I once worked at a company that held positivity as a core value. Employees were so encouraged to remain positive all the time that I was once reprimanded by my boss at this company for posting a personal tweet about wanting to stay in bed one cold weekend morning. Apparently, positivity extends so far as always being happy to get out of bed, even when it’s cold outside, it’s not a workday, and your bed is toasty warm.
I thought I was a fairly positive person in general before I joined that company. But that experience made me think I’m more of a cynic. Being positive about everything all day long just didn’t come naturally to me.
In fact, it turns out few of us can be positive every minute of every day—even if it’s just while we’re at work. And the side effects of a workplace that enforces positivity (and, as a result, the suppressing of any negative emotions) can be downright dangerous.
Why suppressing negative emotions is worse than venting them
Perhaps the most dangerous effect of a workplace culture focused on positive emotions is that none of us are positive all the time. Which means to fit in at work we end up suppressing our negative emotions.
Much worse than venting, suppressing negative emotions is bad for our health. One study found people who suppressed anger had a three times higher risk of heart attack than those who let their anger out.
Studies of people in rehab and addiction treatment facilities have also found suppressing negative thoughts can be harmful. Those who suppressed thoughts relating to their addiction and cravings tended to harbor more of those thoughts overall. Suppressing addiction-related thoughts also made study participants have stronger stress reactions to cues relating to their addictions.
Other research has found suppressing negative emotions can lead to emotional overeating, and emotional exhaustion. And suppressing thoughts tends to lead to an effect called dream rebound, where the more those thoughts are suppressed, the more likely they are to show up in dreams later.
The downsides of positivity
It might seem counterintuitive to talk about the downsides of being positive, but there are two main ways positivity can lead to negative effects: when we’re overly positive, or when we’re trying to be positive always. And though studies have shown benefits to a positive attitude, experts say the link between positivity and better health or wealth is generally undemonstrated, and we’re lacking any proof of positive emotions causing any related benefits.
On the other hand, research has shown too much positivity can lead people to be less motivated, pay less attention to detail, be more selfish, and indulge more in risky behaviors like binge drinking and overeating.
One reason positive emotions lead to risky behavior is because we tend to equate happiness and safety. When we feel happy and connected to others, we’re also likely to have higher oxytocin levels—often called the “cuddle hormone,” oxytocin makes us feel safe, and tends to peak when we’re feeling close to others emotionally and physically. With higher levels of oxytocin in our bodies, we feel more safe, and thus pay less attention to danger. While that might have meant being vulnerable to predators for our ancestors, today it’s more likely to mean indulging in risky behaviors like unsafe sex or binge drinking.
Other studies have found we’re more gullible when we’re in a good mood. Researchers used films to put people in good or bad moods before surveying them on their thoughts about common urban myths. Those in positive moods tended to be more likely to believe urban myths, rather than questioning their validity.
This shows there could be negative effects on employees’ critical thinking skills if they’re always suppressing negative emotions.
It’s not just feeling positive that has downsides, either. Forcing people to feel happy when they don’t can also have bad side effects.
Research has shown positive affirmations (e.g. saying “I am loved” or “I am strong” to yourself) actually backfire when used by people with low self-esteem. Rather than buying into the affirmations, these people tend to believe the opposite even more strongly than they did before.
So if being positive all the time is a bad idea, what benefits can we get from negative emotions?
The benefits of negativity
While negative emotions can obviously hinder our performance and communication in some cases, they exist for a reason. Negative emotions alert us to danger, whether physical, emotional, or social, and help us solve problems.
Anger, in particular, has also been shown to improve creativity. When researchers put subjects into an angry or sad mood before testing their creativity, they found angry participants came up with more creative solutions (and more solutions overall) when given problems to solve.
When we’re feeling a little down, researchers have also shown we pay more attention to social cues, helping us get along better with others. We also tend to treat others more fairly when we’re not feeling at our best.
And pessimists have the upper hand when things go badly, too. One study showed pessimists are less prone to depression when dealing with a negative life event, such as the death of a friend.
Finally, negative people have been shown to have better negotiation and decision-making skills, more stable marriages, lower risk of heart attack, longer lives overall, and even more wealth.
None of this is to say there’s anything wrong with positive emotions. We all love to feel happy, excited, and motivated.
The issue is the growing tendency for workplaces to force constant positivity on employees. To be human is to have negative emotions, and if we try to suppress them, nature has a way of making sure they get out somehow—even if they have to pop up in our dreams.
At RescueTime, our mission is to increase the amount of meaningful work that happens in the world.
As part of that mission, I’ve been diving into research on what makes work meaningful, and ways to use this research in your own job.
Before we dive deeper, it’s important to decide what we mean when we’re talking about meaningfulness. When psychologists talk about feelings of meaningfulness, they tend to separate these feelings from happiness, though the two can go together.
Happiness and meaning aren’t the same
There’s a clear difference between feeling happiness and feeling meaningfulness in your life. And the difference is important, because they each produce different results long-term.
So what is the difference? A happy life is about seeking pleasure and enjoyment, avoiding discomfort, and doing what’s best for you as often as possible, whereas a meaningful life is about connecting with and helping others, and contributing to something beyond yourself—such as family, nature, or your work.
Because meaningful lives are characterized by contributing and connection, rather than pure enjoyment, they often include more stress, effort, and struggle than happy lives. But research shows meaningful lives tend to produce more positive feelings long-term than happiness alone, so the effort may be worth it.
Feelings of meaningfulness and a sense of purpose can even lead to more wealth. But to create a sense of meaningfulness at work we first have to understand what makes work meaningful.
What does meaningful work look like?
Interviews with 135 people in 10 different fields and reviews of existing research into meaningful work can give us an idea of what meaningful work looks like, and how we can achieve this ourselves.
Existing research has shown that meaningfulness in our work can improve our performance, commitment, and job satisfaction, and that employees find meaningful work more important than salary, working conditions, or opportunities for promotion.
Finding meaning in our work, however, is “intensely personal and individual.” There’s no one-size-fits-all approach to meaningful work.
According to the researchers behind the interviews mentioned above, meaningful work arises when “an individual perceives an authentic connection between work and a broader transcendent life purpose beyond the self.”
The interviewees who did find their work meaningful often talked about their work in relation to significant family members, bridging the gap between work and their personal lives. Meaningfulness was also associated often with a sense of pride and achievement, a feeling of fulfilling one’s potential, and finding one’s work creative, absorbing, and interesting.
Even for those of us lucky enough to find all these aspects in our work, we don’t tend to feel meaningfulness as a consistent feeling. It’s more likely to be episodic, arising out of particularly challenging situations in which our skills and experience enable us to help others.
And we don’t even feel meaningfulness in the moment, usually, but rather when we reflect on those challenges after the fact. Here are the interviewers again:
Meaningfulness was rarely experienced in the moment, but rather in retrospect and on reflection when people were able to see their completed work and make connections between their achievements and a wider sense of life meaning.
What increases feelings of meaning in our work and what can kill those same feelings are quite different. Our leaders and managers, for instance, have very little influence on increasing our feelings of meaningfulness, but the way we’re treated by our leaders is the most common cause of decreasing meaning at work.
Through these interviews, the researchers found seven particular acts that managers most commonly take which increase feelings of futility and meaninglessness in their employees:
- Creating a disconnect between personal and company values
- Failing to recognize and appreciate employee contributions
- Giving employees work they see as pointless (e.g. bureaucratic work or filling out forms)
- Treating employees unfairly
- Overriding employees’ judgement, leading to feelings of disempowerment
- Ostracizing employees or creating a disconnect between colleagues
- Creating unnecessary risk of harm to employees (e.g. putting them in situations where they feel unsafe)
While all these actions by management were associated with lower feelings of meaningfulness at work, a disconnect between personal and company values was the most common cause for feelings of futility and meaninglessness at work.
Managers pushing their employees to cut corners or focus on profits over quality of work or customer service, for instance, eroded feelings of meaningfulness in those employees.
To sum up the interviewers’ findings, managers can’t help us increase how meaningful our work is, but they can all-too-easily undermine those same feelings:
… our research showed that quality of leadership received virtually no mention when people described meaningful moments at work… but poor management was the top destroyer of meaningfulness.
So your boss can bring you down, but you’re the only person who can build yourself back up.
How to make your work more meaningful
Since your boss isn’t going to be much help, what can you do to increase your feelings of meaningfulness at work?
You could simply look for a new job that offers more meaning for you, but you can also work on adjusting your current job. This approach is called “job crafting,” a term coined by psychologists Amy Wrzesniewski and Jane E. Dutton in 2001.
Job crafting is the strategy of turning the job you already have into the job you love. It’s a process of adjusting your job description to create a role that provides more meaning in your life, and those who do it tend to be more satisfied and engaged in their work.
Job crafting comes in three parts, but any one will help with improving your enjoyment and sense of meaning at work.
The first part is task crafting, which is the process of picking up or dropping particular tasks to adjust the day-to-day of your role. Though this isn’t feasible for everyone, in many roles you’ll be able to do this more once you’ve proven yourself and been granted some leeway from your boss.
You might offer to pick up a task not in your job description, for instance, in order to learn a new skill and expand your abilities.
The second part is relational crafting. This is the process of purposely creating or deepening relationships at work, and changing who you spend time with. For instance, you might take some time to teach new team members, or get to know colleagues in different departments whom you normally wouldn’t interact with.
Finally, cognitive crafting. This is essentially changing the way you think about your job. Thinking differently about what you do and why it’s important can imbue your existing role with more meaning, due to a simply cognitive shift.
For instance, changing your title to reflect the most meaningful aspects of your role can help you think differently about how your work has an impact and why it’s important.
Job crafting has been shown to create a greater sense of autonomy, which in turn tends to correlate with greater job satisfaction.
Since many of us spend the majority of our time at work, it pays to think about how we can improve the way our work makes us feel. With a little effort to craft our current jobs, and a little luck to find a boss who won’t undermine those efforts, we can increase how meaningful our work feels—and in the process, become more engaged in our work and improve our output.
I’ve been journaling on and off for years, but I’ve never been too good at sticking with the practice. It can easily begin to feel like a chore, and fall off until I get another burst of enthusiasm to pick it up again.
But recently I’ve come across a plethora of evidence that I could derive some serious benefits from instilling a regular journaling habit. From physical and mental health benefits to stronger feelings of belonging and better grades, journaling is proving its benefits in studies all over the world.
The benefits of journaling
Researchers generally use the term “expressive writing” to describe the kind of journaling used in studies. Most often study participants doing expressive writing are asked to write about thier feelings related to an event, though sometimes they’re also asked to write more thoughtfully about the facts related to the event. As we’ll see, this distinction is important.
Expressive writing studies have found that the practice may improve working memory and sport performance, lower blood pressure, and even improve lung and liver function It’s also been linked to improved immune function in people with HIV/AIDS, asthma, and rheumatoid arthritis.
A study of cancer patients found expressive writing correlated with better sleep quality, and another study of patients undergoing a biopsy found those who spent 20 minutes on expressive writing for three days in a row before the biopsy healed faster.
The benefits of expressive writing go beyond physical health, though. Journaling has also been shown to improve learning and performance in various settings. One study found people working a stressful fundraising job increased their hourly effort by 29% over the following two weeks after journaling for a few days about how their work made a difference.
A different study focused on the performance of new employees. In this case researchers found the employees who spent 15 minutes at the end of the day writing and reflecting performed 22.8% better than those who didn’t.
According to Harvard Business School psychologist Francesca Gino, this is because reflecting on our work reminds us we’re good at it.
When people have the opportunity to reflect, they experience a boost in self-efficacy. They feel more confident that they can achieve things. As a result, they put more effort into what they’re doing.
Other research has focused on the benefits of journaling exercises for students. In one study seventh graders were given assignments to reflect on and write about the things that were most important in their lives. The writing exercises were handed out during the most stressful times of the year: the start of a new school year, before tests, and around the holiday season, when home life can be particularly stressful.
While white students in the study didn’t benefit in any meaningful way, students in racial minorities did, and the worst-performing students benefited most. For the worst-performing kids, grade repetition and remediation rates dropped from 18% to 5%, and overall the racial achievement gap among the students was reduced by 30%.
How to get the most from your journal
There’s no right or wrong way to journal. It’s an entirely subjective experience and your approach should suit your preferences and needs.
But if you care about reaping the benefits research has found, there are some things you’ll need to keep in mind.
Use your journal to process emotions and events
There is emerging agreement… that the key to writing’s effectiveness is in the way people use it to interpret their experiences, right down to the words they choose. — Bridget Murray, American Psychological Association
Just writing how you feel about events, rather than thinking about the meaning or lessons learned in those events—and vice versa—won’t provide you with the benefits seen in all this journaling research. The benefits arise when we use journaling to express our emotions and to work through them by thinking through things that happen and why they make us feel a particular way.
Traumatic or stressful experiences are often used in expressive writing studies, as they involve a lot of strong emotion.
According to health psychology researcher Susan Lutgendorf, “an individual needs to find meaning in a traumatic memory as well as to feel the related emotions to reap positive benefits from the writing exercise.”
While it might be easier to simply write about your emotions related to an event and move on, researchers say it’s important to process those emotions as well. By writing about your emotions and your rational thoughts related to a stressful event, studies have found you’ll be able to distance yourself from it and become less emotionally reactive.
We think the process of creating a coherent story out of disorganised emotional memories facilitates self-distancing because this process requires people to adopt other people’s perspectives and focus on broader contexts. — Jiyoung Park, assistant professor of psychological and brain sciences at the University of Massachusetts—Amherst.
Taking this idea of different perspectives even further, one study found writing about stressful events in third person can help us distance ourselves and process our emotions.
Taking an observer’s vantage may be vital to maintaining composure and making progress when trying to sort through a distressing or angering event or moment in life. — Matthew Andersson, assistant professor of sociology at Baylor University
Write about your best self
While many of the studies mentioned here asked participants to write expressively about traumatic or stressful events in their lives, one study asked some participants to write about their best possible future selves.
Unsurprisingly, writing about future life goals was significantly less upsetting than writing about traumatic events. But it was also associated with a significant increase in subjective well-being right after the study.
And when the researchers checked in with participants five months later, both writing about stressful experiences and writing about life goals were associated with a lower rate of illness during that five-month period.
This is just one study among many, but it points to the possibility that we could reap the benefits of expressive writing without having to write about events and memories that upset us.
You could also pair this journaling approach with writing regular reviews to keep you on track toward your goals.
Write a weekly gratitude journal
Keeping a journal of the things you’re grateful for has shown similar benefits to expressive writing. It can improve your sleep, make you feel happier, and and decrease your chance of getting sick.
But gratitude journals don’t always work. Like expressive journaling, there are a few things to keep in mind if you want to reap the health benefits of writing down what you’re grateful for.
Robert Emmons, professor at the University of California and “arguably the world’s leading expert on the science of gratitude“, suggests focusing on the people you’re grateful for more than material things, and taking notice of unexpected events, as they tend to elicit stronger feelings of gratitude.
Emmons also suggests going into detail about a particular thing you’re grateful for, rather than focusing on a long-but-superficial list of items. The more detail you go into, the more you’ll savor the feelings of gratitude.
Finally, Emmons says not to write in your gratitude journal too often. One study found writing in a gratitude journal once a week for six weeks boosted participants’ happiness, but writing about gratitude three times every week didn’t. Humans are highly adaptable, and Emmons suggests writing about gratitude too often causes us to adapt and get used to the feeling. It means less to us when we experience it more often, so spreading out your gratitude journaling will be more effective.
If you’re new to journaling and don’t know where to start, here are some tools to get you going.
Day One is a popular journaling app for Mac and iOS that lets you create separate journals. You could have a gratitude journal, a daily journal, and even a work journal. You can also use IFTTT to automate storing your Instagram photos, tweets, and RescueTime stats in a Day One journal.
Another iOS and Mac option is the notes app, Bear. Though it’s not necessarily designed to be used as a journal, Bear lets you link to other notes within the app, add images, and use tags to organise your notes.
If you’re not an iOS and Mac user, or you’re already using Evernote for your daily note-taking needs, it’s an obvious choice for your journal. You can create as many new notebooks as you want for various journals, add photos, and take your journal with you on every device.
For those who like the feel of analogue tools, Hobonichi planners are a great way to start a daily journaling habit. These Japanese planners are used for everything from planning daily to-do lists to art journals and diaries. They’re made with Tomoe River paper, one of the best options available if you use fountain pens, and surprisingly tough, considering how thin it is (imagine something like Bible paper). The Hobonichi comes in A6 and A5 sizes, both with one page per day to keep you writing regularly.
Another popular analogue option is the Bullet Journal system, which can be used in any notebook. Or, you can purchase the official Bullet Journal notebook made by Leuchtturm1917. Whether you purchase the official book with pre-printed sections or write up the system in whichever notebook you happen to have handy, you’ll get the benefits of both organization and flexibility for your entries. The system includes an indexing method to help you find your entries later, as well as ways to keep track of your tasks and events alongside your journal entries. The great thing about this system is that it offers structure to help you get past the panic-inducing blank page, but it’s flexible enough that you can adjust it to suit your needs.
Whether you dash out a few lines into your phone’s notes app, or spend an hour writing in a leather-bound book, try finding some time to journal. Write about your best possible future self and how you might get there, or take note of the things you’re most grateful for. Writing a journal might seem simple, but it can have powerful benefits if you have the patience to stick with it.
Writing helps to organize thoughts, facilitate integration, and helps you accept your own experiences and put them in context. In essence, it allows you to see the meaning of events going on around you and create meaning in your own life.
It’s common to feel tired after a long day at work or to need a holiday after a month-long sprint to finish a new feature. But sadly it’s also common to feel tired all the time. To lack enthusiasm about your work. To feel cynical and disengaged from what you do.
These are all symptoms of burnout, which is becoming more common as our work lives become busier, more demanding, and more stressful.
In this post I’ll explore what burnout is, what causes it, and how we can overcome it.
What is burnout?
The term “burnout” was coined in the ’70s by Dr. Herbert Freudenberger. The term was taken from an analogy of a burned-out house:
If you have ever seen a building that has been burned out, you know it’s a devastating sight… some bricks or concrete may be left; some outline of windows. Indeed, the outer shell may seem almost intact. Only if you venture inside will you be struck by the full force of the desolation.
Freudenberger says, like a burned-out house, someone who’s burnt out may not seem that way on the outside, but “their inner resources are consumed as if by fire, leaving a great emptiness inside.”
But what exactly is burnout?
Researchers say burnout can be broken down into three parts:
Exhaustion from burnout could lead you to be easily upset, have trouble sleeping, get sick more often, and struggle to concentrate.
Cynicism is sometimes called depersonalization in this context, because it’s categorized by feeling alienated from the people you work with and lacking engagement in your work.
Finally, inefficacy refers to a lack of belief in your ability to perform your job well and a decrease in achievement and productivity.
But how do we get into this sorry state? It’s not as simple as overworking.
How is burnout caused?
It’s a common misconception that burnout is simply a result of working too hard or for too long, according to Alexandra Michel, a science writer at the Association for Psychological Science.
“Ultimately,” writes Michel, burnout results when the balance of deadlines, demands, working hours, and other stressors outstrips rewards, recognition, and relaxation.”
APS Fellow and professor emerita at the University of California, Berkeley, Christina Maslach, has been studying burnout since the 70’s. Maslach and her collaborators came up with six components of the workplace environment that can contribute to burnout:
We end up with burnout when one or more of these areas of our work don’t match our needs.
It’s not a rare condition, either. Research by Gallop recently found that 2.7 million workers in Germany report feeling symptoms of burnout. A different survey in 2013 found nearly 30% of UK-based HR directors surveyed believe there’s widespread burnout in their companies.
And the effects are serious. Michel says burnout is “not just a state of mind, but a condition that leaves its mark on the brain as well as the body.”
The risks of burnout
Being tired and lacking engagement in your work is no fun, but the risks of burnout run even deeper.
Research has shown that the chronic psychosocial stress that’s common in people suffering from burnout can impair personal and social functioning as well as overwhelming your cognitive skills and neuroendocrine systems.
Over time the effects of burnout can lead to memory, attention, and emotional problems.
One study also found burnout sufferers may have accelerated thinning of the brain’s front cortex—a part that’s essential for cognitive functioning. This section of the brain thins as part of the natural aging process, but the thinning effect was more pronounced in participants who’d experienced burnout.
It’s not just the brain at risk, either. A study of nearly 9,000 workers found burnout significantly increases the risk of coronary heart disease.
This is all sounding rather grim, so let’s move on to something more positive: how to overcome burnout.
So you’re feeling the effects of burnout or you’re worried you’re at risk. What can you do? Psychologists suggest looking for ways to make your workload easier to manage—delegating more, saying “no” more often, and writing down what’s making you feel stressed at work.
But burnout isn’t just about workload stress. To overcome burnout, you also need to find ways to relax and enjoy life again.
Focus on your daily care
It’s easy to forget about looking after yourself when you’re burned out. You’re feeling stressed, you’ve got too much on your plate, and the last thing you have time for is looking after yourself.
But according to Sherrie Bourg Carter, psychologist and author of High Octane Women: How Superachievers Can Avoid Burnout, that’s exactly what you should be doing. Carter says making sure you eat well, stay hydrated, exercise, and get plenty of sleep is critical when you’re facing burnout.
Carter also recommends remembering what you like doing to relax, and finding more time for those activities.
Do what you enjoy
Yahoo! CEO Marissa Mayer believes burnout is caused by something simple and easy to fix: a feeling of resentment toward your job.
Burnout is the result, according to Mayer, of work getting in the way of workers’ lives. She says people “will become resentful if work makes them miss things that are really important to them.”
To avoid this resentment turning into burnout, Mayer says it’s important to know what you care about most and schedule time for those activities.
Software developer Kent Nguyen agrees. He says burnout comes from “not being able to do what you love or what is important to you regularly.”
In Nguyen’s case, he started feeling burnt out when he was spending more time on his management duties than on writing code.
Nguyen thinks of periods of time spent coding like checkpoints, each one staving off burnout for a little longer. He has small daily checkpoints and bigger weekly and monthly checkpoints so there’s always a new bout of the thing he loves to do coming up. And when he misses a checkpoint, he makes sure to schedule another one as soon as possible so he never goes too long without doing what he enjoys most.
Add something new
This will probably sound strange, because it’s a very counterintuitive idea, but James Sudakow, author of Picking the Low Hanging Fruit: And Other Stupid Stuff We Say in the Corporate World, actually added to his hectic schedule to help him avoid burnout.
Sudakow admits his schedule was hectic. Between his family duties, work, and the hours he spends writing every week, there wasn’t much wiggle room.
But Sudakow did what few of us would—he added piano lessons to his schedule. 30 minutes per week for the lessons and an hour to practice every day meant more than six hours per week of extra commitments.
But here’s the strange thing: it actually worked. That extra commitment helped Sudakow stave off burnout.
The trick, he says, was choosing something that helped rejuvenate his energy. Playing piano at night made me feel better when he went to sleep and when he woke up the next day. That daily rejuvenation seeped into his work and made him feel better overall.
While adding to your schedule or even finding more time for something you already enjoy doing might seem impossible when you’re facing burnout, looking after yourself is a great place to start. Simply focusing on sleep, eating well, and getting a little exercise every day can help you avoid the worst of burnout while you get back on track.
I spend most of my day on a computer. When I’m not working I spend my spare time programming or blogging. When I take a break I spend it looking at my phone.
One of the problems with all this time spent looking at screens is the amount of digital clutter these habits have created in my life.
I don’t just mean files cluttering up my desktop or a Facebook account full of friends I barely know. I mean the intangible clutter: the accounts I have on every social network; the abandoned to-do lists left behind in every to-do app I’ve ever tried; the people I’m always comparing myself to or trying to beat.
Spending so much time online every day leads to a cluttered life. One where you don’t stop and think before grabbing your phone during any moment of downtime. One where you start feeling obliged to post on social networks twice a day because your followers expect you to and you forgot to ask yourself if it even matters what people expect.
It’s so easy for these habits to creep up on us that we never get a chance to ask ourselves if this is how we want to spend our time. Before we notice anything changing it just feels normal to fill up our time—our lives—with screens.
But once we realise how cluttered our lives have become with screens, social media, and expectations, we can look for ways to simplify that mess.
Transition to digital minimalism
Professor and author Cal Newport is well-known for his ideas about productivity—in particular, finding the time and space to do real, important work. So when Newport suggested quitting social media, people took notice.
We’ve all heard of social media sabbaticals, where someone quits social media for a short period of time, but Newport also has a suggestion for a more lasting approach than the yo-yo of quitting and rejoining social media over and over: digital minimalism.
Digital minimalism, says Newport, is focused on the idea of removing digital clutter and spending our time only on what adds value to our lives.
Digital minimalism, he says, “is a philosophy that helps you question what digital communication tools (and behaviors surrounding these tools) add the most value to your life.”
Newport’s philosophy is based around the idea that we can improve our lives by “intentionally and aggressively clearing away low-value digital noise, and optimizing [our] use of the tools that really matter.”
Of course, to adopt a philosophy that requires us to prune our use of (and reliance on) digital tools, we’ll inevitably have to face FOMO—fear of missing out. Newport says one of the key beliefs underlying his digital minimalism philosophy is that missing out is not bad. We have to come to terms with the idea that we will miss out on some things, and that that’s okay. FOMO is only holding us back by giving us an excuse to stay chained to the digital clutter we’ve accumulated.
So if we admit we can’t keep up with everything anyway and let go of our FOMO, what’s next? How do we actually clear out the digital clutter that’s built up in our lives?
Newport suggests two alternatives for making the transition to digital minimalism. The first is a subtractive approach. This involves removing each digital tool, service, or associated behavior that you find doesn’t add value to your life. One by one, survey each element of digital clutter you’ve accumulated and ask yourself if it deserves to stay. If not, remove it.
The other approach is an additive method. It involves removing everything initially, and adding back only those tools, services or behaviors that do serve your values.
With either of these approaches, you could use RescueTime to show you which distracting tools and services take up most of your time. If you use the subtractive approach, your RescueTime data could also show you how much more productive you are when you cut out everything you can do without, and how that changes as you start adding things back into your life.
Either way, the most important thing, says Newport, is to make sure you’re choosing the best tool or service in each case, not just whatever will do the job.
Choose the best tool for the job
Many of us fall prey to the easy option of finding value in every digital tool we use. It’s not hard to make an argument for spending time on Facebook or having a Twitter account. You could even argue the merits of Snapchat—no one would begrudge you having fun with friends.
But Newport points out that we rarely take the time to find the best way to get the value we’re looking for. Instead, we try a new tool, find some value in it, and decide that’s a good reason to keep giving it our attention.
Newport suggests another way of approaching the digital clutter in our lives. Whether you use his subtractive or additive method from the previous section, he recommends starting by thinking about your values. What is it that’s important to you? What do you want to achieve from how you spend your time?
When you know what your values are, Newport says, you can focus on finding the best tools to help you live out those values.
For example, if you previously found scrolling through Twitter every few minutes useful because it helped you stay on top of news, and one of your values is to be informed about local events, you could then evaluate whether Twitter is the best tool for staying updated on what’s happening in your local area. You might find that a local newspaper or the RSS feed of a local news website is a better tool to help you live out this particular value.
Protect your time
One of the inevitable effects of digital clutter is that it makes us busy. Filling our time with email, social networks, and mindless scrolling through other people’s updates leaves us with little time to get real work done. Our lives are taken over by busy work.
As writer and entrepreneur Scott H. Young points out, this is a problem because we associate being busy with being productive, but they’re not the same. When we spend all our time on busywork, therefore, we entertain the idea that we’re being productive while all along we’re neglecting our most important work.
Although it can be difficult to escape from the cycle of busyness, doing so opens up time for hard, important work.
Young suggests cutting back on your commitments to leave more room for big projects. Newport similarly advocates doing fewer things better, rather than spreading yourself too thin.
But Young also suggests being disconnected or hard to reach on purpose. The more available and responsive you are, the more easily other people can clutter up your life and eat up your time with their own priorities.
Our own CEO Robby Macdonell tried drastically cutting back on his social media activity because it was becoming overwhelming:
About a year ago, I got into a rut where I was completely bogged down with checking news and social networks. I had so many streams of information to monitor that keeping up was really draining. I got totally burnt out on it and decided to quit most of it cold turkey, cutting my time spent on social media by about 90%. I uninstalled everything from my phone and made a point to stay logged out of sites on my browser. The awkward feeling of being cut off from everything was real, but it passed after a few days.
A year later, Macdonell says the change was worth it:
Getting away from the noise I had been wading through felt great. The best part of it is the quality of my offline time is way up. I’m more present, and ‘catching up’ with my friends is generally now a focused conversation instead of skimming over a bunch of status updates.
It might sound extreme, but not having an account on every social network, not leaving your status as “available” in chat programs during work hours, or even not sharing your email address could open up huge chunks of uninterrupted time for real work. By making it harder for other people to contact you, you’ll ensure only very important messages will reach you, and you’ll protect your time from busywork and time-consuming requests.
Of course, the problem then becomes what to use as an excuse when you avoid the hard work anyway…
It’s never easy to go against the grain, but in doing what seems normal we’re doing ourselves a disservice. Our “normal” has become a harmful habit of accepting all new, available technology into our lives, regardless of how much value it really brings us.
Taking the time to re-evaluate the tools we use and how we spend our time can be an eye-opening experience. And if we regularly evaluate our choices and protect our time and attention, we may just be able to avoid falling into that trap again.
It’s a new year, and I’ve just started a new job. Since joining the team at RescueTime I’ve been researching and writing about how people work and how we can work more effectively.
This has all got me thinking about the inherent joy some people find at work, and the lack of it so many people feel these days.
What is it that makes us happy at work? And how can we make sure it happens more often?
Making progress in meaningful work
According to researchers Teresa Amabile and Steven J. Kramer, “Of all the things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work.”
Amabile and Kramer have spent nearly 15 years looking into what affects people’s moods, motivation, and happiness at work. In all their work they found one particular element that made the biggest difference on how employees feel about their work (and in general): whether or not they feel like they made progress in meaningful work.
They call this the progress principle.
And the more often employees experience that feeling of progress, Amabile and Kramer have found, the more productive they’ll be in the long term.
The progress principle hinges on two main findings: firstly that a central driver of productivity in creative work is the employee’s inner work life—that is, the emotions, motivations and perceptions they experience throughout the workday. The second finding is that making progress in work we care about affects all three parts of our inner work life positively.
Amabile’s and Kramer’s research showed employees who made progress were happier, more intrinsically motivated, reported more positive interactions with colleagues, and perceived more positive challenges in their work.
Those who experienced setbacks, on the other hand, felt more frustration, fear, and sadness. They felt less intrinsically motivated, but also responded less to recognition from peers as extrinsic motivation, and perceived their colleagues as less supportive. They were also more likely to feel that they lacked the freedom and resources needed to succeed in their work.
Inner work life doesn’t just affect how much work you get done today, either. It can affect your work performance the following day, too. But if your inner work life is good, you’re not only more likely to be productive—you’ll be more committed to work and more collegial to others, too.
The good news is you don’t have to make huge strides for the progress principle to take effect. Amabile and Kramer say even small wins can boost your inner work life, so long as they’re part of meaningful work. In fact, 28% of incidents reported in their research had a minor impact on the related project, but a major impact on how the reporting employee felt. We tend to have outsized reactions to small events, say Amabile and Kramer.
Which means focusing on making small gains in our most important work every day is a solid approach to improving our happiness, commitment, and productivity at work.
Feeling good about our company’s mission
According to Robert H. Frank, an economics professor at Cornell University, one of the most important parts of job satisfaction is simply how an employee feels about the company’s mission. This may relate to the progress principle, as mentioned above, since caring about our company’s mission likely makes us feel like our work has meaning, and the progress principle only holds for meaningful work—making progress on work we perceive as menial doesn’t make us feel good.
In a survey of Cornell senior students about to enter the job market, two hypothetical jobs were on offer. Both jobs had identical pay and working conditions. One was helping to discourage smoking at the American Cancer Society. The other was working with the tobacco industry to encourage smoking.
With all else being equal, 90% of the survey respondents chose the American Cancer Society job. That makes sense, right? If you’re not losing anything, why not take the job that gives you warm fuzzies as well?
But even more than choosing that job, when asked how much higher the tobacco industry job salary would have to be to encourage them to change their answer, the average response was: 80% higher.
A much smaller, simpler aspect of our happiness at work is simply how appreciated we feel. Saying “thank you” to your employees might seem like a small thing, but it can have big effects. One study found people who were explicitly thanked for their work were 50% more productive afterwards—even if the gratitude came from a distant supervisor rather than their manager.
In a survey of 2,000 American workers, the results showed this isn’t subconscious, either. We seem to know that gratitude makes us feel better, and desire more of it.
81% of the survey’s respondents said they’d be willing to work harder for an appreciative boss, and 70% said a thankful boss would make them feel better about themselves and their work.
Sadly, only 10% of the survey respondents said they regularly show gratitude to their colleagues.
The good news is, it’s easy to start showing gratitude to your employees or colleagues. And the effect should last longer than other rewards, according to Wharton professor Adam Grant:
Extrinsic motivators can stop having much meaning—your raise in pay feels like your just due, your bonus gets spent, your new title doesn’t sound so important once you have it. But the sense that other people appreciate what you do sticks with you.
Not only will that feeling last, but it can affect that person’s behavior into the future. An experiment that showed this effect had students send cover letters to people who were paid to offer feedback. After receiving feedback on their letters, some students replied with a simple email to acknowledge receipt of the feedback. The rest of the students sent very appreciative emails in response to the feedback they received.
The researchers had students send out a second cover letter and request for feedback later, and found that people who’d been thanked in the first round were twice as likely to help with the second round of letters.
But here’s the best part: they weren’t just twice as likely to help the same student. They were twice as likely to ask any student who asked for their feedback.
So while thanking someone could improve their productivity at work and how they feel, it could also increase the likelihood of them being helpful again in the future—and not just to you. Thanking people, then, is an easy way to make your entire office a better place for everyone.
Feeling good about our position in life
Sometimes, when you’re trying to figure out what works, it helps to look at what doesn’t work, too. In terms of happiness at work, this translates to looking at what makes people quit their jobs. Knowing when and why people leave can help us figure out how to improve the workplace so people won’t quit.
Brian Kropp works for CEB, a best-practice insight and technology company that researches why employees leave their jobs. But the why isn’t the most interesting part of Kropp’s work. The why is fairly obvious, since the same reasons have held steady for years: not liking your boss, not perceiving any opportunities for growth, or being offered a better job or higher salary elsewhere are all common reasons to quit.
What’s really interesting about Kropp’s work is not the why but the when:
We’ve learned that what really affects people is their sense of how they’re doing compared with other people in their peer group, or with where they thought they would be at a certain point in life.
So it’s not always the job itself that triggers an employee to think about quitting—it’s how they feel about their life as a whole.
Kropp says particular types of events trigger this kind of evaluative thinking in employees. Job hunting jumps 6%, for instance, after anniversaries of joining the company, and 9% after anniversaries of moving roles. Birthdays bring on the evaluations even stronger, with a 12% jump in job hunting just before birthday. And after class reunions we tend to job hunt 16% more.
The most important lesson from Kropp’s work is that what happens at work isn’t the only input into an employee’s happiness with their career. How our jobs fit into our lives as a whole is a big concern when it comes to being ready to move on, which bad bosses or offers of more money giving us the final reason to take the leap.
Whether you’re a manager responsible for other employees or not, it’s useful to understand the underlying reasons we find meaning in our work (or not). Knowing that particular anniversaries or birthdays can trigger an evaluation of our circumstances and that simply saying thank you more often can make people feel better about their work can help us avoid surprise resignations—from our staff or ourselves.