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In yesterday’s post, I discussed an approach for systematically increasing the depth in your life. It involved creating a monthly plan that identifies specific behaviors designed to amplify things that matter and reduce the things that distract you from these values.

Today, I want to add a caveat. In my many years experimenting (often publicly) with the elements of the deep life, I’ve come to accept that the right mindset is just as important as the right plan.

You can have a well-designed checklist of meaningful activities you’re trying to integrate into your routine, but if your background hum of activity is still oscillating wildly between frenetic stress and numbing distraction, your life is anything but deep. You need instead to see your entire day differently.

This mindset is well-summarized by the advice I’ve been giving off and on since the early days of this blog:

• Do less.
• Do better.
• Know why.

Let’s elaborate the elements of this self-improvement catechism one by one:

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In my last post, I warned that a sudden shift to remote work could inadvertently push knowledge workers into a state of inbox capture, in which essentially all of their time outside of Zoom calls ends up dedicated to sending and receiving email (or Slack messages). As I hinted, I think the best solutions here require radical changes to how these organizations operate. In the short term, however, I thought it might be useful to provide a few ideas about what individuals can do right away to avoid the perils of this state of capture.

It’s important to first bust a popular belief. The key to spending less time in your inbox is not simply to check it less often. This advice is out of date, echoing a simpler time when emails were novel. In recent years, of course, this technology has (unfortunately) become the medium in which most work now unfolds. Ignoring your inbox for long stretches with no other accommodations might seriously impair your organization’s operation.

What’s instead imperative is to move more of this work out of your inbox and into other systems that better support efficient execution. You can’t, in other words, avoid this work, but you can find better alternatives to simply passing messages back and forth in an ad hoc manner throughout the day.

Here are three concrete rules along these lines to help clarify what I mean…

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I’ve spent years studying how knowledge work operates. One thing I’ve noticed about this sector is that it tends to treat the assignment of work tasks with great informality. New obligations arise haphazardly, perhaps in the form of a hastily-composed email or impromptu request during a meeting. If you ask a manager to estimate the current load on each of their team members, they’d likely struggle. If you ask the average knowledge worker to enumerate every obligation currently on their own plate, they’d also likely struggle — the things they need to do exist as a loose assemblage of meeting invites and unread emails.

What prevents this system from spiraling out of control is often a series of implicit friction sources centered on physical co-location in an office. For example:

• If I see you in the office acting out the role of someone who is busy, or flustered, or overwhelmed, I’m less likely to put more demands on you.
• If I encounter you face-to-face on a regular basis, then the social capital at stake when I later ask you to do something via email is amplified.
• Conference room meetings — though rightly vilified when they become incessant — also provide opportunities for highly efficient in-person encounters in which otherwise ambiguous decisions or tasks can be hashed out on the spot.

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By most measures, Nick Saban is one of the most successful college football coaches in the history of the sport. As revealed in a recent interview with ESPN, however, he’s not exactly tech savvy. During this discussion, Sabin revealed that up until the last few weeks, when unavoidable remote work forced some changes, he had never used email.

I think this is an important story. Not because Saban’s specific work habits can be widely replicated (Saban, who was paid $8.6 million last year, has a staff who handles incoming requests), but because it underscores a point that we often forget. Low friction communication makes a lot of modern work easier, because it allows you to avoid the pain of setting up and optimizing systems that organize your efforts. But easy is not the same as effective.

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Earlier this week I explored how practitioners of the deep life sometimes use inspiring environments to amplify the meaning they derive from their work. Today, I want to briefly elaborate on two other strategies I’ve observed for accomplishing this same goal…

The first is establishing cultures of meaning. This is common, for example, in many military communities which emphasize a shared narrative about the honor and noble sacrifice of martial endeavors. If you want to see a contemporary example of this strategy in action listen to basically any episode of former Navy SEAL Jocko Willink’s podcast. He doesn’t dispense advice or opine about the state of the world; he instead mainly interviews war heroes to discuss the gritty reality of their experience. I’ve noticed similar cultures of meanings among teachers, fine craftsmen, and, relevant to recent events, medical professionals, who time after time demonstrate they are willing to keep returning to dangerous and unbelievably trying circumstances. That’s a powerful culture.

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