Two people of equal skill work in the same office. For the sake of
comparison, let's say both arrive at work at 9 am each day, and leave
at 7 pm.
Bill works essentially without stopping, juggling tasks at his desk
and running between meetings all day long. He even eats lunch at his
desk. Sound familiar?
Nick, by contrast, works intensely for approximately 90 minutes at a
stretch, and then takes a 15 minute break before resuming work. At
12:15, he goes out for lunch for 45 minutes, or works out in a nearby
gym. At 3 pm, he closes his eyes at his desk and takes a rest. Sometimes
it turns into a 15 or 20 minute nap. Finally, between 4:30 and 5, Nick
takes a 15 minute walk outside.
Bill spends 10 hours on the job. He begins work at about 80 percent
of his capacity, instinctively pacing himself rather than pushing all
out, because he knows he's got a long day ahead.
By 1 pm, Bill is feeling some fatigue. He's dropped to 60 percent of
his capacity and he's inexorably losing steam. Between 4 and 7 pm, he's
averaging about 40 percent of his capacity.
It's called the
law of diminishing returns. Bill's average over 10 hours is 60 percent of his capacity, which means he effectively delivers 6 hours of work.
Nick puts in the same 10 hours. He feels comfortable working at 90
percent of his capacity, because he knows he's going to have a break
before too long. He slows a little as the day wears on, but after a
midday lunch or workout, and a midafternoon rest, he's still at 70
percent during the last three hours of the day.
Nick takes off a total of two hours during his 10 at work, so he only
puts in 8 hours. During that time, he's working at an average of 80
percent of his capacity, so he's delivering just under 6 ½ hours of work
— a half hour more than Bill.
Because Nick is more focused and alert than Bill, he also makes fewer
mistakes, and when he returns home at night, he has more energy left
for his family.
It's not just the number of hours we sit at a desk in that determines
the value we generate. It's the energy we bring to the hours we work.
Human beings are designed to pulse rhythmically between spending and
renewing energy. That's how we operate at our best. Maintaining a steady
reservoir of energy — physically, mentally, emotionally and even
spiritually — requires refueling it intermittently.
Work the way Nick does, and you'll get more done, in less time, at a higher level of quality, more sustainably.
Create a workplace that truly values a balanced relationship between
intense work and real renewal, and you'll not only get greater
productivity from employees, but also higher engagement and job
satisfaction.
There's plenty of evidence that increased rest and renewal serve performance.
Consider a
study conducted by NASA, in
collaboration with the Federal Aviation Administration, of pilots on
long haul flights. One group of pilots was given an opportunity to take
40 minute naps mid-flight, and ended up getting an average of 26 minutes
of actual sleep. Their median reaction time improved by 16 percent
following their naps.
Non-napping pilots, tested at a similar halfway point in the flight,
experienced a 34 percent deterioration in reaction time. They also
experienced 22 micro sleeps of 2-10 seconds during the last 30 minutes
of the flight. The pilots who took naps experienced none.
Or
consider the study that
performance expert Anders Ericcson did of violinists at the Berlin
Academy of Music. The best of the violinists practiced in sessions no
longer than 90 minutes, and took a break in between each one. They
almost never practiced more than 4 ½ hours over a day. What they
instinctively understood was the law of diminishing returns.
The top violinists also got an average of more than 8 hours of sleep a
night, and took a 20-30 minute nap every afternoon. Over a week, they
slept 16 hours more than the average American does.
During my 30s and 40s, I wrote three books. I sat at my desk each day
from 7 am to 7 pm, struggling to stay focused. Each book took me at
least a year to write. For my most recent books, I wrote in a schedule
that matched the great violinists — three 90 minute sessions with a
renewal break in between each one.
I wrote both those books in six months — investing less than half the
number of hours I had for each of my first three books. When I was
working, I was truly working. When I was recharging — whether by getting
something to eat, or meditating, or taking a run — I was truly
refueling.
Stress isn't the enemy in the workplace. Indeed, stress is the only
means by which we can expand capacity. Just think about weightlifting.
By stressing your muscles, and then recovering, you gradually build
strength. Our real enemy is the absence of intermittent renewal.
