essential.

Artificial intelligence is taking over routine tasks in our jobs. Managers identify and eliminate unnecessary projects and roles, Newport explains. No boss wants to stick with a team of people who excel at answering emails.

Mastery of a valuable skill puts you in a position of power. Newport tells about people who leave traditional corporate jobs and choose to work from wherever they want, work in contractors and charge high prices. The more you reduce unimportant tasks and use this time to improve what is important, the more flexibility you will have.

“The job market doesn’t take into account your desire to work at a slower pace,” says Newport. “If you want more flexibility in your schedule, you need to provide something of value in return. If you understand these rules of the game, you can achieve both success and peace of mind.