Feedback is how we get better. It's how we find out what we couldn't see ourselves. But there are many reasons why it's more challenging to gather than we might hope.

You might have a design prototype, a book or article draft, a new practice you want your team to adopt, or a project you've been working on. Feedback will make it better, but it's easy to feel anxious.

You might want to avoid having to talk to people. Maybe you're worried about what others think—perhaps they won't like it. Maybe you'll have to start over. Maybe you'll hear what you know deep down. Maybe you might see that others could do it better than you, that it shouldn't be you that's doing it. Maybe you'll find out that you're a failure.

If we care about achieving the best outcome, we can dispel most of these fears with a few moments of reflection—of course, I'm not a failure for trying!—but it doesn't mean they feel any less real at the time. As is often the case, action can be the solution, and gathering feedback is, in my experience, usually energising and confidence-building—now you can see what will make your project fly.

Jane Austen was known to read her novels aloud to her family for both evening entertainment (pre-Netflix) and to help revise and hone her writing.

Remember, the first draft is always perfect.

Don't take things personally or yourself too seriously.

Don't get attached to one option—attach yourself instead to a great outcome.

To avoid sunk costs clouding your judgment, seek feedback before you're too invested.

Share multiple options when you can. It makes it easier for others to give comparative feedback and reduces the chances of taking it personally.

Remember how valuable good feedback has been in the past.

Consider who to gather feedback from. Sometimes complete strangers can help (who cares if they don't like it?), and other times a friendly face can ease you into it.

Remember the spectrum policy to focus on the good in an idea.

Feedback fear

When you're deep in, it may feel like you have no time to pause. No time to take a break, there's too much to get done. Perhaps no time to stop and think about how you're working. No time to step back and improve your processes or work on your tools. Maybe even no time to look after yourself, to recharge, to reflect, to take a walk.

As the metaphor goes, you may feel you have no time to stop and sharpen the saw. Until you do it, and then you may realise you have no time to not stop and sharpen the saw.

Sharpen the saw is habit 7 of Steven Covey's classic The 7 Habits of Highly Effective People

Sharpen the saw

Extrinsic motivation is the carrot or the stick — when the motivation for doing something is an IF/THEN reward or punishment. We use extrinsic motivation all the time like paying people to come into work, or issuing speeding fines to make people slow down. It can work well for simple problems, basic compliance, and short-term results.

However, when you need long-term behaviour change, when creativity is needed, or you're tackling complex problems, external rewards and the threat of punishments can even decrease performance and productivity. Rewards only go so far if you want to inspire a hit album, create the next Oscar-winning film, or create a breakthrough product. That is, for most of the important work we do in our lives, including I believe parenting, using extrinsic motivators of rewards or punishments is likely to be far less effective than tapping into intrinsic motivation — motivation that comes from inside ourselves.

I like Dan Pink's Autonomy, Mastery and Purpose framework for intrinsic motivation. His TED talk on the Puzzle of Motivation is also a fun and interesting watch.

Extrinsic motivation

A hybrid meeting is when some participants are in-person, using shared equipment, and some are remote using their own. Generally speaking, hybrid meetings have a number of disadvantages you may have experienced and are best avoided if possible. Perhaps you've been on a call where everyone's laughing about something except the people joining remotely who have no idea what's going on. It can be pretty rubbish.

For the in-person participants, it's easy to chat with the people in the room, but with just one person controlling the screen it can be hard to see details of any docs that are shared, and it's difficult to see the remote participants as clearly as those in the room. Those not driving also can't scan through docs at their own pace, or share a screen, or collaborate on a document. It's like having just one person with access to the whiteboard.

The remote participants have it worse. Because the camera is likely not as good for the in-person participants the people are smaller and it's hard to see expressions or track who's talking. Some may be off-picture. Without seeing expressions, and with a delay even a tiny bit longer than being in-person it's much harder to find when to join in a conversation. The sound quality ƒrom the room will often also make it harder to hear some of the participants and because the shared mic won't be on mute there'll be background noise.

Taken together these disadvantages make hybrid meetings best avoided where possible.

Where possible, for the in-person meeting have everyone use their own equipment, joining the call on their own laptop so their video is clear and if not using headsets buy a high-quality speaker.

Thanks to GitLab whose list — hybrid calls are annoying — made the disadvantages much clearer to me and led to better meetings at work.

Hybrid meetings

Yak shaving describes how when setting out to do something, you found you had to first do something else, which needed you to finish this other thing, and so on until you found yourself shaving a yak, or equally unrelated activity, to do the first thing you set out to do.

It's pretty common in life — tidying your room? — and particularly resonates in software development where when tackling one thing you find yourself fixing something else, which needs you to fix something else, and so on. Here's the ever brilliant xkcd on fixing problems.

The first I found of yak shaving was a short article on productivity in the first issue of Make magazine by Danny O'Brien and Merlin Mann.

Yak in the style of Alison Green and Adam Stower's excellent children's book, What can you Stack on the Back of a Yak?

Yak shaving

One of the simplest and most effective behaviours that you can try to help you level-up is to keep creating forcing functions for yourself. A forcing function is an external stimulus that makes you get to where you want to be. Signing up for an event so that you are forced to get yourself in shape, offering to give a talk so that you learn your material, inviting people to a dinner party so you get your house in order, paying for a personal trainer to make you turn up every week — all useful forcing functions to get you from where you are to where you want to be. Forcing functions play, very effectively, on our fear of letting ourselves down to make ourselves do what we want us to do.

Another useful sense of forcing function is a way to help people make fewer mistakes, like putting your passport on the door handle so you can't forget it before your flight.

Forcing function

In Manager Time a day is neatly sliced up into hourly chunks according to the calendar. Meeting someone is as easy as finding a free slot that coincides. You don’t have to worry too much about what you’ll be doing next as your calendar will tell you.

In Maker Time a day is an open book to get something hard and meaningful done. Even thinking when a meeting might be and remembering to go can distract from getting on with making. Long, uninterrupted chunks of time, not sliced and diced by meetings on the hour are ideal to make progress on hard problems and tackle something new. Even a single meeting in the middle of an afternoon can disrupt that long meaningful chunk into two that make it harder to tackle something big as you have to context switch and pick up where you left off.

Most modern offices operate on Manager Time. It’s great for meetings but comes at a cost for getting meaningful work done. If you’re a maker you may associate with the feeling that to get some real work done you feel you need to do it at the weekend, or in an evening after everyone’s gone home, when you’ll be free of interruptions.

If you’re a manager, consider your makers when you schedule your next meeting.

If you haven’t already, you should read the original article Maker’s Schedule, Manager’s Schedule, by Paul Graham from whom this excellent observation is from.

Manager time, maker time

The more transparent your workplace the less transparent your employees. In an age of trackers, wearables, online monitoring, workplace chat and always-on devices it turns out that not only does a more transparent workplace actually drive people to more secretive behaviours, but that adding a little more privacy actually may improve productivity also.

Very simply, the transparency paradox is the idea that increasingly transparent, open, observable workplaces can create less transparent employees.

See Harvard prof Ethan Bernstein’s The Transparency Paradox study (pdf) or I learned about it from the Freakonomics podcast: Yes, the Open Office Is Terrible — But It Doesn’t Have to Be.

The transparency paradox

Originally an observation meant as satire, the Peter Principle (book) states that “every employee tends to rise to his level of incompetence.” Someone who is good at their job is likely to get promoted. But the promoted position will likely require different skills. If they’re good they may get promoted again, but if not, there they will stay. Then at some point each employee in an organisation will be incompetent at their position. I like this short take on the Peter Principle by Tim Harford.

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The Peter Principle

It’s easy to think “it’s just a few minutes.” But as the number of people that you hold up increases, the true cost of being late scales rapidly. Being 10 mins late to a meeting with 10 others is 100 minutes. Holding the door for 20s on a train of 600 people is over 3 hours of time collectively. Unless your time is worth a lot more than everyone else’s it’s worth thinking twice before holding the door to a train or not taking the start of a meeting seriously. I think, at the end of the day, it’s really about respect.

The cost of being late

A streak — achieving something on a schedule without missing a slot —  has a remarkable pull over us when it comes to helping us get things done. As Seth Godin points out, streaks turn an activity into a game. And while we may have started out with the intention simply of completing the activity, our continued motivation can transfer to simply be the motivation of keeping the streak going.

If you’re into streaks or want to give them a try to achieve something yourself, you might like the Streaks app (which is how I knew I’d done 2 years without missing), Austin Kleon’s 30-day challenge, or the simple power of one-a-day.

Streaks can also have a dark side: if you break the chain you can think it’s not worth getting started again. For that reason, I like James Clear’s advice to never miss twice.

The power of streaks

A super simple method to help you get your tasks done. Named after a pomodoro (tomato) kitchen timer, the essence of it involves considering in advance how many pomodoros you might need for what you want to get done, setting your timer for, normally, 25 minutes and then focusing on your task until the time’s up. Then take a 5 minute break. That’s one pomodoro. After you’ve done four pomodoros take a longer break, of about 30 minutes.

Protect your pomodoro from distractions — make sure that you spend the full 25 minutes on your task. If people want things let them know you’ll get back to them after your pomodoro.

Properly break in your breaks — no sneaky working.

It’s flexible, not rigid. If you need longer or shorter times, that’s OK. It’s about what helps you focus.

You only need a timer, but there are a number of simple apps that can help if you want to try it too, like this nice one with a bear: Bear Focus Timer.

HT: Ryan MacGillivray. The Pomodoro Technique ® was created and named by Francesco Cirillo.

The Pomodoro Technique ®

These are a super useful trick to increase the chances of action, be it your own others. Essentially, a vague intention of “I plan to do that,” is much less likely to be followed-through on than if you get specific. It takes out the ambiguity of when and where you’ll do something because that’s already decided. For example, asking voters simple questions like how they’ll get to the polling station has been shown to increase turnout on the day. You can use this to your own advantage too — get specific with yourself to help you get things done, be it how and when you’ll workout, or when you’ll study or whatever.

Here’s a simple template for implementation intentions you could try:

I learned this, and many more tips, from James Clear’s book Atomic Habits, all about how to create good habits and break ones.

Implementation intentions

I love this Norwegian concept of how the hardest part of a journey can be just getting out of the door.

So, sometimes as Seth Godin would say, the most important thing is just to start — start small, start now, step by step, day by day and you can give yourself the chance of making something amazing.

Got something you’ve been meaning to start? Maybe today’s the day?

This sketchplanation is my 104th in consecutive weeks — that’s 2 years of weekly sketches without missing one — and sketchplanation number 583 in total. And I can tell you that it didn’t start glamorously, and they weren’t high quality or even interesting, but I did start. Sketch by sketch. Week by week.

Would you do me one favour? Would you share sketchplanations with just one person? Maybe forward this one, or your favourite, or share this tweet or follow on Instagram. I really appreciate you spreading the word.

I’d like to give a massive thank you to my patrons who’ve been supporting me this year with a particular shout to Nick Hungerford, Iain Shaw, Christian Hunt, and Tony Hey. Find out more.

HT: once again to Chris Hey for introducing me to the doorstep mile

The doorstep mile

In his 4 min TED talk, Kamal Meattle explains how to grow your own fresh air inside with just 3 common house plants. The areca palm works hard in the day, mother-in-law’s tongue during the night, and the money plant cleans out volatile chemicals. He transformed the air inside a New Delhi office park by filling it with these 3 plants to some wonderful health and productivity benefits. You could do much worse than add a few of these to your office.

How to grow your own fresh air

The sweet spot for flow and mastery where the task is not too easy, not too hard — it’s just right. 

Also, just the right spot for learning similar to Vygotsky’s zone of proximal development. In that model when you’re out of your comfort zone, and not in your anxiety zone you’re in the learning zone.

And yet another way of looking at it, still without as catchy a name as Goldilocks tasks, is getting the right match of challenge to your skills to avoid anxiety and boredom and be in flow via Milhayi Csikszentmihalyi.

 I learned the name from Dan Pink’s excellent book Drive.

Goldilocks tasks

Shares information passively, with the neat effect that having a good one in an office can go a long way to getting people on the same page without explicitly calling meetings or sending out updates to do so. Handy to also have a good space in front of it for talking, discussing and generally collaborating. A common term in agile development, originally I believe from Alistair Cockburn of Thoughtworks. To quote from his article, of many possible:

- Is large and easily visible to the casual, interested observer
- Is understood at a glance
- Changes periodically, so that it is worth visiting
- Is easily kept up to date”

Information radiator

Well, the barnacles we see don’t move. But when they’re little, they do swim, and once they’ve found their spot they basically cement themselves in place. They’re what’s known as sessile animals — ones that don’t move once settled, along with mussels and coral. Now that would be a different way of life.

Watch out for barnacles

Some activities, no matter how much time you spend on them, just keep coming back. These include cleaning, ironing, washing up and watching the news. There’ll always be more tomorrow. If I can, I try to spend time, first, on activities that have a lasting impact, even in a small way. Better to be tired tidying the kitchen than too tired to start that project you care about. If possible, forget about news entirely. I have consistently found that when we’ve been out of touch traveling for some weeks, the world has carried on plenty well enough without me.

Unfortunately, you still have to do the others sometimes, just try not to let them push out the other things. As you can imagine, this leads to a delicate household balance.

Spend time on activities with long-term value first

I love Flow. This simple framework comes from Good Business by Mihaly Csikszentmihalyi.

Match challenge with skills for Flow at work

OK, so this seems like the most complex yet, but I find myself doing this small and rapid series of key strokes many times a day and it saves a whole lot of fiddling.

Update: Several people have helpfully pointed out to me that you can do this better and more easily simply with Control + shift + v on PC and Command + Alt + Shift + V on Mac. More time saved!

Remove text formatting

In both good and bad ways. Thanks to Seth Godin’s simple power of one a day. Sketchplanations was founded on this simple principle.

Enough molehills make a mountain

Arrange kitchen storage to minimise excess travel

Something I try to keep in mind whenever I set to thinking and run out of space. As much as possible, find tools that don’t limit your thinking.

Sketchplanations tagged with productivity