2000 years of fighting productivity pressures

Hey everyone,

Do you feel like your brain is experiencing a grand quickening? Is the suddenly new ability of everybody being able to type anything into chatGPT and get a perfect picture of it 5 seconds later taking over your group chats too?

I feel you. We got this. As always we can choose our speed. We just have to be more mindful and intentional about it. Walks. ​Phone calls​. Dates. ​Reading​. ​Birding​. Cooking. Buying a magazine. ​Buying a book​.

It was in this spirit that I re-stumbled across a fascinating little history of the human resistance to this grand quickening from 200 BC to today. Maybe this feeling is just ​Lindy​? Or are we experiencing something new?

Take a read and let me know,

Neil

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Excerpt from 'In Praise of Slowness'

Written by Carl Honoré

"On the other side of the Pacific, from its headquarters in San Francisco, the ​Long Now Foundation​ is adding to the groundswell. Its members warn that we are so busy sprinting to keep up with the daily grind that we seldom lift our gaze beyond the next deadline, the next set of quarterly figures. 'Civilization is revving itself into a pathologically short attention span,' they say. To make us slow down, to open our eyes to the long view and the big picture, the Foundation is building huge, intricate clocks that tick once a year and measure time over ten millennia [​sponsored by Jeff Bezos​ and carved into a mountain he owns]. The first, a beautiful beast of bronze and steel, is already on display at the Science Museum in London, England. A second, much larger clock will eventually be carved into a limestone cliff near Great Basin National Park in eastern Nevada.

Many Long Now supporters work in the technology sector. Danny Hillis, who helped invent supercomputers, is on the board. Among the corporate donors are high-tech giants such as PeopleSoft, Autodesk and Sun Microsystems, Inc. Why are players from the fastest industry on earth backing an organization that promotes slowness? Because they, too, have realized that the cult of speed is out of hand.

Today's pro-Slow organizations belong to a tradition of resistance that started long before the industrial era. Even in the ancient world, our ancestors chafed against the tyranny of timekeeping. In 200 BC, the Roman playwright Plautus penned the following lament:

The Gods confound the man who first found out How to distinguish the hours—confound him, too Who in this place set up a sundial To cut and hack my days so wretchedly Into small pieces!

As mechanical clocks spread across Europe, protest was never far behind. In 1304, Daffyd ap Gwvilyn, a Welsh bard, fumed: 'Confusion to the black-faced clock by the side of the bank that awoke me! May its head, its tongue, its pair of ropes, its wheels moulder: likewise its weights and dullard balls, its orifices, its hammer, its ducks quacking as if anticipating day and its ever restless works.'

As timekeeping wormed its way into every corner of life, satirists poked fun at the European devotion to the clock. In ​Gulliver's Travels ​(1762), the Lilliputians decide that Gulliver consults his watch so often that it must be his god.

As industrialization gathered pace, so, too, did the backlash against clock-worship and the cult of speed. Many denounced the imposition of universal time as a form of slavery. In 1884, Charles Dudley Warner, an American editor and essayist, gave vent to the popular unease, echoing Plautus in the process: 'The chopping up of time intro rigid periods is an invasion of individual freedom and makes no allowances for differences in temperament and feeling.' Others complained that machines were making life too fast, too hectic, less humane. The Romantic movement of artists, writers and musicians that swept across Europe after 1770 was partly a reaction against the modern culture of hustle and bustle, a harking back to a lost idyllic era.

Right through the Industrial Revolution, people sought ways to challenge, restrain or escape the accelerating pace of life. In 1776, the bookbinders of Paris called a strike to limit their working day to fourteen hours. Later, in the new factories, unions campaigned for more time off. The standard refrain was: 'Eight hours for work, eight hours for sleep, eight hours for what we will.' In a gesture that underscored the link between time and power, radical unionists smashed the clocks above the factory gates."

These are just 2 out of 282 pages in the phenomenal '​In Praise of Slowness​' by Carl Honoré.

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One of the best ways to fight for your right to slowness at work? ​Cut all meeting time in half​.

Just because you slow down doesn't mean you can't ​get things done​.

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How to Cut All Meeting Time in Half

In November 1955 a strange article appeared in The Economist by an unknown writer named C. Northcote Parkinson. Readers who started skimming the article, titled “Parkinson’s Law,” were met with sarcastic, biting paragraphs poking sharp holes in government bureaucracy and mocking ever-expanding corporate structures. It was searing criticism masked as an information piece. It began innocently enough with the following paragraph:

 “It is a commonplace observation that work expands so as to fill the time available for its completion. Thus, an elderly lady of leisure can spend the entire day in writing and dispatching a postcard to her niece at Bognor Regis. An hour will be spent in finding the postcard, another in hunting for spectacles, half-an-hour in a search for the ad dress, an hour and a quarter in composition, and twenty minutes in deciding whether or not to take an umbrella when going to the pillar-box in the next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil.”

The thesis of the piece was in the first sentence: “It is a commonplace observation that work expands so as to fill the time available for its completion.” Haven’t we heard advice like this before? “The ultimate inspiration is the deadline,” for instance. “If you leave it till the last minute, it takes only a minute to do.” Or how about: “The contents of your purse will expand to fill all available space.”

Think back to bringing homework home from school on the weekends. There was nothing better than a weekend! But the dull pain of having to do a page of math problems and write a book summary loomed like a faint black cloud over Friday night, all day Saturday, and Sunday morning. I remember I would always work on homework Sunday night. But once in a while, if we were going away for the weekend, if I had busy plans on both days, I would actually get my homework done on Friday night. The deadline had artificially become sooner in my mind. And what happened? It felt great. It felt like I had more time all weekend. A fake early deadline created more space.

How do you cut all meeting time in half?

As part of a job I had at Walmart years ago I suddenly took ownership over the company’s weekly meeting for all employees. It was a rambly Friday-morning affair without a clear agenda, presentation guidelines, or timelines, all in front of 1000 people. The CEO would speak for as long as he wanted about whatever he wanted and then pass the mic to the next executive sitting at a table, who would speak as long as he wanted about whatever he wanted, before passing the mic to the next person. It was unpredictable—and starting at 9:00 a.m., it rolled into 10:00 a.m., sometimes 10:30 a.m., and occasionally 11:00 a.m. People would go on tangents. Nobody was concise. And everyone would leave two hours later in a daze, trying to remember all the mixed priorities they heard at the beginning of the meeting.

So I worked with the CEO to redesign the meeting. We created five segments of five minutes each and set up an agenda and schedule of presenters in advance. “The Numbers,” “Outside Our Walls,” “The Basics 101,” “Sell! Sell! Sell!” and “Mailbag,” where the CEO opened letters and answered questions from the audience.

The new meeting was twenty-five minutes long!

And it never went over time once.

How come? 

Because I downloaded a “dong” sound effect that we played over the speakers with one minute left, a “ticking clock” sound effect that played with fifteen seconds left, and then the A/V guys actually cut off a person’s microphone when time hit zero. If you hit zero, you would be talking onstage but nobody could hear you. You just had to walk off.

What happened? 

Well, at first everybody complained. “I need seven minutes to present,” “I need ten minutes,” “I need much, much longer because I have something very, very important to say.” We said no and shared this quote from a Harvard Business Review interview with former GE CEO Jack Welch:

“For a large organization to be effective, it must be simple. For a large organization to be simple, its people must have self-confidence and intellectual self-assurance. Insecure managers create complexity. Frightened, nervous managers use thick, convoluted planning books and busy slides filled with everything they’ve known since childhood. Real leaders don’t need clutter. People must have the self-confidence to be clear, precise, to be sure that every person in their organization—highest to lowest—understands what the business is trying to achieve. But it’s not easy. You can’t believe how hard it is for people to be simple, how much they fear being simple. They worry that if they’re simple, people will think they’re simpleminded. In reality, of course, it’s just the reverse. Clear, toughminded people are the most simple.”

Then what happened?

Well, with a clear time limit, presenters practiced! They timed themselves. They prioritized their most important messages and scrapped everything else. They used bullet points and summary slides. We introduced the concept by saying “If you can’t say it concisely in five minutes, you can’t say it. By then people doze off or start checking their email.” Have you ever tried listening to someone talk for twenty straight minutes? Unless they are extremely clear, concise, and captivating, it’s a nightmare. 

Everybody got a bit scared of their mic cutting off, so the meetings were always twenty-five minutes.

What happened to productivity?

Well, a thousand people saved an hour every week. That’s 2.5% of total company time saved with just one small change.

How do you complete a three-month project in one day?

Sam Raina is a leader in the technology industry. He oversees the design and development of a large website with millions of hits a day. He has more than sixty people working for him. It’s a big team. There are many moving parts. From designers to coders to copy editors. How does he motivate his team to design and launch entirely new pages for the website from scratch?

He follows Parkinson’s Law and cuts down time.

He books his entire team for secret one-day meetings and then issues them a challenge in the morning that he says they’re going to get done by the end of the day. There is only one day to make an entire website! From designing to layout to testing—everything. 

Everyone freaks out about the deadline. And then everyone starts working together.

“The less time we have to do it, the more focused and organized we are. We all work together. We have to! There is no way we’d hit the deadline otherwise. And we always manage to pull it off,” Sam says.

By spending a day on a project that would otherwise take months, he frees up everyone’s thinking time, transactional time, and work time. There will be no emails about the website, no out-of-office messages, no meetings set up to discuss it, no confusion about who said what. Everyone talks in person. At the same time. Until it’s done! Sure, in-person isn’t easy in a pandemic, but what meetings are you doing that right that are laddering up into other meetings which are laddering up into other meetings? How can more people be brought together on a larger problem to avoid all the friction in between?

So what’s the counterintuitive solution to having more time?

Chop the amount of time you have to do it.

Look at the left of the graph. The less time available, the more effort you put in. There is no choice. The deadline is right here. Think of how focused you are in an exam. Two hours to do it? You do it in two hours! That deadline creates an urgency that allows the mind to prioritize and focus.

Now look at the right of the graph. The more time available, the less effort we put in overall. A little thought today. Start the project tomorrow. Revisit it next week. We procrastinate. Why? Because we’re allowed to. There is no penalty. Nothing kills productivity faster than a late deadline.

What does C. Northcote Parkinson say about waiting to get it done?

“Delay is the deadliest form of denial,” he says.

Have you ever finished a project on time and then the teacher announces to the class that the deadline has been extended? What a bummer. Now, even though you finished at the original deadline, you get the pain and torture of mentally revisiting your project over and over again until you hand it in. Could it be better? How can we improve it?

Calvin says it best:

Remember: Work expands to fill the time available for its completion.

In the around-the-table weekly Zoom call, in the original 1000 person company meeting, in a normal website-development cycle, what invisible liability do you find? Time. Too much of it.

And work expanding to fill it as a result.

What’s the solution?

Create last-minute panic!

Move deadlines up, revise them for yourself, and remember you are creating space after the project has been delivered.

Do only nerds do their homework Friday night?

Maybe.

But they’re the ones with the whole weekend to party.

This article is adapted from The Happiness Equation 

Jack Welch quote is excerpted from “Speed, Simplicity, Self-Confidence: An Interview with Jack Welch” by Noel M. Tichy and Ram Charan, Harvard Business Review, September 1989. Used with permission. 

Calvin and Hobbes strip is © 1992 Watterson and reprinted with permission of Universal Uclick. All rights reserved.

10 Small Habits To Get More Done Each Day

Do you feel like it’s getting harder to get stuff done?

It’s not just you. The distraction machine is cranked to 10. Endless apps and feeds and algorithms fight for our attention. They’re good at getting it, too! No wonder Reed Hastings, founder of Netflix, says their greatest competitor of all is sleep.

I find myself revisiting simple practices to help make sure I actually get anything done.

Here are ten daily habits I use to get more done each day:

1. Wake up and look at your ikigai

An ikigai is the ‘reason you get out of bed in the morning.’

Leslie and I take simple blank index cards, fold them in half, and set them up like tent cards on our bedside table.

I think of the ikigai I write on the card as “my morning message to myself” and find it helps provide a quick north star to my day.

I change what I write on the cards. Sometimes I’ll get lofty and purposeful (“Helping people live happy lives”), sometimes I’ll get focused (“Finish writing the next book”), and sometimes I’ll just use the card as a way to neutralize anxiety (“To remember I have enough.”)

I write more about ikigais in The Happiness Equation and, if you want to go deeper, I recommend Héctor Garcia’s book Ikigai.

2. Two-Minute Mornings

You spent half a second staring at your ikigai card. Now what?

The next thing I do is grab my Two-Minute Mornings journal (or just any other index card is fine) and write my response to three prompts:

• I will let go of…

• I am grateful for…

• I will focus on…

Research titled “Don’t look back in anger!” by Brassen, Gamer, Peters, Gluth, and Bluch in Science shows that minimizing regrets as we age creates greater contentment and happiness. I think there’s a big reason why confession and repentance show up across major world religions. Writing down and letting go of something feels like wiping a wet shammy across the blackboard of our minds. (I will let go of…)

Research by Emmons and McCullough shows if you write down five gratitudes a week you’re measurably happier over a ten week period. The more specific the better! Don’t write “my dog” ten days in a row. Try “When the rescue puppy we got during the pandemic finally stopped peeing on my husband’s pillow,” etc. (I am grateful for…)

As Roy Baumeister and John Tierney say in Willpower, “Decision fatigue helps explain why ordinarily sensible people get angry at colleagues and families, splurge on clothes, buy junk food at the supermarket and can’t resist the dealer’s offer to rust-proof their new car. No matter how rational and high-minded you try to be, you can’t make decision after decision without paying a biological price. It’s different from ordinary physical fatigue — you’re not consciously aware of being tired — but you’re low on mental energy.” We all have too many decisions to make! So the last prompt helps carve a “will do” from our endless “could do” and “should do” lists. (I will focus on…)

Two-minute mornings helps prime your brain for positivity.

3. Lift something heavy

Every day I lift heavy weights I seem to buy myself the rest of the day without feeling stress. It’s like a magic pill. I don’t like lifting weights! But it’s worth it for that stress-free feeling for the next 24 hours.

Workouts such as Push/Pull/Legs or 5x5 are great but if you’re like me and you need a push — a cajoling of some kind — then I suggest an app I found during the pandemic which I still use today. It’s called Trainiac and I get a real human coach (hi Geoff!) who sets my routines, using the equipment I have or will have (i.e., at a hotel gym), and then sends me notes, prompts, messages, and videos to keep me going. I don’t know how to an exercise? I send him a video, he critiques my form. I have a question? He responds the next day.

To be clear: I’m not a sponsor of this app — I have no ads on any of my stuff and accept zero payments or credits, etc, etc — but I’ve just been using it since the pandemic and enjoy it. I did personal training (like in person, at a gym) years ago but found it time and cost prohibitive.

I personally set my goal for four workouts a week and then if I “fail” and only get three in I still feel good. What about no workout days? I throw my kids in the air for a few minutes. I’m winded after! And we both feel great.

4. Walk 5km a day

Guess what average human walking speed is?

5km/hour.

So just moving one phone meeting to a “walk and talk” helps get that 5km of walking in. I personally find that I’m actually more focused on the phone call when I’m walking because I’m not surrounded by the endless distractions of screens. Plus, it’s good for your health, good for community connection (you actually talk to your neighbors!), and walking tends to stoke your creativity, too. And, side benefit, it brings out your inner birder.

For more on walking I recommend “Walking” by Henry David Thoreau (free out of copyright full version) or “Why I Do All This Walking” by Nassim Taleb (Scribd link, with full essay in The Black Swan.)

5. Schedule one UNTOUCHABLE day a week

Okay, this isn’t a daily habit but a weekly one. I’m sneaking it in anyway because it’s so powerful.

A New Yorker feature by Alexandra Schwartz calls our focus on productivity and hustle “improving ourselves to death.” She writes, “It’s no longer enough to imagine our way to a better state of body or mind. We must now chart our progress, count our steps, log our sleep rhythms, tweak our diets, record our negative thoughts — then analyze the data, recalibrate, and repeat.”

What’s one solution? Untouchable Days. These are days where I am literally unreachable, by anyone, in any way — all day. My productivity is about 10 times higher on these days.

I know on the surface this idea sounds completely impractical and I mostly get scoffing and head shakes when I start talking about it. But, I also get more emails from people successfully using this concept across a vast array of ages and careers. If it sounds too hard, there’s nothing wrong with starting with an Untouchable Lunch. Leave your phone at your desk and get outside for an hour where nobody can reach you.

I go deeper on this concept in this viral HBR article and in my book on resilience.

6. Read 20 (or even 2!) pages of fiction a day

The Annual Review of Psychology published a report that says books are medicine.

Books create empathy, intimacy, compassion, and understanding. Why? Our brain’s mirror neurons fire when we read about experiences we haven’t lived — when we’re another gender, in another country, in another time … our minds think we’re there.

It’s like that Game of Thones quote: “A reader lives a thousand lives before he dies … the man who never reads lives only one.”

Now, the troubling stat is that the American Time Use Survey says that 57% of Americans read zero books last year. Zero! Meanwhile we’re spending over 5 hours a day on our phone.

But Science magazine published a formative study in 2013 which showed that reading literary fiction improved test results measuring social perception and empathy. So if we can channel a few minutes of phone time each day to reading fiction, we’ll have a natural way to zoom out of our problems and feel more connected to the wider world.

7. “Wear one suit.”

It’s a principle.

I wear a blue suit jacket, white dress shirt, dark blue jeans, Nike running shoes, and my yellow watch … to every single speech and media interview I do. So I never think about what to wear for any of them. I just buy multiples of the same running shoes, shirts, socks, etc.

Same thing with my breakfast. “Drink one shake.” I’ve been drinking the same shake for fifteen years. Water, turmeric, cinnamon, half a frozen banana, powdered greens, frozen greens, protein, nut butter, nut milk, yogurt, avocado. Sure, maybe I change the protein flavor once in a while, but the point is that I can make it on auto-pilot.

What can you systemize to free up more brain space for everything else?

8. Write a “3 things” cue card

Every night before I go up to bed I write an index card with tomorrow’s day up top — TUESDAY — and a (maximum) 3-item checklist below. Beside each item I draw a square box to be checked off.

Why? Well, a laundry list of 20 things feels overwhelming and oppressive. (That can go on a weekly or monthly checklist.) But the nighttime forced prioritization helps me go to bed knowing I have my track set for the next day. And by making it only 3 I’ve done some of the hard work of simply choosing what not to do.

Also, one principle within the last? “Write first.” What I mean is that writing takes more of my energy than anything else I do so if the day includes writing I’ll put that first. (You may have heard a similar principle for going to the gym: “Squat first.” Just start with the hardest thing.)

9. Lock the phone up around sunset

University of Bologna professors published a report in Sloan Management Review which showed that anxiety spikes when students don’t have their cellphones for even a single day.

Everyone talks about intermittent fasting … with food. We should be talking about intermittent fasting … with phones.

When I interviewed Johann Hari (author of Stolen Focus) he told me he drops his phone in a K-Safe every night. That’s a big square plastic box with a timer on the outside. Set the timer to 3 hours? It doesn’t open for 3 hours.

Now: Why do I say “around sunset”? Well, because I’m trying (trying!) to get my body more in line with natural light. When the sun dips down I want my brain to dip down, too. Dimmer lights. Candles at dinner. Less screens. More books.

Easing my body and mind into a darker, deeper sleep.

Also, if you don’t have a K-Safe or timed lockbox you can try my strategy of asking your partner to “Please hide my phone until tomorrow and don’t tell me where it is even if I ask.”

10. Have a “wind down” routine.

One more study: Research from Australia shows that exposing our brains to bright screens before bed reduces melatonin production — the sleep hormone.

So screens mess up our sleep. Great! Now what do we do? Well, we’ve already talked about reading. But what I mean here is you need a nighttime ritual. Maybe it’s playing Rose Rose Thorn Bud with your boyfriend. Maybe it’s flossing and brushing your teeth with your wife. Maybe it’s reading books to your kids. Maybe it’s tidying up your dresser and setting out your clothes for the next morning. Maybe it’s having a warm shower and shaving.

We need to plug our phones in the basement. (I recommend the furnace room — darker and cobwebbier, the better!) And have a nighttime ritual that allows us the mental space to widen, reflect, and process the day in a slow and peaceful way.

That’s it! A long list, sure. And a lofty one! But, as always, as with anything I’m suggesting or trying myself, the goal is never to be perfect — it’s just to be a little better than before.

I hope even one or two of these will resonate with you. And if you have something you suggest adding to my list — just drop me a line and let me know.

You Need To Take More Vacation … And Here’s How To Do It

Mandatory vacation is the way of the future

Have you ever felt burned out after a vacation?

I’m not talking about being exhausted from fighting with your family at Disney World all week. I’m talking about how you knew, the whole time walking around Epcot, that a world of work was waiting for you upon your return.

Our vacation systems are completely broken.

They don’t work.

The classic corporate vacation system goes something like this: You get a set number of vacation days a year (often only two to three weeks), you fill out some 1996-era form to apply for time off, you get your boss’s signature, and then you file it with a team assistant or log it in some terrible database. It’s an admin headache. Then most people have to frantically cram extra work into the weeks before they leave for vacation in order to actually extract themselves from the office. By the time we finally turn on our out-of-office messages, we’re beyond stressed, and we know that we’ll have an even bigger pile of work waiting for us when we return.

What a nightmare.

For most of us, it’s hard to actually use vacation time to recharge.

So it’s no wonder that absenteeism remains a massive problem for most companies, with payrolls dotted with sick leaves, disability leaves, and stress leaves.

In the UK, the Department for Work and Pensions says that absenteeism costs the country’s economy more than £100 billion per year. A white paper published by the Workforce Institute and produced by Circadian, a workforce solutions company, calls absenteeism a bottom-line killer that costs employers $3,600 per hourly employee and $2,650 per salaried employee per year. It doesn’t help that, according to the Center for Economic and Policy Research, the United States is the only country out of 21 wealthy countries that doesn’t require employers to offer paid vacation time. (Check out this world map on Wikipedia to see where your country stacks up. We love you, Enlightened Swedes!)

Now.

Let’s solve this problem.

First question is this big one.

Would it help if we got more paid vacation?

No, not necessarily.

According to a study from the U.S. Travel Association and GfK, a market research firm, just over 40% of Americans plan not to use all their paid time off anyway. It’s not the amount we’re given then, it’s the amount we’re taking, or feel able to take.

So what’s the progressive approach?

Is it the Netflix or Twitter policies that say take as much vacation as you want, whenever you want it? Open-ended, unlimited vacation sounds great on paper, doesn’t it? Very progressive, right? No, that approach is broken too.

What happens in practice with unlimited vacation time? Warrior mentality. Peer pressure. Social signals that say you’re a slacker if you’re not in the office. Mathias Meyer, the CEO of German tech company Travis CI, wrote a blog post about his company abandoning its unlimited vacation policy:

“When people are uncertain about how many days it’s okay to take off, you’ll see curious things happen. People will hesitate to take a vacation as they don’t want to seem like that person who’s taking the most vacation days. It’s a race to the bottom instead of a race towards a well rested and happy team.”

The point is that in unlimited vacation time systems, you probably won’t actually take a few weeks to travel through South America after your wedding, because there’s too much social pressure against going away for so long. Work objectives, goals, and deadlines are demanding. You look at your peers and see that nobody is backpacking through China this summer, so you don’t go either. You don’t want to let your team down, so your dream of visiting Machu Picchu sits on the shelf forever.

What’s the solution?

Recurring, scheduled mandatory vacation.

Yes, that’s right — an entirely new approach to managing vacation. And one that preliminary research shows works much more effectively.

Designer Stefan Sagmeister said in his TED talk, “The Power of Time Off,” that every seven years he takes one year off. He said:

“In that year, we are not available for any of our clients. We are totally closed. And as you can imagine, it is a lovely and very energetic time.”

He does warn that the sabbaticals take a lot of planning, and that you get the most benefit from them after you’ve worked for a significant amount of time.

Why does he do this? He says:

“Right now we spend about the first 25 years of our lives learning, then there are another 40 years that are really reserved for working. And then tacked on at the end of it are about 15 years for retirement. And I thought it might be helpful to basically cut off five of those retirement years and intersperse them in between those working years.”

As he says, that one year is the source of his creativity, inspiration, and ideas for the next seven years.

I wanted to test this theory so I collaborated with Shashank Nigam, the CEO of SimpliFlying, a global aviation strategy firm of about 10 people, to ask a simple question:

“What if we force people to take a scheduled week off every seven weeks?”

The idea was that this would be a microcosm of the Sagmeister principle of one year off every seven years. And it was entirely mandatory. In fact, we designed it so that if you contacted the office while you were on vacation — whether through email, WhatsApp, Slack, or anything else — you didn’t get paid for that vacation week. We tried to build in a financial punishment for working when you aren’t supposed to be working, in order to establish a norm about disconnecting from the office.

The system is designed so that you don’t get a say in when you go. Some may say that’s a downside, but for this experiment, we believed that putting a structure in place would be a significant benefit. The team and clients would know well ahead of time when someone would be taking a week off. And the point is you actually go. And everybody goes. So there are no questions, paperwork, or guilt involved with not being at the office.

With this 12 week experiment we had managers rate employee productivity, creativity, and happiness levels before and after the mandatory time off. (We used a five-point Likert scale, using simple statements such as “Ravi is demonstrating creativity in his work,” with the options ranging from one, Strongly Disagree, to five, Strongly Agree.)

And what did we find out?

Creativity went up 33%, happiness levels rose 25%, and productivity increased 13%. It’s a small sample, sure, but there’s a meaningful story here. When we dive deeper on creativity, the average employee score was 3.0 before time off and 4.0 after time off. For happiness, the average employee score was 3.2 before time off and 4.0 afterward. And for productivity, the average employee score was 3.2 before and rose to 3.6.

This complements the feedback we got from employees who, upon their return, wrote blog posts about their experiences with the process and what they did with their time. Many talked about how people finally found time to cross things off of their bucket lists — finally holding an art exhibition, learning a new language, or traveling somewhere they’d never been before.

Now, this is a small company, and we haven’t tested the results in a large organization. But the question is: Could something this simple work in your workplace? Are you the leader in charge of a team who could try this? Do you run a company where you want to give it a shot?

Let me share two pieces of constructive feedback that came back:

• Frequency was too high. Employees found that once every seven weeks (while beautiful on paper) was just too frequent for a small company like SimpliFlying. Its competitive advantage is agility, and having staff take time off too often upset the work rhythm. Nigam proposed adjusting it to every twelve weeks. But with employee input, we redesigned it to once every eight weeks.

• Staggering was important. Let’s say that two or three people work together on a project team. We found that it didn’t make sense for these people to take time off back-to-back. Batons get dropped if there are consecutive absences. We revised the arrangement so that no one can take a week off right after someone has just come back from one. The high-level design is important and needs to work for the business.

This is early research, but it confirms something we said at the beginning: Vacation systems are broken and aren’t actually doing what they’re advertised to do. If you show up drained after your vacation, that means you didn’t get the benefit of creating space.

Why is creating space so important?

Consider this quote from Tim Kreider, who wrote “The ‘Busy’ Trap” for the New York Times:

Idleness is not just a vacation, an indulgence or a vice; it is as indispensable to the brain as vitamin D is to the body, and deprived of it we suffer a mental affliction as disfiguring as rickets. The space and quiet that idleness provides is a necessary condition for standing back from life and seeing it whole, for making unexpected connections and waiting for the wild summer lightning strikes of inspiration — it is, paradoxically, necessary to getting any work done.

Vacations systems are broken.

But early results say that mandatory vacation could fix them.

Life is short so the earlier we get cracking the more time we’ll be spending doing better and more important work.

Check out the video version of this article below:

An earlier version of this article appeared in Harvard Business Review

The Single Principle You Must Practice When Feeling Overwhelmed or Burned Out

Years ago I got divorced and went from married suburbanite to urban bachelor in the span of a few weeks. Talk about a bumpy landing. I didn’t have any friends, family, or social support downtown, so it took me time to develop a new two-word philosophy to rattle myself out of the wallowing.

What was the two-word philosophy?

Say yes.

To anything, anytime, with anyone. Say yes. Simple as that.

I don’t regret that philosophy. It brought me opportunities and human connections that I would have never had otherwise. But for everything I gained, I also paid the price on productivity. The more you’re given a chance to do, and then actually do, of course the less time you have to do it all.

So this article shares how I knew it was time to rein it in and the method I use to keep everything in balance today. It’s a great principle if you’re struggling with any form of overwhelm, burnout, or just feeling like there’s always too much to do.

THE (LIMITED) VIRTUES OF “YES”

Defaulting to yes actually worked well for me in those first few years.

I went to charity events for organizations I’d never heard of before, I was the guy at the concert who doesn’t know the songs but buys the album anyway, and I often had some random internet friend crashing on my couch.

Of course, I also had lots of nights that didn’t end well. Stutter stops, terrible blind dates, cold lonely walks home from some get-together that didn’t go anywhere. But I also said yes to doing a TED Talk that became one of the world’s most inspiring and said yes to writing a bunch of short blog posts for myself which ultimately turned into The Book of Awesome and sold a million copies.

And then, over time, I suddenly had more options, more choices, and more invitations than I could possibly accept. This transition happens to many of us. You go from parent of one kid to parent of three. You say yes to the community board and suddenly three more boards ask you to join. You score a promotion at work and then inherit a big team of 10 people to manage.

You look back and realize that you said yes to more—more meetings, more opportunities, more challenges. Your life accelerated. But then you hit a point where you suddenly have too much to do.

Welcome to the World of Overwhelm.

Now what?

“HELL YEAH!” VERSUS EVERYTHING ELSE

My friend Derek Sivers has a great philosophy that I’ve adopted and want to share with you. It’s called, “No or hell yeah!” and it’s really quite simple. Here’s how it works: You receive an invitation to do something (a date, a job, a social event, whatever), then take a minute to observe your authentic reaction—which is invariably either one of two things:

1. A super emphatic, fist-pumping, “Hell yeah!” where you’re just shaking with excitement to do it—in which case you do it, or

2. Literally anything else at all—in which case you don’t.

The beauty of this model is that it filters every other positive reaction into a no: “Um, sounds good!”, “Lemme check my calendar, I think I’m open,” or the dreaded, “Can I get back to you?”

No, no, all no!

Those are lukewarm reactions that remain positive until just before you get to the commitment and realize you wish you’d said no instead. Maybe you even bail last-minute, which destroys trust and hurts your reputation. It’s much easier to simply filter your options through the “No or Hell Yeah” model up front, to make sure you’re only committing to things you really want to do.

GREAT IS THE ENEMY OF LIFE CHANGING

What’s the benefit?

You don’t kill those invisible opportunities you haven’t dreamt up yet—those big projects you need time to dive into, and all the downtime your mind needs to create space for what matters.

I knew it was time to switch from “say yes” to “no or hell yeah!” when I looked at my calendar and realized I was swamped, morning to night, on things I really enjoyed doing but—and here’s the crucial part—only some of which I loved so much as to call life changing. If “good” is the enemy of great, then “great” is the enemy of “life changing.”

Why does it need to be life changing? Simple. Life is short. We have on average 30,000 days here total. It’s over in a blink! There are already loads of options and obligations you simply can’t say no to because they’re part of your work or family responsibilities. And that’s fine. But that often leaves precious little room for your personal and social commitments, which makes it all the more important to set a really high bar for those. When you do, you’ll free up time to focus on what you care deeply about. And the benefit of doing that will start leaking into your work and family life, too.

Now, I’ll be honest. Though it sounds great on paper, making this transition wasn’t easy for me. It was actually downright painful. And it continues to be. It’s not just saying no to a lunch meeting so you can write a book chapter. That’s the easy stuff! It also includes missing a family dinner because I’m off interviewing David Sedaris for my podcast. These hurt—deeply. It’s incredibly hard saying no to friends, fun projects, and fly-away ideas. Plus, sometimes you find yourself just staring in horror as a brand-new relationship you know would take off if you had time to put into it just sputters and dies because of zero water or sunlight.

No need to pretend that’s easy. It’s frankly a horrible feeling.

But the alternative?

Well, those giant regrets haunting you later in life—that maybe you could’ve tackled your dream job, that perhaps you should’ve done something that felt more meaningful—those are harder to brush away than any obligations cluttering your calendar next week or next month. Because plotted on a long enough timeline saying yes to everything doesn’t just tank your productivity, it also eats away at your sense of purpose.

And that’s actually pretty easy to say no to, don’t you think?

An earlier version of this article appeared in Fast Company

The Black Hole Inbox: An Incredible Email Productivity Tip I Learned From a Fortune 50 CEO

I got my first office job in my early twenties.

For four months between school years in college I held the sexy job title of “summer intern” at a big consulting company in a downtown high-rise. Casey was my boss and the head of the project I was assigned to for the summer, which was for one of the world’s largest oil and gas companies.

One Monday morning, I was sitting in his glass-windowed corner office with the rising sun beaming onto the desk between us. More than three months of late-night stress and working on weekends had finally rolled up to right now.

We were minutes away from our big presentation.

Casey’s sense of humor had carried me through all the challenges and Chinese take-out boxes leading up to today, but he had just asked me a last-minute question that made me snap. My nerves were frayed. I had no energy left.

“Why do we have an assumption in here instead of an actual figure?” he asked.

“Because Roger didn’t write back to my three emails asking him for the right number and he never gave us a number where we could call him. I tried his assistant twice and never heard back, either. It’s like he forgot we existed. You know that.”

Roger was the highly touted CEO of the oil and gas company who everybody looked up to. He was featured in flashy magazine articles and known as a people leader who espoused work-life balance while nonchalantly beating his numbers every year. Meanwhile, employees at the company told us he ate lunch in the company cafeteria, drove a beat-up truck to work, and had dinner with his kids every night.

The man was a legend.

A CLOUD OF SMOKE 

After our introductory meeting three months back I wrote Roger an email summarizing our meeting and next steps. He didn’t write back. I then took my laptop home every night in case Roger emailed with an urgent question or request. I checked email every half an hour just in case the CEO of the company ever emailed late at night asking for a project update the next morning. Just so if he ever needed something, anything, I’d be ready, I’d be there. 

But… there was nothing.

Roger had seemingly disappeared in a cloud of smoke.

In three months of working for him he didn’t write me a single email. He didn’t write Casey any emails, either. We dropped a few questions along the way but never heard back. And I had just told Casey my messages to his assistant weren’t returned, either. Now suddenly it was time for our big presentation and Casey was questioning why I didn’t have certain numbers.

I steadied my nerves as we stepped into the boardroom where Roger was sitting and chatting with our company president. He smiled and got up to shake our hands and thank us for the work we’d done. “I’m so excited,” he said with a big grin. “I can’t tell you how much I appreciate how hard you’ve been working. You guys are geniuses. I’m going to learn so much from this chat.”

The anger I felt about his unresponsiveness suddenly melted. I felt like a million bucks.

We jumped into the presentation and had a great discussion. It was casual, engaging, and open. He loved it. And I couldn’t believe how relaxed everything felt. He was talking to us like old friends. After the meeting was done there was so much trust between us. So as we were packing up, I thought about it for a split second, and decided to ask him one last question.

I couldn’t help myself.

THE MAGICIAN REVEALS HIS SECRET

“Roger, thanks so much for today. We had trouble checking some numbers by you in advance. And I know we didn’t hear from you on the additional questions we had. So, just for my own learning, can I ask why you don’t write or respond to emails? How do you do that?”

His eyes opened a bit and he seemed surprised by the question. But he wasn’t fazed.

“Neil,” he said, “there’s a problem with email. After you send one the responsibility of it goes away from you and becomes the responsibility of the other person. It’s a hot potato. An email is work given to you by somebody else.”

I nodded, thinking about all the emails I got from Casey and co-workers.

“I do read emails, but the ones looking for something are always much less urgent than they seem. When I don’t respond, one of two things happens:

1.  The person figures it out on their own, or

2.  They email me again because it really was important.

Sure, I send one or two emails a day but they usually say, ‘Give me a call,’ or, ‘Let’s chat about this.’ Unless they’re from my wife. I answer all of those.”

I was very confused.

How was the CEO of a multibillion-dollar company with thousands of employees not emailing?

He paused to look at me and sensed I didn’t get it.

“You know what,” he continued. “Since I don’t write many emails, I don’t receive many either. I probably only get five or ten emails a day.”

THE BLACK HOLE INBOX

Five or ten emails a day?

Here I was working at a consulting company writing emails morning, noon, and night. It was the same for everyone. “My inbox has seven hundred emails,” my coworkers would say and sigh. “I did emails all Sunday afternoon.” There was no way around it. After all, our bosses sent urgent emails at 7:00 a.m. Saturday, late Sunday afternoon, or 11:00 p.m. Friday. I knew this was common in my company and others.

McKinsey had even reported that office workers spend on average 28% of their time answering emails. Almost a third. And Boomerang, one of the world’s largest email productivity services, reports the average person gets 147 emails a day.

We were all attached to our cell phones and computers, firing emails around, working hard to get everything done. Some people did Inbox Zero where the goal was to quickly delete, reply, or sort every email down to a baseline of empty. Others picked and prodded at them more. But everyone did emails. You couldn’t just ignore them. After all, it was part of the job. We all wanted to do a good job.

Suddenly it started to click why Roger was known for having lunch in the cafeteria with employees every day and driving home for dinner with his family every night.

He didn’t respond to hot potatoes.

He didn’t write back to emails and create email chains.

I looked up at Roger again, and he continued.

“Most of the time Neil,” he said, “people really do figure it out on their own. They realize they know the answer, they keep on moving, they develop confidence for next time. They become better themselves. Your assumptions in the slides today weren’t perfect, but they worked perfectly well and you learned by doing them. Don’t get me wrong. I sometimes walk over to chat with a person or pick up the phone. But if I wrote back to the email, I’d be sending a hot potato. And nobody wants to be asked by their boss or a Director or a VP or the company CEO to do something… never mind on an evening or weekend. Why? Because people would drop everything to reply. And they would expect me to reply to that. Basically, if I sent an email, it would never end.”

“So I end it.”

The Black Hole Inbox means mentally thinking of your inbox like a black hole.

People may fire emails in there! Here come questions! Here come queries! Here come concerns! And all of them get precisely zero response. The emails never come back. They never see them again. They disappear into the black hole.

Because the truth is you have only one brain.

And it can only focus deeply on only one thing at one time.

Your brain is the most incredible and complex object in the universe. We have never seen anything like it. We barely understand it. We use it, but we don’t know how we use it. When we kick, we pull our leg back and swing it forward. When we think, we just think. As Cliff once said on Cheers, “Interesting little article here. It says the average human being only uses seventeen percent of his brain. Boy, you realize what that means? We don’t use a full, uh… sixty-four percent.”

In order to focus on deep work, rich work, creative work, we need uninterrupted time. We can read our emails. Sure! Read them. But replying is what kicks off the incessant ping-ponging that never ends. Think of your inbox like a black hole and try hard, very hard, to dramatically reduce your replies. 

This is a scalable idea, too. If you get 100 a day and reply to 0? You're an all-star. Hardcore! But if you're replying to 75 today and you get it down to 50? That's a huge improvement, too. That's 25 more ping-pong balls you're not smacking back. Every single email you blackholify helps.  

Roger was the smartest guy at the company. Rose through the ranks! With huge respect from so many. All while eating lunch in the cafeteria every day and dinner with his family every night. 

I learned a few other things later on about Roger. I learned he was known internally all the way up the corporate ladder for not replying to emails. It infuriated some people! Most stopped emailing him altogether. But he created valuable Untouchable Days for his mind to think and always make sure he was doing the right things… rather than just doing things right. People loved working for him because he didn’t bog them down with micro-management. He empowered them. He grew great teams. And? He got endless promotions.

What else?

In addition to Roger’s Black Hole Inbox, I learned he didn’t have a desk phone, personal email address, or any social media accounts. At all.

How can you let your brain produce great work, savor space, and power your biggest ideas, most passionate efforts, and greatest accomplishments? 

Start with thinking about your inbox like a black hole.

This article is adapted from my book The Happiness Equation

3 Ways To Fight Cellphone Addiction In Schools

I was speaking at a principals’ conference recently. Want to take three guesses at what most of the questions were about? If you said “cellphones, cellphones, and more cellphones” you’re right.

“How do we pull students off devices?”

“How do we remove cellphones as a distraction and regain focus and attention in classrooms?”

“What can we do to cope with growing cellphone addiction and anxiety and other problems rising up?”

Well, first off, it is an addiction. We’ve talked before about how when everyone is addicted to something it looks like nobody is. It’s not the only thing! Caffeine, sugar, you guys know what I’m talking about. But, on phones, my old answer used to be to ban cellphones. Not allowed! Keep them away from classrooms, lunch rooms and hallways. But the tide has shifted. When I asked the room of 300 elementary and high school principals how many didn’t allow cellphones in classrooms … nobody put up their hand.

And then I stared a bit closer at all the conference tables around the room. What was sitting in front of everybody? Cellphones. Of course.

That’s when I realized.

Pandora’s Box is already opened.

You can’t stuff demons back in that easily.

It wasn’t even a few years ago I remember CEOs or conference MCs holding up cardboard boxes and asking everyone to toss their cellphone in before a big meeting began. But now all we do is tell people which hashtag to use.

Why are we so afraid to tell others to give up their phones? Because we don’t want to give them up ourselves.

And it’s not our fault as the devices are designed to be more and more irresistible and addictive and, since we are the most social species on the planet, our phones have become the primary connective tissue to our family, friends, coworkers, tribes, subreddits, fantasy football leagues, celebrity follows … all our social connections.

A 2017 study looked at how people with high and low nomophobic (no-more-phone-phobia) tendencies perceive and value their smartphones. The findings suggest that we see our phones as extensions of ourselves, which is what creates separation anxiety to our phones. That’s right — high cellphone users literally feel anxious when separated from their devices.

Clinical psychologist Brenda K. Wiederhold further elaborates on this subject: “Nomophobia, fear of missing out (FOMO), and fear of being offline (FOBO) — all anxieties born of our new high-tech lifestyles — may be treated similarly to other more traditional phobias. Exposure therapy, in this case turning off technology periodically, can teach individuals to reduce anxiety and become comfortable with periods of disconnectedness.”

But it ain’t that easy!

So what do we do?

Well, I have three suggestions.

1. Zones

After a moment one principal bravely put up her hand and said “You know, we’re trying something at our school. We have 25-minute nutrition breaks twice a day. And in those breaks we say cellphones aren’t allowed. The students sit at tables, face each other, and if we see a cellphone … we take it.”

“How’s it working?” I asked.

“Well, we end up taking a bunch of cellphones every day. It’s really hard for them. But most of them have figured out they can make it 25 minutes and be able to use their phones right afterwards.”

So if you can’t yank the drug, how about a cellphone free zone? It can be schedule-based or maybe location based. Like no cellphones in the library.

Alamo Drafthouse Cinema is an Austin, Texas-based movie theatre chain that is growing in leaps and bounds. While movie theatres nationally experienced a 3.4 per cent drop in box office sales in 2010, Alamo saw a 2.6 per cent rise in sales, and if you include food and drink revenue, that number is up to 4.8 per cent.

What differentiates the Alamo from the rest? Well, it has set in place policies to improve the customer’s overall experience … including one no other movie theatre has: if you use your cellphone a bouncer kicks you out.

Like I said, the chain is growing in leaps and bounds.

2. Modelling

Are you complaining about students using cellphones with your phone sitting on your desk?

Last month the New York Times released an article on why Silicon Valley parents are becoming increasingly obsessed with keeping their children away from phones … and why many are now asking their nannies to sign “no cellphone” contracts to help keep technology away from their kids.

One Silicon Valley nanny said: “Most parents come home, and they’re still glued to their phones, and they’re not listening to a word these kids are saying … Now I’m the nanny ripping out the cords from the PlayStations.”

Are children using their phones more because their peers are … or because their parents are?

This all reminds me of a New Yorker cartoon I saw recently. Two women are sitting beside each other on a park bench. Each has a young girl beside them, presumably their daughters. One mom is holding a phone. Her daughter is looking at a phone. The other mom is holding a book. Her daughter is reading a book. And the caption is phone-holding mom asking book-holding mom: “How do you get your kid to read?”

3. Fasting

How often do you say “Wow, I drank too much at that wedding. No drinks till next weekend.” Or “I gained five pounds over the holidays. I’ll walk to work this month.” These fasts are little mental systems put in place to prevent slipping again. Systems always beat goals.

So if you’re leading a group of people (in a school, sure, but it also applies elsewhere) you can apply the fasting principle to the group.

How? Start by saying you’re going on a fast.

A Facebook fast, an Instagram fast, a “no social media apps on my cellphone” fast. You pick the fast!

Then ask who else is in, draw up a leader board, and track who lasts the longest. Throw in a prize if it helps. Use a website like stickk.com or  futureme.org if it’s helpful.

Declare cell free zones! Model the behaviour! Take a fast!

Yes, our tools may be dull and rusty.

But we can win this war yet.

A slightly modified version of this article originally appeared in the Toronto Star

The Power of 1000

I didn’t realize it at the time, but something special happened to me on June 20, 2008.

I was in a pretty depressive state with my marriage heading the wrong direction and my best friend suffering from severe mental illness. I needed an escape. An outlet. A place to go. A place to vent.

So, I typed “How to start a blog” into Google and pressed that “I’m feeling lucky” button, which no one ever presses. And 10 minutes later, I started up a tiny website called ​1000 Awesome Things​.

My idea was to write down 1000 awesome things for 1000 straight weekdays to cheer myself up.

Why 1000?

Well, 100 awesome things sounded too low. Too easy! I could whip that off in a few months and I’d be finished. I didn’t expect I’d have things figured out in my own head that quickly.

And one million awesome things sounded like too much. A million! How many years would that take? Oh, just a couple thousand. Since I’m not Gandalf, I knew I was aiming too high.

1000 became my baby bear bowl of porridge.

It sounded jussssssssst right.

For the next four years, for the next 1000 straight weekdays, I really did write 1000 awesome things on my blog. And while ​my marriage fell apart​ and ​my best friend sadly took his own life​, that tiny blog became a salvation, a place to escape to, a place to disappear to.

On April 19, 2012, 1000 weekdays after I launched it, I announced the No. 1 awesome thing in a downtown bookstore beamed live to the CBC National News.

And then … that was it. I hit 1000. The project finished. The blog ended. And I moved on.

But something happened to me over the years.

And it’s something I never put a finger on until more recently.

The number 1000 kept popping up in my life.

I thought maybe it was just the famous ​Baader-Meinhof phenomenon​. You know, when you keep seeing the same obscure word jump out at you after hearing about it for the first time. Does that happen to you, too? In 1994, a commenter on the St. Paul Pioneer Press’s online discussion board came up with that strange term after hearing the name of the ultra-left-wing German terrorist group twice in one day.

But the number 1000 felt deeper than that.

When researching ​The Happiness Equation​,I looked at lifespans around the world. I was trying to understand why people in Okinawa, Japan, for example, live seven more years than North Americans and have no word for retiring.

So, guess what our average lifespan is? Here’s the interesting thing. It’s 1000 months. Or just over 83 years.

“There’s that number again,” I thought to myself.

A year later, I was working on my journal ​Two-Minute Mornings​. I found I was stressed out so I came up with a routine to help me chill. Each morning, I would wake up and answer three research-backed prompts to both clear and focus my mind:

1. “I will let go of …”

2. “I am grateful for …”

3. “I will focus on …”

When part of your life is doing interviews with media, you get good insights from journalists. And that’s what happened. I was doing the TV, radio, and podcast circuit on this journal and a host said something that struck me. She said:

“Today, we welcome Neil Pasricha on the show. His challenge? You’re awake 1000 minutes every day. Could you take two of them to make the other 998 even better?”

Wait a minute.

You’re alive 1000 months.

You’re awake 1000 minutes a day.

What an incredibly helpful way to measure what you’re doing in life in the broadest possible sense.

Renovating your fixer-upper for three months? Feels awful. But maybe small potatoes in the grand scheme of things. After all, it’s only 3 of your 1000 months. Hate your 100-minute commute? That makes sense! You’re only awake 1000 minutes a day, so you’re burning 200 or 20% of them in the car.

What’s another reason 1000 is such a powerful number?

Because it’s a moon shot number that’s actually realistic.

When you’re only alive for 1000 months (or roughly 30000 days), then doing something for 1000 of them is a massive commitment … that you can actually do.

Can you do 1000 morning runs?

Can you cook 1000 homemade dinners?

Can you teach 1000 students?

Can you help 1000 people?

Yes, you can. It will take you a while.

But you can.

Why 1000?

Because it is clear and measurable and big and daunting … but reachable. I wanted to quit so many times while writing ​1000 Awesome Things​. But I had that number, that commitment, those three big zeros staring me in the face.

Once I’d spent a year writing a few hundred awesome things, could I look at myself in the mirror if I quit? I decided I couldn’t, which is where duds like, say, ​#806 Ducks​ came from on my blog.

How do I use it in my life today?

I decided I wanted to try and read the 1000 most formative books in the world before I die. Easy math. About a book a month. I realized there was no list of 1000 books I could trust and no algorithm that could feed me these 1000 important, life-changing books.

So, I made my own. I decided to interview 333 people who I find inspiring and ask each of them for the three books which most changed their lives. Who? Authors like ​Judy Blume​, ​George Saunders​, and ​David Sedaris​. Artists like ​Sarah Andersen​, ​Daniels​, and ​Quentin Tarantino​. And inspiring people I stumble upon like ​Vishwas Aggrawal​, ​Rebecca S. Kaye​, or ​Elder Cox and Elder Corona​.

I record these conversations in a podcast called ​3 Books with Neil Pasricha​ and I release one chapter on the exact minute of every full moon up to 2040.

2040? Yes! That’s the magic of 1000.

It’s a moon shot — I may never make it. I started the project at 38 years old and I’ll be 60 when it’s over. It's 1000 books so it will take a long time. But I now know, and I now believe, in the power of 1000 to lead me there.

As George R.R. Martin wrote: “A reader lives 1000 lives before he dies … the man who never reads lives only one.”

There it is again.

A one with three zeros.

What can you do a thousand times?

Just sign up for doing 1000 of something and then get ready to drop your jaw and stare back at yourself as you accomplish your massive goal.

Good luck!

A slightly modified version of this article originally appeared in the Toronto Star

Why You Need An Untouchable Day Every Week (And How To Get One)

I hate meetings. They sit subconsciously in my brain, taking up space. I prepare for them in my notebooks. I travel to them, and then back again, in the middle of my work days. And what do most meetings usually result in? You guessed it — more meetings.

When I worked as Director of Leadership Development at Walmart, my days were full of meetings. Everybody’s were! And when I quit a few years ago to strike out on my own, I thought my days full of meetings were behind me.

But I was wrong.

I now have research calls and phone interviews, lunches with literary agents and web developers, conference calls about book titles and publishing schedules, and radio interviews and media prep calls. And before every speech I give, there’s always a meeting with the client and meeting planner to clarify goals and logistics for the event.

Meetings never really go away.

But the problem is that I’m now measured almost solely on my creative output. And there’s no time for it! It’s not just me, either. As our world gets busier and our phones get beepier, the scarcest resource for all of us is becoming attention and creative output. And if you’re not taking time to put something new and beautiful out into the world, then your value is diminishing fast.

I used to be one of those “wake up at 4 a.m.” or “keep chugging till 4 a.m.” guys who grinds away for hours while everybody else sleeps. It’s how I wrote The Top 1000 page in a thousand days. But I now understand that you can only drive in the express lane for so long before the wheels come off.

I’m working hard to no longer be that guy. Now when I get home after work, I soak in time with my wife and little boys. Nothing is or will ever be as precious to me and I resist insight from anyone who isn’t making space for loved ones. I realized that what I needed was apracticalway to get more work done without taking more time. And, to be honest, I needed it fast. Why? Because in my first year as a full-time writer I actually started feeling my productivityslipping —even though I had quit my full-time job. It wasn’t just disheartening. It was embarrassing! “So how’s the new book coming?” “Oh, now that I quit my job? Terribly!”

I finally found a solution that I feel has saved my career, my time, and my sanity. If you’re with me right now, I bet you need this solution too: I call it “Untouchable Days”.

These are days when I am literally 100% unreachable in any way…by anyone.

Untouchable Days have become my secret weapon to getting back on track. They’re how I complete my most creative and rewarding work. To share a rough comparison, on a day when I write between meetings, I’ll produce maybe 500 words a day. On an Untouchable Day, it’s not unusual for me to write 5000 words. On these days, I’m 10 times more productive.

How do I carve out Untouchable Days?

I look at my calendar sixteen weeks ahead of time, and for each week, I block out an entire day as UNTOUCHABLE. I put it in all-caps just like that, too. UNTOUCHABLE. I don’t write in all-caps for anything else, but I allow UNTOUCHABLE days to just scream out to me.

Why sixteen weeks ahead? The number of weeks isn’t as important as the thinking behind it. For me, that’s after my speaking schedule is locked in — but, importantly, before anything else is. That’s a magic moment in my schedule. It’s the perfect time to plant the Untouchable Day flag before anything else can claim that spot.

On the actual Untouchable Day itself, I picture myself sitting in a bulletproof car surrounded by two-inches of thick impenetrable plastic on all sides. Nothing gets in. Nothing gets out. Meetings bounce off the windshield. Texts, alerts, and phone calls, too. My cell phone is in Airplane Mode. My laptop has Wi-Fi disabled. Not a single thing can bother me… and not a single thing does.

But, what about emergencies, you might be wondering?

The short answer is that there really never are any. The long answer is when my wife asked me about emergencies, she didn’t love my rant about how back in the day, nobody had cell phones, and we were all unreachable at times. As a compromise, I told her that when I started scheduling Untouchable Days, I’d open the door of my bulletproof car for an hour at lunchtime. When I did, I came face to face with the whizzing bullets of seventeen text messages, dozens of urgent-sounding emails, and endless robot-generated alerts and feeds — and precisely zero emergencies from my wife. So after a few months, we stopped doing that and instead I just started telling her where I’d be. That gave her peace of mind that if something horrible happened, she could call the place I was working or simply drive over and find me as a last resort.

I’ve now pulled off Untouchable Days for a few years. Nothing horrible has ever happened, and we’ve both grown more comfortable with zero contact throughout the day.

So what do Untouchable Days look like up close?

I think of them as having two components. There is the deep creative work. When you’re in the zone, you’re in a state of flow, and the big project you’re working on is getting accomplished step by step by step. And then there are the nitros — little blasts of fuel you can use to prime your own pump if you hit a wall. These unproductive moments of frustration happen to all of us, and it’s less important to avoid them than to simply have a mental toolkit you can whip out when they happen. What are my tools? Going for a workout. Grabbing a pack of almonds. Getting up and going birdwatching. Just getting outside! After all, Thoreau said “I believe that there is a subtle magnetism in Nature, which, if we unconsciously yield to it, will direct us aright.” What else? A short breathwork meditation. Moving workspaces. Or my wonder drug of precariously turning off Airplane Mode for ten minutes (while staying off of email and text) and leaving voicemails for my parents and close friends, telling them I love them. It works every time, and I get back to work quickly because, let’s be honest, nobody ever answers their phone.

So what happens if the bulletproof car really does get bumped? Say I get an incredible speaking invite or somebody much more important than me only has this one day to get together? Red alert: The Untouchable Day is under threat. What do I do?

I have a simple rule. Untouchable Days may never be deleted, but they can move between the bowling-lane bumpers of the weekends. They can’t jump weeks, though. They are more important than anything else I am doing, so if they need to move from a Wednesday to a Thursday or a Friday, that’s fine — even if I have to move four meetings to make room. The beauty of this approach is that when you plant the Untouchable Day flag on your calendar, it really does feel permanent in your mind. You start feeling the creative high you’ll get from such deep output as soon as you start booking them in.

Before I started using Untouchable Days, I treaded water — I wrote articles, gave speeches, but something was missing. When I implemented Untouchable Days? Magic happened. I wrote two new books, wrote and launched a new keynote speech, drafted book proposals for my next two books, and completely planned and began recording my new podcast — all while traveling and giving more speeches than I ever had before.

With a few years of Untouchable Days under my belt, do I still go through the exercise of scheduling one Untouchable Day every single week?

Well, the honest answer is no.

Now I schedule two.

A slightly modified version of this article originally appeared in Harvard Business Review

How to Add an Hour to a Day with Only One Small Change

I got my first office job in my early twenties.

For four months between school years in college I held the sexy job title of “summer intern” at a big consulting company in a downtown high-rise. Casey was my boss and the head of the project I was assigned to for the summer, which was for one of the world’s largest oil and gas companies.

One Monday morning, I was sitting in his glass-windowed corner office with the rising sun beaming onto the desk between us. More than three months of late-night stress and working on weekends had finally rolled up to right now.

We were minutes away from our big presentation.

Casey’s sense of humor had carried me through all the challenges and Chinese take-out boxes leading up to today, but he had just asked me a last-minute question that made me snap. My nerves were frayed. I had no energy left.

“Why do we have an assumption in here instead of an actual figure?” he asked.

“Because Roger didn’t write back to my three emails asking him for the right number and he never gave us a number where we could call him. I tried his assistant twice and never heard back, either. It’s like he forgot we existed. You know that.”

Roger was the highly touted CEO of the oil and gas company who everybody looked up to. He was highlighted in flashy magazine articles and known as a people leader who espoused work-life balance while nonchalantly beating his numbers every year. Meanwhile, employees at the company told us he ate lunch in the company cafeteria, drove a beat-up truck to work, and had dinner with his kids every night.

The man was a legend.

After our introductory meeting three months back I wrote Roger an email summarizing our meeting and next steps. He didn’t write back. I then took my laptop home every night in case Roger emailed with an urgent question or request. I checked email every half an hour just in case the CEO of the company ever emailed late at night asking for a project update the next morning. Just so if he ever needed something, anything, I’d be there.

But…there was nothing. In three months of working for him he didn’t write me a single email. He didn’t write Casey any emails, either. We dropped a few questions along the way but never heard back. And I had just told Casey my messages to his assistant weren’t returned, either. Now suddenly it was time for our big presentation and Casey was questioning why I didn’t have certain numbers.

I steadied my nerves as we stepped into the boardroom where Roger was sitting and chatting with our company president. He smiled and got up to shake our hands and thank us for the work we’ve done. “I’m so excited,” he said with a big grin. “I can’t tell you how much I appreciate how hard you’ve been working. You guys are geniuses. I’m going to learn so much from this chat.”

The anger I felt about his unresponsiveness suddenly melted. I felt like a million bucks.

We jumped into the presentation and had a great discussion. It was casual, engaging, and open. He loved it. And I couldn’t believe how relaxed everything felt. He was talking to us like old friends. After the meeting was done there was so much trust between us. So as we were packing up, I thought about it for a split second, and decided to ask him one last question.

I couldn’t help myself.

“Roger, thanks so much for today. We had trouble checking some numbers by you in advance. And I know we didn’t hear from you on the additional questions we had. So, just for my own learning, can I ask why you don’t write or respond to emails? How do you do that?”

His eyes opened a bit and he seemed surprised by the question. But he wasn’t fazed.

“Neil,” he said, “there’s a problem with email. After you send one the responsibility of it goes away from you and becomes the responsibility of the other person. It’s a hot potato. An email is work given to you by somebody else.”

I nodded, thinking about all the emails I got from Casey and co-workers.“I do read emails, but the ones looking for something are always much less urgent than they seem. When I don’t respond, one of two things happens:

1. The person figures it out on their own, or

2. They email me again because it really was important.

“Sure, I send one or two emails a day but they usually say, ‘Give me a call,’ or, ‘Let’s chat about this.’ Unless they’re from my wife. I answer all of those.”

I was very confused.

How was the CEO of a multibillion-dollar company with thousands of employees not emailing?

He paused to look at me and sensed I didn’t get it.

“You know what,” he continued. “Since I don’t write many emails, I don’t receive many either. I probably only get five or ten emails a day.”

Five emails a day? Here I was working at a consulting company writing emails morning, noon, and night. It was the same for everyone. “My inbox has seven hundred emails,” my coworkers would say and sigh. “I did emails all Sunday afternoon.” There was no way around it. After all, our bosses sent urgent emails at 7:00 a.m. Saturday, late Sunday afternoon, or 11:00 p.m. Friday. I knew this was common in my company and others. McKinsey had even reported that office workers spend on average 28% of their time answering email. Almost a third. And Baydin, one of the world’s largest email management services, says the average person gets 147 emails a day. We were all attached to our cell phones and computers, firing emails around, working hard to get everything done. It was part of the job. And we all wanted to do a good job.

Suddenly it started to click why Roger was known to come to have lunch in the cafeteria with employees every day and drive home for dinner with his family every night.

He didn’t respond to hot potatoes.

He didn’t write back to emails and create email chains.

I looked up at Roger again, and he continued.

“Most of the time Neil,” he continued, “people really do figure it out on their own. They realize they know the answer, they keep on moving, they develop confidence for next time. They become better themselves. Your assumptions in the slides today weren’t perfect, but they worked perfectly well and you learned by doing them. Don’t get me wrong. I sometimes walk over to chat with a person or pick up the phone. But if I wrote back to the email, I’d be sending a hot potato. And nobody wants to be asked by the CEO to do something…never mind on an evening or weekend. Why? Because people would drop everything to reply. And they would expect me to reply to that. Basically, if I sent an email, it would never end.

“So I end it.”

How to Protect Your Most Valuable Asset

You have only one brain. And it focuses on only one thing at one time.

Your brain is the most incredible and complex object in the universe. We have never seen anything like it. We barely understand it. We use it, but we don’t know how we use it. When we kick, we pull our leg back and swing it forward. When we think, we just think. As Cliff once said on Cheers, “Interesting little article here.

It says the average human being only uses seventeen percent of his brain. Boy, you realize what that means? We don’t use a full, uh…sixty-four percent.”

Your brain is capable of infinite possibilities: producing great works of art, building businesses, raising children. Brains made The Starry Night and the Great Wall of China. The Beatles and the Bible. Brains made planes, trains, and automobiles. Brains make your life what it is and die when you do. The good news is for no money down, no annual fees, and no monthly interest, you get one free copy of the universe’s most complex and powerful object. It’s yours for life! The only bad news is there is no warranty, it requires daily charging, and even the longest-lasting models in the world last only forty thousand days. (The average model lasts twenty-five thousand days.)

Roger was the smartest guy at the company. No doubt about it. In the years since, he’s gone up and up and up. All while eating lunch in the cafeteria every day and dinner with his family every night. I had worked with Roger only three months when I learned how to add an hour to the day with only one small change.

How?

Block access. Protect your brain. Guard it. Remove all entry points to your brain except a single one you can control. In addition to Roger’s approach to email, I learned later that he didn’t have a desk phone, personal email address, or any social media accounts. Fuel your brain and let it run wild by removing access points. Close the doors and lock the windows, but answer the bell.

What’s the bell? It’s your #1 top priority. What was Roger’s bell? Emails from the chairman of the board and his family. Not voicemail, not texts, not anything else. Have you ever shopped in a small town convenience store where they have a little bell on the front counter? They are busy stocking shelves. They are busy unpacking boxes. They are busy placing orders. But when you ring that bell they are right there, right away. That’s what it means to close the doors and lock the windows but answer the bell.

Let your brain produce great work, savor space, and power your  biggest ideas, most passionate efforts, and greatest accomplishments.

An older version of this article appeared in The Observer

This article is adapted from a chapter in my book The Happiness Equation