Study Hacks Blog

In light of our recent discussions of “productivity,” both in this newsletter and on my podcast, I thought it might be useful to provide a more formal definition of what exactly I mean when I reference this concept.

In the most general sense, productivity is about navigating from a large constellation of possible things you could be doing to the actual execution of a much smaller number of things each day.

At one extreme, you could implement this navigation haphazardly: executing, in the moment, whatever grabs your attention as interesting or unavoidably urgent. At the other extreme, you might deploy a fully geeked out, productivity pr0n-style optimized collection of tools to precisely prioritize your obligations.

To make sense of these varied journeys from a broad array of potential activity to the narrowed scope of actual execution, I often imagine the three-level funnel diagramed above.

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Seven years ago, Alex Soojung-Kim Pang was a typical overworked, multitasking, slave to the hyperactive hive mind, Silicon Valley consultant.  Feeling the symptoms of burnout intensify, he arranged a three-month sabbatical at Microsoft Research Cambridge. Here’s how he later described this period:

“I got an enormous amount of stuff done and did an awful lot of really serious thinking, which was a great luxury, but I also had what felt like an amazingly leisurely life. I didn’t feel the constant pressure to look busy or the stress that I had when I was consulting. And it made me think that maybe we had this idea about the relationship between working hours and productivity backward. And [we should] make more time in our lives for leisure in the classic Greek sense.”

The experience led him to ultimately publish a book titled, Rest: Why You Get More Done When You Work Less. I remember this book because it came out the same year as Deep Work, and the two volumes were often paired as variations on a common emerging anti-busyness theme.

In the half-decade that has since transpired, an increasing number of new books have taken aim at our accelerating slide toward overload in both our work and our personal lives. Many of these new titles, somewhat in contrast to my writing, or that of Pang,  have adopted a more strident and polemical tone — not only underscoring the issues, but also pointing a defiant finger at the forces which are supposedly to blame. Clearly the overwhelmed and overscheduled manner in which we currently operate isn’t working.

Which brings me to a question that more and more has been capturing my attention: What can we do about this unfortunate state of affairs?

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I recently came across a Hemingway quote that caught my attention:

“My working habits are simple: long periods of thinking, short periods of writing.”

It reminded me of a time I used to spend each spring as a young professor, back when my schedule allowed it, giving short talks at so-called “dissertation bootcamp” events. The point of these multi-day affairs was to help graduate students gain some momentum on their doctoral theses. I would stop by to talk about productivity and focus, and when possible, grab a free lunch.

Attending these bootcamps, I was often struck by how much the conversation centered on “writing.” The informal advice passed around was about “getting in your writing hours,” or making sure “to write every day,” or committing to “hit your target word count.”

I always found this somewhat confusing, as my experience with writing — both popular and academic — matched Hemingway’s self-description, in that the actual act of putting words on the page came only after many more hours  spent thinking through what I wanted to say. This contemplation was where the real intellectual action was to be found.

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A reader recently pointed me toward a fascinating post on Kevin Kelly’s CT2 blog. It concerned the fan mail received by the famed science fiction author Robert Heinlein. Unable to keep up with the deluge of incoming correspondence, Heinlein devised a form letter (pictured above), which included responses to twenty-one common questions and requests.

These canned replies include, for example, a pointer to the book Writer’s Market for more information on how to prepare manuscripts for submission, and an apologetic note explaining that Heinlein is unable to participate in class assignments. (I empathize with this last one. I’m honored by the surprisingly large number of classes that assign my books or articles, but to my regret, I rarely have enough time to participate in evaluating this work.) To answer fan mail, Heinlein would simply check the box on the form letter next to the most appropriate response.

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In a recent episode of my podcast, I dove deep on the topic of meeting overload during our current moment of pandemic-induced remote work. I want to expand here on one of the more radical (but intriguing) solutions I mentioned: the reverse meeting.

First, a little background. Why are we suddenly spending so much more time in meetings now that we’re working from home? There are multiple factors involved.

For example, the sudden shift out of the office created a lot of unexpected new questions that had to be answered. In the moment, scheduling a meeting is an easy way to relieve the anxiety of having these new and pressing demands on your plate.

(Remember: the one productivity system that is universally trusted is the calendar, so if a meeting related to a new issue is scheduled, you can trust that it won’t be forgotten, and you therefore no longer have to keep track of it in your head. This grants immediate relief.)

Another factor is a reduction in the energy and social capital expended when organizing online gatherings. Pre-pandemic, setting up a meeting meant reserving a conference room and requiring your colleagues to physically relocate themselves at your request. There’s enough of a cost here that you might think twice before casually convening these conversations.

In a remote setting, however, we’re all just on our laptops all day anyway, so the cost of shooting off a digital calendar invite for a Zoom discussion is much lower. It takes only a couple clicks and the social consequences seem minimal. The result: we setup many more meetings.

This brings us to the question of how to reduce this overload, and therefore back to the idea of reverse meetings. Here’s the concept:

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