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!”
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 writeHamlet, 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.
Definitely. Buy it. You’ll want to write in the margins.