Why
I Chose This Book
I read Charles Duhigg’s previous book, The Power of Habit, last year, and I
loved it enough that I decided to use it for a class I’m teaching next
semester. I ran across Duhigg’s latest book on the New Nonfiction shelf at my
local library, and I read it in two days. Then I wished that I’d take more time
with it. I’m definitely going to buy it because I’ll need to re-read it to
really apply the lessons.
Books and articles about productivity are my
absolute favorite nonfiction sub-genre. I can’t explain why, but I’ll read
absolutely anything about productivity. Like, if you told me you wrote an
article explaining how to increase production of flibbetynibbets at the
flibbettynibbet factory in the city of Flula Forgunberg, I would be like, “I
don’t know what those things are, but I must read your article immediately!
Send it to me!”
Elevator
Pitch
Stop screwing around and get stuff done. But don’t
just get any old stuff done. Get the right stuff done. And know the difference
between busy (my resting state) and productive (my unicorn state).
Reasons
to Read It
Engaging
narratives. Duhigg is a master at finding a story about some
person or case that perfectly illustrates the point of each chapter. He has a
way of taking what could be really dry research and turning it into propulsive
narratives that keep you turning the pages. I particularly like his technique
of interspersing narrative with research to keep the chapters balanced.
Applicable
recommendations. I’m productive at times, I guess. I
mean, it’s all relative. I’m more productive than, say, a cat. But I’m
certainly not a Charles Duhigg who writes incredible books while holding down a
full-time job as a reporter. (Yeah, I write books and have a job, but I’m not
nearly as good at either as Duhigg is.)
What I loved about each chapter of this book is that
Duhigg provides clear, evidence-based strategies that anyone can emply to move
away from busy and toward productive. From a very clear chapter on what makes
teams successful (hint: It’s not at all what you’d expect) to techniques for
being more innovative and creative, Duhigg demonstrates exactly how to
meaningful engage in work. I particularly loved his appendixes where he showed
how he applied these techniques himself.
Reasons
to Give It the Side-Eye
No side-eye from me on this one, but I do have one
quibble: There’s just so much to take away from the book that if you asked me
to talk about how I am planning to apply all of these things in my daily life,
I’d be overwhelmed. That’s not a flaw in the book, though. I think it’s just
the nature of these kinds of books. They provide so much information, but it’s up
to the reader/student to figure out how to make it work. Still, if Duhigg is
taking suggestions, I’d love to read a follow-up book—a memoir—of sorts where
he applies all of these things in everything he does all day long.
What
I Learned (or Re-learned)
I
have bad habits. Every time I read about focus, I’m
reminded what terrible habits I have when it comes to focus. I regularly do 84
things at once. I keep multiple inboxes open while I’m working, along with at
least one IM window. I frequently interrupt my thinking to answer texts and
phone calls. And on top of that, I have an episode of Seinfeld running in the background right this very moment! I
simultaneously have no idea why George is upset, nor what I intended to say in
this sentence. I’m a walking recipe for disaster. Duhigg should use me as a
cautionary tale.
This book, once again, reminded me that I’m never
going to be particularly innovative or creative if I
can’t learn to focus. And
that chaotic jumping from task to task is precisely why I feel totally
overwhelmed all the time.
Successful
people say no. I really appreciated Duhigg’s anecdote
about really successful people (like writer and surgeon Atul Gawande) who
prioritize key projects and outcomes and then make decisions based on those
goals. I say yes too much, which just means that my own outcomes get pushed
to the bottom of the list. Or I end up doing them when I’m supposed to be
resting or spending time with loved ones. I’m getting better, but Duhigg
reminded me that prioritizing should be paramount in anyone’s life.
Teamwork
is hard, but not impossible. I teach classes where collaboration
is required. I’ve watched teams soar to success and I’ve watched teams implode.
I’ve driven myself bananas trying to figure out how to “fix” failing teams and
how to “bottle” the process of good teams. Duhigg presents the research that
confirms an important point: Team norms are the determining criteria for
success.
Of course! Of course it’s the team norms! But I never
thought about that until reading this book. It doesn’t matter who is on the team (assuming that you
don’t have a team of monkeys whom you want to write Hamlet, The Sequel). What matters is the way they agree to act on the team itself. They can all be
buttholes in real life. That’s fine. They just have to act in a mutually
agreeable way while on the team.
Know
why you do things. I’m terrible about doing whatever task
will allow me to check the greatest number of items off of my to-do list. I
frequently fall prey to believing that’s a good use of my time. In reality, I
send a lot of email and make a lot of calls that probably don’t lead to any
strategic goals.
Once I started asking myself why I was doing certain things, I
found that I frequently had no answer. I don’t know. I’m just doing it! Now I
think carefully about what my end goals are and how the day-to-day tasks lead
to those end goals. I’m not cured of my to-do-ness yet, but I’m getting better.
Worth
Reading?
Definitely. Buy it. You’ll want to write in the
margins.
I have to admit, I saw this book at ALA and thought it seemed interesting, but potentially very gimmicky. I'm glad you found it useful and may reconsider picking it up myself :)
ReplyDeleteIt had its moments. :) But I did find it useful over all.
ReplyDelete