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Say what you like about Cal Newport — and as Christine Armstrong points out, some of his advice errs on the ambitious side - he’s got a lovely turn of phrase.
Having worked in marketing for years, I’ve had plenty of practice trying to create language that sticks in people's minds. Attempting to occupy a unique space in their heads that perfectly illustrates the problem, solution or principle you’re focused on. Trust me, it’s bloody difficult.
But 'Deep Work’, the concept and the title of Newport’s most well-known book, is brilliant.
Everyone has experienced the constant interruption of modern working life. The drip, drip effect of being always on. A feeling that you’re never really getting DEEP into your WORK.
His latest is called Slow Productivity - another nice idea, well articulated.
We never really achieve true productivity by constantly rushing around. So, slow down and push back against taking on too much. Recognise that more doesn’t mean better. A good philosophy to which I adhere, not that I necessarily stick to it.
But how do we even define ‘productivity’?
During Isabel Berwick’s recent podcast interview with Newport, he explained how there was no clear answer when asking his community how they defined it. Therein lies an explanation for why the return-to-office debate drags on. It's difficult to make informed decisions when you’re unclear on what you’re measuring.
And on a personal level, when you’re unsure what’s expected of you, it’s challenging to prioritise. One consequence is optimising for busyness.
“If I make it obvious I’m always available, surely it will look like I’m doing a good job?”
He also mentioned the problem with 'pseudo-productivity' - constantly shoving your ‘work’ in people’s faces. Of course, being constantly available isn’t a sign of high performance. Ticking off tasks doesn’t tell your team the whole story about your worth.
But I’d disagree with Newport’s framing of ‘visibility’ as a problem.
Showcasing what you’re working on, how you’re prioritising your time, and where you’re creating value? That’s important stuff. The underlying issue is incentivising the wrong things. More visibility is great when it rewards the right behaviour.
Making high-value contributions visible unlocks more flexibility in how you work. And in so doing, it makes it possible to adopt the principles of slow productivity. A shift from productivity theatre to producing work that makes a difference.
The secret is giving everyone the system and agency to highlight their work even when they’re not the loudest voice in the room (virtual or otherwise).
So, let's start simple. Design a process that ensures your team understands:
Exactly what’s expected of them.
How their performance is measured.
Creating value matters more than volume.
Have a lovely weekend,
Ollie
How do you measure productivity and make great work visible in your team? I’d love to hear, so please get in touch.