Practical Steps To Boost Your Productivity

Boosting productivity doesn’t always demand expensive tools or cutting-edge technology; often, the most impactful changes come from simple, intentional shifts in mindset and daily habits.

This article provides actionable strategies to help individuals maximize their efficiency and effectiveness, focusing on time-tested principles and easy-to-implement behaviours. By addressing common productivity pitfalls—such as poor prioritization, distractions, and burnout—these steps empower readers to take control of their time and energy. Whether you’re a professional juggling competing demands or an entrepreneur looking to optimize performance, this guide offers practical advice for achieving more with less effort, unlocking sustained success in both work and life.

In my article “Productivity: It All Comes Down To The Pilot In The Box!” I unpacked the trinity of mindset, habits and behaviours versus the plethora of productivity tools and apps available on the market. I am not saying that tools can’t be helpful, but without the right mindset, habits and behaviour, any app or tool is just another tool.

In this follow-up article, I share practical advice for boosting your productivity, and unlike newfangled apps and tools, they won’t cost you a penny. Better still, you can implement them immediately.

Set clear objectives and priorities.

Why: Clarity is the bedrock of productivity, be it personal development or business management. Ambiguity is the enemy of productivity. Busyness does not achieve your objectives; it’s a meaningless waste of time.

How: A clear goal or vision of success helps focus your energies on what truly matters and prevents wasting time on less important tasks.

The SMART goal technique (specific, measurable, achievable, relevant and time-bound) is powerful. Focus first on the “SMT”; resolving the SMT gives you a specific goal, precise measures and a timeline by which you will deliver. This is clarity.

The “A” tests confidence. Confidence is a two-sided coin. On the one side, it tests your belief that you can achieve your goal. The other side tests whether you believe what you’re aiming to achieve is possible. You do not need supreme confidence; you just need more belief than doubt.

The “R” tests importance. I call it your “bothered-o-meter.” A goal you’re bothered about will register highly and sustain you when things become challenging. However, choose something you’re less bothered about; if it doesn’t inspire you or becomes challenging, you will likely switch to something more interesting.

Clarity is essential for prioritisation. Critical thinking tools help you remove bias and preference from decisions. We all prefer to do things we enjoy or are easy, but often, it’s the complex tasks or the things we least enjoy that will move us forward toward our goal.

Knowing what you want, why you want it and when you need it enables you to prioritise. The Eisenhower Matrix, which separates tasks based on urgency and importance, can be invaluable. Another method is the ABCD prioritisation technique, where tasks are categorised from most to least critical.

Establish routine and structure.

Why: Our brains respond well to habits and patterns; it’s how we’re wired. Routines reduce the number of decisions you make every day, which conserves mental energy for more critical tasks. Without this cognitive energy saving, we suffer “decision fatigue,” where the quality of decisions deteriorates after lengthy decision-making sessions.

How: Building a routine involves setting specific times for various activities, such as work, exercise, meals, and relaxation. Time-blocking is a practical method where you allocate blocks of time for different tasks, creating a visual structure for your day. This approach can help maintain focus on the task at hand and reduce the tendency to multitask, which is often less effective. Don’t forget to include breaks and leisure activities in your schedule to prevent burnout.

Eliminate distractions.

Why: In a world where information is constantly at our fingertips, distractions are a significant barrier to productivity. Take social media; these platforms are notorious distractors engineered to keep us on the channel by triggering our biochemistry.

Receive a like, comment or any form of positive interaction, and it stimulates dopamine release. This release promotes pleasure and satisfaction, like the gratification you might get from eating food you enjoy or winning a prize. The intermittent and unpredictable nature of these social rewards creates a pattern like gambling, where the anticipation of a reward keeps users coming back.

Email, Teams, Slack and other systems can also release dopamine, but they can also trigger cortisol. Cortisol is released when we feel stressed. High volumes of email and system notifications can cause anxiety, which can, ironically, drive us to check more.

Distractors’ fracture concentration significantly decreases the quality and quantity of work produced. Switching between tasks inevitably means some of our attention remains with the previous task, reducing our ability to entirely focus on the new task.

How: Identifying and mitigating distractions is critical. Tools like Focus@Will, which offers music designed to aid concentration, or apps like Freedom and Forest, which block distracting websites, can be helpful.

Setting specific times for checking emails and social media, rather than constantly responding to notifications, can help maintain focus. Creating a dedicated workspace free from clutter and potential interruptions can also enhance concentration.

Cultivate a growth mindset.

Why: A growth mindset, a concept popularised by psychologist Carol Dweck in her book Mindset, centres on the belief that we can all develop our abilities and intelligence.

This perspective encourages resilience, a passion for learning and a willingness to confront challenges, all essential for personal and professional growth. Viewing failures not as insurmountable setbacks but as opportunities for learning and development fosters a positive attitude toward challenges.

How: Cultivating a growth mindset involves several practices. Keeping a journal can be a powerful tool for self-reflection and tracking progress. Embrace criticism, and choose to see it as valuable feedback that will help you grow.

Adopting a mindset that sees challenges as the vehicle to stretch and grow will boost resilience. Celebrate small wins to help maintain motivation. View setbacks as steps on the journey; ask what can be learned from the experience rather than viewing it as a failure.

Conclusion

The secret is harnessing proven tools to help our “pilot” make better choices, from what we focus on and deciding what tasks are important to creating the space to get stuff done. Our mindset will determine whether we challenge ourselves, repeat the same mistakes, learn, and grow on our journey to becoming highly productive.

Productivity is more than choosing the right tools. With clear objectives and priorities, productive routines and structures, eliminating distractions and cultivating a growth mindset, you can unlock the pilot in the box.

This article first appeared on Forbes.com on 13th December 2023

Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.

How to Overcome Self Sabotage

Ever felt like you were your own worst enemy?

We’re discussing a universal issue today: How to overcome Self-sabotage.

Dive deep into understanding why it happens and how to conquer it. From procrastination to perfectionism, we cover it all! If you’re ready to transform and stop holding yourself back, this video is a MUST-WATCH.

  • Understanding Self-Sabotage
  • Why do we self-sabotage?
  • Types of self-sabotage
  • How to overcome self-sabotage

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Areas Every Leader Must Master For Success: The People Category

This second instalment of a three-part series focuses on the “People” category, highlighting three key leadership elements: engagement, feelings, and talent.

Engagement: Leaders must connect team members to the organisation’s purpose, fostering personal commitment and motivation. Consistently reinforcing the “why” helps maintain alignment and enthusiasm.

Feelings: Creating a psychologically safe environment is crucial for innovation and growth. Leaders should promote a culture where failure is seen as an opportunity to learn, encouraging resilience and risk-taking while maintaining accountability.

Talent: Attracting and developing the right talent is not just a goal; it’s a necessity. Leaders must ensure their teams are diverse in thought, aligned with the organisation’s purpose, and capable of driving success. Tough decisions may be necessary to maintain a high-performance culture, but the benefits of a diverse and capable team are worth it.

The article also provides critical questions for leaders to assess and enhance their approach to engaging, supporting, and developing their teams. The series will conclude with a focus on mastering productivity, emphasising effective plan execution.

In this second part of my three-part miniseries, we’ll explore the category of people, which follows hot on the heels of purpose, which we explored in part one.

The people category is comprised of three elements: engagement, feelings and talent. Your role as a leader is to create a psychologically safe space where people can thrive and deliver. People perform at their best when connected to their work and when they understand the impact it will have. They also need the space and opportunity to learn, grow and develop, knowing their boss has their back.

Let’s take a closer look at the three elements of the people category.

Engagement

Skilled leaders bridge the gap between individuals and the higher purpose. They help team members understand the significance of the goal on a personal level, fostering a sense of purpose and passion within each person.

I work with many leaders on their purpose. They put time and effort into crafting an inspiring, compelling, and engaging message. Enthused by their work, they share it and get their troops fired up, only to let it die on the vine.

The purpose (the “why”) is a leader’s most potent engagement tool; it helps you find the right people for the journey. Purpose is a drum that you need to bang repeatedly, constantly reminding people why we all do what we do.

Feelings

This is far from the soft side of leadership. Leaders are custodians of organisational culture, responsible for cultivating an environment where people can flourish, learn and push boundaries. To do this, you must provide a psychologically safe space where individuals can confidently pursue growth and innovation, knowing their boss has their back.

I have heard leaders openly say, “It’s okay to fail,” only to blow up when things go wrong. In her book Dare to Lead, Brené Brown likens this to sticking someone on a plane and expecting them to skydive without first teaching them how to land.

As a leader, you must build a win-or-learn culture, harnessing failure as an opportunity to grow. This does not mean ignoring conduct and capability issues; people still need managing. But encouraging them to take a chance means people will innovate and do the right thing when it matters most.

Talent

Leaders are blessed (or cursed) with the relentless pursuit of finding and retaining the right people aligned with the higher purpose. Make sure you surround yourself with talented individuals connected to the purpose, and nurture and develop your team members, ensuring that their skills match the organisation’s demands. You must also make tough decisions to dismiss those who are not fully committed to the journey.

Three common pieces of advice for leaders are to surround yourself with different thinkers, clearly define high performance and intervene when people aren’t cutting it.

I have coached several leaders who have built a team of people like themselves. We like people who see the world as we do. But how do you know what your people really think? Find people who see the world differently from you; encourage, if not demand, that they challenge your perspective. People whose careers are in their boss’s hands will often play it safe when authority bias is at play.

I’ve seen leaders so focused on a top performer that they overlook their poor behaviours while picking up on other team members’ behaviours. This inconsistency creates a two-tier system that leads to a downward trend in overall performance, and people leave.

In one example, I worked with a leader who held their top performer accountable, only for them to exit. They were terrified their numbers would decline. However, the team responded positively; the overall team performance went up over time as people recognised that how we do the work is as important as the results. The team is now aligned and committed to the cause; of course, they still have challenges to overcome, but they work together.

Sadly, I have had to dismiss team members several times, but only after allowing them time to improve with coaching and support. In one case, it became apparent that their heart wasn’t in it, so it needed addressing.

I had a challenging conversation with them, after which they thanked me. They were desperately unhappy at work. My primary learning was to intervene early; we both could have avoided the pain of a drawn-out process.


This next section lays out a set of questions to help you stress-test the people category. It will help you define, check and balance so you can get the right people on the team, develop capability and engage people to get the best out of them. It will also help you understand how teams interact and how to encourage and manage healthy conflict while creating an environment where people want and feel able to give their best.

Questions to Ask

If you want to create an environment for people to flourish and a team people want to join, ask these questions.

Engagement

  • How might we connect people to the purpose?
  • How might we motivate people and keep them going?
  • What support structures might we need?
  • How might we help people learn and grow?
  • How might we measure engagement?

Feelings

  • How might we remove the fear of conflict?
  • How might we build resilience in our people?
  • How might we promote change as an opportunity?
  • What are we doing to create a psychologically safe environment?
  • How might we encourage meaning and purpose?

Talent

  • How might we attract the best people to work with us?
  • What do we need in our talent base—now and in the future?
  • What could we do to improve capability and develop capacity?
  • How might we create a learning culture in our teams?
  • How do we ensure that we nurture and retain talent—and move people on (or out)?
  • How do we identify talent?

Look out for the final part of this three-part miniseries where I’ll unpack the third area leaders must master for success: productivity.

Great leaders recognise that creating the right environment for their people to flourish with a compelling purpose is all well and good, but they still need to execute the plan and get it done.

This article first appeared on Forbes.com on 1st September 2023

Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.

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