Category: Productivity

Categories
Productivity

A Quick Summary of What I Learned Studying Productivity

I’ve discussed the 3 moods of productivity in this post Productivity moods. Understanding these moods was as fundamental as the other aspects I gonna talk about in this post.

Productivity can be understood in various ways. Out of every 10 people I ask, more than half share three common aspects of productivity:

  1. Doing the maximum possible,
  2. In the shortest time,
  3. With the best possible quality.

In essence, this means that productivity involves quantity and speed.

While this makes a lot of sense, I believe it goes beyond that.

I consider some other elements important when it comes to productivity:

→ Right Direction: Where am I headed? Without a purpose for what you do, even if you do a lot, quickly and in good quality, it won’t be sustainable in the medium and long term if the results don’t take you where you want to go.

→ Satisfaction in the Journey: Am I well doing what I do? Am I happy with my journey? Because if not, if I get sick, I won’t be able to produce anymore. So staying well is a priority. If I’m okay, I can take care of the rest.

After this philosophical reflection, a few more reminders:

Productivity is a progressive process that takes time to refine. You gradually build your individual way of managing life’s demands: combining different methods, tools, and habits, abandoning some along the way, and experimenting with others. It’s an endless cycle of testing, learning, and adjustments.

We can think of productivity as a pyramid of needs:

  1. At the base, first, understand, organize, execute, and evaluate our current tasks.
  2. Then identify all our projects and manage them. Within these projects are tasks.
  3. Reflect on goals that take more than 1 year. Within them are various projects.
  4. Now, with more breathing space, think about our life areas separately: work, health, finances and so on. From this reflection, extract tasks, projects, and even goals.
  5. Balancing (not perfectly) the previous points, you start thinking about more sophisticated aspects: lifestyle, values, mission, purpose, etc.

I believe it’s crucial to start with what’s most urgent, what’s right in front of us (tasks), before advancing to more sophisticated elements (values, purpose, etc.). You wouldn’t think about decorating the house when your sink is broken and leaking water everywhere. Decoration is an important element, but it’s impossible to survive in a house when you can’t do your basic routine.

In addition to these 5 progressive aspects of the productivity journey, I strongly believe that we must consider 3 elements:

  • The choice of Tools: Notion, Trello, Asana, etc.
  • The development of Habits: Check-in/Check-out, when to check emails per day, recurring meetings, weekly/monthly reviews, etc.
  • The choice of a Method: GTD, PARA, Bullet journal, etc.

The method is undoubtedly the most important element because it will sustain you when things go wrong. It’s like a safe space always available, regardless of where you are and your current life situation: you have a place to return to – your beliefs, your best routine, your values and what you really need to worry about – This safe space is your productivity system.

Perhaps this is the core of the productivity issue for me: having the clarity to do what I can in the present moment, according to the conditions and resources I have at the moment. And to do this, I build a system that allows me to navigate life’s ups and downs.

Categories
Employability Productivity Well-being

Proteus methodology: my career management system

Proteus Methodology is the name I gave to my own career management method. I’ve been designing and recreating this method for about 3 years. Initially, I started designing it as a mind map just for my personal use, but gradually it turned into a real career map and I realised that it can be applied to anyone, including people who work for themselves. The purpose is to help people take autonomous control of their own careers, aiming for a more authentic and satisfying career, through a practical and objective method.

The desire to create this method came from realising, throughout my own career and watching the careers of many others, that we often believe our careers are the result of external opportunities and internal efforts. While this is partly true, the environment does have a strong influence and our own efforts are tremendously important, there is another factor that I consider just as important if not more so: career strategy. Having intentional career strategies helps us become more assertive about what we want, saves us effort and time, and the best part is that it allows us to say no happy and peaceful. No to new projects, initiatives, companies, and relationships. Each no said means we are saying yes to what really matters to us. Saying ‘no’ allows us to materialize our authenticity and autonomy in designing our own careers. It provides clarity on our true desires and what truly matters to us.

In addition to observing this problem, another reason that made me want to write this method is to leave a legacy, a small gift to the world, or at least to some people – which is also part of the method, reflecting on what we leave behind, or what we build that is greater than ourselves. As an organizational psychologist, the topic of values has always been around me, and I have always been reflecting on my own values (or those of companies) and how they impact or should impact habits, decisions, and efforts. However, when it came to career management, I had not come across a clear, replicable, and measurable step-by-step process that could help others align with their own ideals and career ambitions.

The term is not as original as it seems: “protean career” was coined by Hall and Mirvis in 1994, in their book titled “The New Protean Career: A Portable Life.” They used the word “protean” as a reference to the Greek god Proteus, who had the ability to change form. The idea is that current careers are characterised by flexibility and adaptability and that individuals need to constantly adapt to new demands and opportunities throughout their careers. The concept of the protean career represents a departure from the traditional idea of a career, which was seen as a linear and predictable progression designed for companies. The protean career is more flexible and individualised, allowing people to adapt and change according to their personal and professional interests and needs, without necessarily following a linear or predetermined path of a single company. There is no practical method in the book to follow this concept, so the desire arose in me to create it.

The protean career is a concept that describes a career path that is self-directed, flexible, and adaptable to changing circumstances. Here are some key ideas associated with the protean career according to the authors:

  1. Self-directed: A protean career is driven by the individual, rather than by external factors such as organizational hierarchy or societal expectations. The individual takes ownership of their career path and makes decisions based on their personal goals and values.
  2. Lifelong learning: A protean career requires continuous learning and development. Individuals must be willing to acquire new knowledge and skills throughout their working life in order to stay current and adapt to changing demands.
  3. Multiple career paths: A protean career is characterized by a willingness to pursue multiple career paths over time. Individuals may change industries or roles in order to pursue new challenges and opportunities.
  4. Work-life balance: A protean career emphasizes the importance of work-life balance. Individuals prioritize their personal life and well-being alongside their career goals.
  5. Non-linear progression: A protean career does not follow a traditional, linear path of advancement. Instead, individuals may move back and forth between different roles or industries, or take breaks from work to pursue other interests.

Overall, the protean career is a career path that emphasizes adaptability, flexibility, and individual agency. It is a response to the changing nature of work and the need for individuals to take control of their career paths in order to thrive in today’s job market.

Now let’s talk about my practical framework: Proteus Methodology.

After studying the concepts, I realize that there is a lot of information, concepts, reflections and advice in general, but lacks a clear and structured path that can be effectively implemented in our day-to-day lives, starting from today. With that came the desire to make it real, replicable and observable. A structure, step-by-step, dates, places and forms of registration are necessary. Thus, combined with other methods, such as GTD and coaching tools, the method was designed.

My main objective is to offer a system to enable people to manage their careers autonomously. This system involves a method, tools, and habits.

The posture and behaviour

Proteus Methodology is guided by three key behaviours that govern how we approach and deal with each stage of our career journey: self-knowledge, environment and conditions, and review and monitoring. These are not the stages of the method themselves – I’ll take about the stages after – but rather the attitudes and behaviours we bring to each stage.

FIRST: self-awareness AFTER: self-knowledge

This posture involves discovering ourselves, seeking authenticity and unleashing our potential. Looking inside is a muscle, a habit at first, and then a way of dealing with life. It is to seek authenticity, to feel good in our own skin. It is to unleash and illuminate our potential and to dance and play with our incompleteness.

Sometimes, I feel like the concept of self-knowledge is too much sophisticated and inaccessible for many of us. We attended workshops in which people talked a lot about our values “We need to follow our values and principles, let’s identify our values”, but this answer is too much complicated to answer. I prefer starting by identifying our perceptions of ourselves.

In difficult situations (one of the best moments to learn about ourselves), identify:

  • Which emotion I’m experiencing – name it!
  • How I deal with them
  • Which body parts hurt
  • How does my body feel
  • What is the state of my breathing

Basically, we need to record during the process: feelings, emotions, ideas, and especially tensions: the feeling that there is a distance between current reality and a desired potential future. What led me to feel/do this? These tensions are the path to self and environment mastery. I should repeat: It’s the eternal process of DISCOVERING and BUILDING ourselves. Perhaps we will never know if we found ourselves or if we built ourselves.

ENVIRONMENT AND CONDITIONS – create causes for transformation

This posture involves creating space for this process and its stages to occur. Examples:

  • Temporarily. How can we create temporary space for the process in our life? Can we set aside some time each day or week to work on it? Can we prioritise it over other activities that are less important to us? To fit what I want into my life, what and who should I say no to, at least for now?
  • Environmentally/Physically. Consider how we can create a physical environment that supports our efforts. Can we set up a dedicated workspace or create a more conducive environment for learning and growth? Do I need to leave any space?
  • Energetically. How can we manage our energy and avoid burnout? Can we take breaks when needed or engage in activities that recharge us?
  • Economically. Are there any costs associated with it? How can we manage your finances to support our efforts?

Other questions related to the environment and conditions:

  • How can I make it easier for my future self?
  • How can I avoid forgetting?

REVIEW AND FEEDBACK – actively refine ourselves

It involves actively seeking feedback and identifying our invisible barriers and antagonists. We should reflect on our progress, adapt as we go, and refine our approach.

Feedback is king.

What is holding me back? What is my invisible barrier? On the other side of this question is the biggest growth leap possible: what/who is your antagonist here?

What did I not respond to as I wanted?

What differed from the last time I reviewed or reflected on my progress?”

The stages:

Proteus Methodology consists of four stages, which I will discuss in future posts. But first of all, it’s important to keep in mind: start small, refine as we go, and prioritise consistency over perfection. As we discussed, self-awareness, thinking about eh environment and reviewing is our posture to go through the steps:

Who made the world?
Who made the swan, and the black bear?
Who made the grasshopper?
This grasshopper, I mean
the one who has flung herself out of the grass,
the one who is eating sugar out of my hand,
who is moving her jaws back and forth instead of up and down
who is gazing around with her enormous and complicated eyes.
Now she lifts her pale forearms and thoroughly washes her face.
Now she snaps her wings open, and floats away.
I don’t know exactly what a prayer is.
I do know how to pay attention, how to fall down
into the grass, how to kneel down in the grass,
how to be idle and blessed, how to stroll through the fields,
which is what I have been doing all day.
Tell me, what else should I have done?
Doesn’t everything die at last, and too soon?
Tell me, what is it you plan to do
with your one wild and precious life?

—Mary Oliver

REFERENCES:

  1. Hall, D. T., & Mirvis, P. H. (1994). The new protean career: Psychological success and the path with a heart. In The boundaryless career (pp. 19-32). Oxford: Oxford University Press.
  2. Sullivan, S. E., & Arthur, M. B. (2006). The evolution of the boundaryless career concept: Examining physical and psychological mobility. Journal of Vocational Behavior, 69(1), 19-29.
  3. Briscoe, J. P., Hall, D. T., & DeMuth, R. L. (2006). Protean and boundaryless careers: An empirical exploration. Journal of Vocational Behavior, 69(1), 30-47.
  4. Inkson, K., Gunz, H., Ganesh, S., & Roper, J. (2012). Boundaryless careers: Bringing back boundaries. Organization Studies, 33(3), 323-340.
  5. Gunz, H., & Mayrhofer, W. (2004). Career boundarylessness and career insecurity: Correlates and consequences. Journal of Occupational and Organizational Psychology, 77(4), 469-488.
Categories
Habits Productivity

My intuitive method to conduct meeting, training and any kind of interaction

As I commented in two previous post, as a typical psychologist, I like to understand how to clarify our behaviours and what is the best way to systemize them for better understanding and replication.

The idea of ​​theorising about a better experience in our professional relationships came to me when I was working in Learning and Development areas at a healthcare company. The challenge at the time was to insert the value of “care” as a corporate culture and brand strategy. For that, first I needed to systematise in a concrete and replicable way what would be expected from employees’ behaviour in relation to this value. Also, I needed to train people in this skill, so they can apply this value in their relations with customers.

In this process of creating the theory, method and guidelines, I realised that, by making some adjustments, this construction could also be applied to any type of human relationship that seeks respect, security, empathy, and connection. The method was widely used in the company and its branches nationally, and not only for customers but also for employees, supplies and medical staff. This positive response made me master and expand the theory.

These 5 steps happen today intuitively for me, in a checklist format with five points. It also can be consulted as a checklist until it becomes a habit for those who use it. This methodology can be applied to leading people in a company, hiring employees, serving customers or even providing a service, whether paid or voluntary. I don’t recommend using just one or the other step, for a complete experience of excellence it is necessary to follow the complete method, the steps are codependent. Let’s start with the first point:

CONVENIENCE

Objective: The focus is on not causing discomfort with basic environment and structure aspects. Everything flows and there is no friction because these elements are facilitators. The idea is to make this aspect unnoticeable just because it works perfectly and does not cause problems, they are invisible.

What: punctuality, scenery, clothing, tools (Wi-Fi, apps, audio), accommodation. 

When: first 3 seconds. Prior preparation is required.

How: In a virtual meeting, for example, you are punctual, your appearance in the background does not affect you, your outfit is according to the occasion, the tool you use is working perfectly, and your posture is pleasant for you and your listener. There is no glamour, just an absence of discomfort.

WELCOME

Objective: The aim is to offer psychological security that allows a better openness. They fell that they are seen. Facilitate communication and mutual trust, reducing initial tension and promoting a safe environment.

What: greeting, non-verbal communication

When: Less than 1 minute. 

How: In a meeting, you gently break the ice, and are friendly and welcome. You ask how the caller is doing, thank them for their availability and time, and repeat the their name, provoking a connection. And the most important and simple sign: you smile.

PROFESSIONALISM

Objective: Provides security and reliability. Our interlocutor perceives that they are dealing with an expert, not an amateur. Our actions are supported by a competent authority or by social validation. This aspect will contribute to technical and ethical reliability.

What: process vision, data protection, transparency, the integrity of information, traceable and validated data.

When: Throughout the development of the meeting. Prior preparation is required.

How: In a meeting, you prepared in advance all information and data. You reference methodologies, processes and documentation, for supporting your position and opinion. Thus, you demonstrate that there is something greater than you in your actions, whether this is a validated institution, already tested theory or even a recognized method. There are clear criteria and references and fewer “guesses”.

INDIVIDUALIZATION

Objective: A balance with the previous aspect, individualization is the opposite of robotization and rigidity, it is a posture with critical vision and curiosity, flexibility, and is mainly people-centric. The focus is proportionate to an empathetic and individual experience. It gives validation to differences and diversity, valuing the person behind the process.

Aspects: Adaptation to the environment and the current scenario, paying attention to unexpressed individual needs, openness to diversity, and being flexible.

When: During the development of the meeting.

How: In a meeting you ask questions seeking to understand the individual needs, considering the environment and current moment, and adapting to the other person’s communication style. Each person is unique, and here we are curious about our differences and open to diversity. It means you have the courage to help and not take refuge in processes, we are flexible and empathetic, having active listening. It’s about being curious, not judgmental.

CO-CREATION

Objective: Cultivate an environment of innovation, creativity, and collaboration. Encouraging autonomy and engagement.

What: Feedback, open channel of communication for continuous improvement, questions about improvement in the process and final product or project.

When: During the development of the entire meeting and especially at the end of each cycle.

How: Ask questions about the experience in person, virtually or anonymously. It is important not to wait for the meeting, project or process to end, but to have feedback as a habit. In other words: it’s doing what needs to be done together. What can we do better here? Do you suggest any improvements? Did you feel any friction while doing this task? What can we review and reconsider for next time?

An interesting point of this method is that it is a self-regulating system, if when we are following the steps, some of them are not so satisfactory and fail, the others can make up for their lack.

The aim of the five points of attention is to offer an excellent experience, covering all needs in an interaction. Depending on your company’s processes and culture, other elements must be included within each step, you can adapt them to your personal process and needs. The goal is simple: to make relationships more satisfying for everyone involved through an intuitive and simple methodology.