I’m sure you are aware of your daily rhythms. You know when you are sharp and when you are sluggish. So why not schedule your day to better align with those rhythms?
Thinking Work
Some work requires intense concentration. I need uninterrupted time blocks when I’m fresh to:
- Develop facilitation plans for upcoming meetings.
- Develop workshops.
- Write.
- Edit.
Productivity Windows
My productivity window for this sort of work is in the morning, between 7:00 and 10:30 a.m. I’m currently editing this post in that window. If I hit it hard during that time, my brain needs to do something else for the rest of the day.
Even if my morning isn’t as productive as it could be, after lunch is rarely good for thinking work. My energy level wanes and I am more easily distracted.
This is why afternoons are my preferred time for doing things that either don’t require intense brainpower or are so engaging I can’t help but to throw myself into the activity. Whenever I can, I schedule for later in the day activities that involve other people and/or getting up and moving.
Shared Biorhythms
Suppose you and lots of your coworkers share my daily productivity biorhythms. Take a poll and find out if it’s true. It’s possible you’ll have some folks who are just the opposite. You may also find another shared productivity window. I often get a second burst of creative energy around 3:30 that lasts until quitting time.
Common Quiet Time
If many people say they are more productive in the morning, then I have a suggestion. Don’t schedule morning meetings. No staff meetings. No one-on-ones. No project updates. No meetings. Make this a company-wide practice.
People can use their mornings to get done what they are personally responsible for producing. They can write reports, do paperwork, process in-boxes, write code or make outbound calls. They just can’t distract their coworkers from the tasks they are working on.
If the concept seems extreme, try establishing one morning each week to be meeting-free. Give it a three-month trial, and then ask people what they think. I suspect you’ll be expanding the concept after your evaluation.
I know what you’re thinking. A room full of tired, worn out coworkers is a recipe for meeting disaster. It is if you plan to talk at the group for an hour or two.
But that’s not the kind of meetings you lead. Yours are necessary, interactive, and highly productive. Your meetings wake people up and give them energy. That sounds like the perfect after lunch activity.
Who’s willing to give this idea a shot?
To learn more, you might want to check out Daniel Pink’s newest book, When.