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.
