Slowing Down To Go Farther | Part 4/4

Slowing Down To Go Farther | Part 4/4

Based on text by Patrick Buggy

Slow Down for Better Results

Like the tortoise who beat the hare by managing its energy and keeping a steady pace, slowing down is about optimizing for the process.

The situations you’re in will vary. The specific approaches that help you slow down might change. But the underlying principles remain the same:

  • Staying intentional, you do what’s most important to you.
  • Focusing on quality, you do things well.
  • Focusing on the long-term, you care for your wellbeing and do things you can sustain.
  • Letting go of attachments, you remain open to possibilities, so you can do what’s optimal.

Mindful is slow. Slow is smooth. Smooth is fast.

Some practice, anyone?

Re-read Parts 1, 2, 3.

Where would you benefit from slowing down this week?

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Slowing Down To Go Farther Part 3/4

Slowing Down To Go Farther Part 3/4

Based on text by Patrick Buggy

Slowing Down in the Moment

Slowing down means letting go of the urge to do more. And in doing so, shifting your attention to quality and effectiveness.

In practice, the basic process looks like this:

  1. Notice when you experience the thought “I need to do more or else [consequence]…”
  2. Examine if that’s really the case. Do you know for certain that doing more is the answer?
  3. Let go of the urge to do more, and instead, proceed mindfully by slowing down.
  4. Slow down to re-ground yourself and consider possible paths forward.
  5. Prime yourself for action.
  6. Move forward in the best way: with clarity, intention, and energy.

Not sure what “slowing down” actually means?

It varies depending on where you are and what you’re doing!

To get your mind going, check out the 8 approaches below. They work well together, but this isn’t a fixed sequence. Treat them as options to experiment with.

8 Ways to Slow Down (and Get Better Results)

  1. Physically slow down. Changing your physical body is a great way to shift your psychology. Start by sitting still. Put your devices away. Breathe deeply for a few minutes. Sit in meditation. Or, go for a walk outside. Anywhere from 5-20 minutes can create a profound shift.
  2. Get out of your head and into your body: Re-ground yourself by directing your attention towards the physical sensations in your body. Observe how the sensations ebb, flow, and change over time. By noticing what’s there without judgment, you can stay more intentional.
  3. Recall the nature of your thoughts: The thoughts crossing your mind are just thoughts, not universal truths. Think of them as suggestions, or possibilities. Question them. Is this thought actually true?
  4. Consider alternate paths forward: What do you want here? How have you been approaching it? What are some different ways you could approach it?
  5. Set a new intention: Having slowed down and considered your approach, what do you want to do now? In the big-picture, what’s most important?
  6. Write about it: Thoughts move quickly in the mind. Noting them down on paper slows things down so you can see them more clearly. Grab a pen and some paper and write thoughts as they surface in your mind. (Without judging them or needing to do something about it.)
  7. Prime yourself for quality action: Before taking action, consider: “What would it look like to move forward in the best way?” For me, this often involves taking a break to shift my state. (e.g. Exercising, having some tea, switching my physical location.) Creating a deliberate shift, even a small one, helps with letting go of the previous approach, and orienting to your new intention.
  8. Treat it as an experiment: It can be intimidating to try new approaches. Instead of worrying about what will happen if it doesn’t work, treat it as an experiment. You’ll never know what will happen unless you give it a go!

It’s important to note that slowing down is NOT about making things perfect. Instead, it’s about improving your effectiveness, even by a little bit.

Beware of the trap of overthinking your approach. If you find yourself trying to get things perfect, shift your focus to marginal gains. “How could I be 5 or 10% more effective?”

Slowing Down To Go Farther | Part 2/4

Slowing Down To Go Farther | Part 2/4

Based on text by Patrick Buggy

The Perils of “More, More, More”

Picture this: You’re driving up a hill. It’s steep. And it’s muddy.

The more effort approach is like slamming your foot on the accelerator. By doing this, the engine will rev and your wheels will spin faster. But if you don’t make progress up the hill, what’s the use?

Slowing down gives you an opportunity to consider alternate approaches. Perhaps there’s a different road that would serve you better. Maybe you need to get a new vehicle. Or maybe, walking would be most effective path up.

Acting with the idea that “more is always better, so I need to do more” contributes to:

  • Anxiety: “How will I ever get where I want to?”
  • A mindset of scarcity and impatience: “I’m not doing enough”
  • Fear: “If I don’t create what I want here, then I won’t be okay in life.”
  • A scattered mind: “So much to do, so little time!”

Which brings us to back to the lesson from the golf course: If you want to make better progress, start by slowing down.

The Benefits of Slowing Down

I first experienced the benefits of slowing down while playing golf. But since then, I’ve observed this principle at work in all areas of life.

In Communication + Relationships

  • Speaking: Using fewer words and speaking intentionally begets clarity and understanding.
  • Listening: Slowing down and getting present helps you actually hear what the other person is saying. (Instead of focusing on your response.)
  • Sharing: Instead of blurting out the first thing that comes into your head, slowing down helps you consider what’s actually alive in you.
  • Working through a challenge: Slowing down helps you zoom out, shift your perspective, and see the problem from a new angle.

In Business

  • Sales: If you aren’t creating the number of clients you’d like, simply making more sales calls may not be your best route forward. Slowing down can help you understand opportunities to be of greater service to others by changing your approach.
  • Creativity: When procrastinating, or feeling resistance, slowing down to do just one thing is an effective way to create momentum.
  • Operations: If your days are consumed by logistical challenges, and you find yourself repeating similar tasks over and over again, just doing more work won’t solve the underlying issues. Slowing down can help you consider the underlying system, and find ways to expedite, automate, and improve it.

In Athletics

  • Swimming: Slower strokes can help you maintain a streamlined position in the water, leading to faster speeds.
  • Strength Training: Slowing down helps you prioritize good form to avoid injury, and use your energy effectively through.
  • Rock Climbing: Slower movements help you maintain balance and control on the wall, leading to fewer falls.

In Life

  • When overwhelmed: Slowing down is the best way to regain clarity in hectic and stressful times. Mindfully working with what you’re feeling, you can let go of anything that’s not serving you, shift your state, and establish a clear intention to move forward.
  • Careers: Without clarity that you’re on a path that’s aligned with your purpose and priorities, working harder for the next promotion won’t feel as meaningful. Slowing down helps you orient yourself in the right direction, and make shifts if necessary.
  • Rest: To maintain great energy, you need to slow down, rest, and refill the gas tank.

And that’s just the tip of the iceberg!

Part 3 coming soon!

Slowing Down To Go Farther | Part 1/4

Slowing Down To Go Farther | Part 1/4

Based on text by Patrick Buggy

“Where else have my instincts been this wrong?”

This thought flashed across my mind while golfing with a friend.  I’m pretty bad at golf. And it showed in my performance.

I wanted to hit the ball farther, so I followed my instincts and swung the club harder!

Makes sense, right? “More effort = More progress!”

But my instincts were wrong. Putting more “OOMPH” into my swing made my performance worse.

  • I was less accurate
  • The ball didn’t travel farther
  • And I had used more energy in the process

I didn’t know what to do about it! Fortunately, I was with an experienced golfer. On the next hole, they told me to slow down my swing.

At first, this didn’t make sense. (“Doesn’t slower mean less power?”) But I gave it a try.

To my astonishment, it worked! hit the ball farther and straighter than I had hit it all day! By slowing down, I had better form and struck the ball better.

The Paradox of Slowing Down to Go Farther

I think about that day on the golf course often. It taught me a powerful lesson: Doing more isn’t always better. If you want to make more progress, start by slowing down.

The goal of slowing down isn’t actually to go slower. It’s about taking action in the most effective way.

Optimizing for the effectiveness of your approach, is key to making the overall journey better.

In this case, “slowing down” means optimizing for:

  • Quality over quantity: Doing things well instead of doing more things.
  • Sustainability of effort: Doing something you can sustain, enjoy doing, and want to keep doing.
  • Intentionality over reactivity: Doing what you’ve decided you want, instead of letting others dictate your path for you.
  • Open consideration over attachment: Doing what’s optimal, letting go of attachments to “the way things are” or “the way we’ve always done it”.

The Navy Seals have a saying that encapsulates this premise: “Slow is smooth, smooth is fast.”

When you do something more slowly, you’re more intentional, and can make it smooth. Smooth means high-quality. And high-quality is effective, which means you make better progress in the long-run.

But if slowing down is so important, why don’t we do it more often? Why isn’t “mindful and slow” our default state?

Why it’s Hard to Slow Down

There is a toxic narrative present in modern society: “More is better.”

You see it in the form of rampant consumerism across the world. But the same story bleeds into other areas of life, often without realizing it.

And it contributes to a destructive thought-pattern when trying to make progress on things you care about.

“If I’m not seeing the results I’d like, then I need to do more! Hustle harder! Do it faster! Put more effort into it!”

There’s something attractive about the idea that hard work can solve all your problems. It’s simple and gives you a clear path forward. To be fair, it’s rooted in a gem of truth: action begets results.

But it’s not the whole story. How you do something matters just as much as the fact that you do it.

Part 2 coming next week!

How to Design Meetings Your Team Will Want to Attend

How to Design Meetings Your Team Will Want to Attend

Nov 14, 2017: Weekly Curated Thought-Sharing on Digital Disruption, Applied Neuroscience and Other Interesting Related Matters.

By Paul Axtell

Curated by Helena M. Herrero Lamuedra

There’s a lot of advice out there about how to make meetings more efficient and productive. And while it’s true that leading focused, deliberate conversations is critical to organizational performance, meetings aren’t just about delivering results. There’s another outcome that leaders should be paying more attention to: creating a quality experience for each participant.

What is a quality experience in a meeting? I define it as when employees leave feeling more connected, valued, and fulfilled. Of course, you should still be focused on achieving the meeting outcomes, but thoughtful meetings and productive ones don’t have to be at odds.

We begin by asking people to reflect on their best team experience and answer two questions: What does a powerful group look like? What does it mean to be powerful in a group?

The second question typically elicits answers like these:

  • “I never left anything important unsaid. When I spoke, I felt like I was being heard, and I believed that what I said had an impact.”
  • “It felt like I was really a member of the group. Everyone seemed genuinely interested in each other and in what was going on in our lives.”
  • “I knew that I added value, both in the meetings and outside of them.”

In other words, each group meeting added to the experience of being a productive, valued member of the group.

Here’s what I’ve seen leaders do to create that quality experience:

Work hard on being present. Take adequate time to prepare so that you can be available and attentive before and during the meeting. If you’re running late because of another meeting or still thinking about how to conduct this meeting, you’ll be preoccupied and not truly available for anyone who wants to connect.

Preparation allows you to relax about leading the meeting and pay more attention to “reading the room” — noticing how people are doing as they walk in, and throughout the meeting.

Demonstrate empathy. People associate attention with caring — your attention matters. Observe, listen, ask thoughtful questions, and avoid distractions and multitasking. Empathy is a learned skill that can be practiced by simply setting aside your phone and computer for two to three hours each week and really listening to someone. Meetings can be your primary place to hone this skill.

Set up and manage the conversation. Ask the group for permission to deliberately manage the conversation. It’s important to establish some guidelines about distraction. Ask people to:

  • avoid using technology unless it is pertinent to the topics
  • avoid any distracting behavior — verbal or nonverbal
  • listen and respect people when they’re speaking
  • invite others to speak if their view needs to be heard

Include enough time on every topic to allow broad participation. This means having fewer agenda items and more time allocated to each topic. As a target, put 20% fewer items on your agenda and allow 20% more time for each item.

Slow down the conversation to include everyone. I like the idea of social turn-taking, where you have a sense of who has or hasn’t spoken and whether the conversation is being controlled or dominated by one or more people. You don’t need to set this up as a rule, but you can model it as an inclusive style of conversation, so people become more likely to notice who hasn’t spoken yet.

To implement this practice, call on people gently and strategically. By gently, I mean make it feel and sound like an invitation — not some method of controlling participation. By strategically, I mean think through, during your preparation, who needs to be part of the discussion for each topic. Ask yourself:

  • Who would be great at starting the conversation?
  • Who is affected by the outcomes and therefore needs to be asked for their view?
  • Who is most likely to have a different view?
  • Who are the old hands who might sense whether we are making a mistake or missing something?

Check in with people at specific times. Begin each meeting with a question: “Does anyone have anything to say or ask before we begin?” Ask it deliberately and with a tone that signals that this conversation matters to you. And then wait. Pausing conveys that you’re not interested in getting to someplace other than right here, right now — that this conversation matters. Don’t spoil your pauses by making remarks about the lack of response or slowness of a response. People often need a few moments to reflect, find something to say, and think about the best way to express it. Just wait.

Once people realize that you are willing to pause, they’ll become more aware, and when they have a question, they won’t worry that they are slowing down the meeting.

High-quality conversations with broad participation allow people to get to know each other in ways that lead to friendship and collaboration. It’s the act of being with other people in an attentive, caring way that helps us feel that we are all in this together. Crafting a quality experience in your meetings takes time, but it’s worth it.