An Inconvenient Observation
Knowledge workers are bad at working.
I say this because unlike every other skilled labor class in the history of skilled labor, we lack a culture of systematic improvement.
If you’re a professional chess player, you’ll spend thousands of hours dissecting the games of better players.
If you’re a promising young violin player, you’ll attend programs like Meadowmount’s brutal 7-week crash course, where you’ll learn how to wring every last drop of value from your practicing.
If you’re a veteran knowledge worker, you’ll spend most of your day answering e-mail.
As I’ve argued here in my new book, this represents a huge opportunity for knowledge workers. If you can adopt a culture of systematic improvement, similar to what’s common in other skilled fields, you can potentially accelerate your career far beyond your inbox-dwelling, discomfort-avoiding peers (and cultivate passion for your livelihood in the process).
But how do you adopt this approach in your specific job? This is the most common question I’m asked in response to this idea.
In this post, I want to propose a (tentative) answer…