Most leaders face the challenge to get more done with less time. Our so called time-saving technologies like smart phones, texting, and faster internet have actually done the opposite. They have created more work for us because they often make us accessible 24/7. This availability and rapid speed of communication has created the expectation from others that we should get more things done, and get them done faster. This reality tempts us to think that multitasking can actually save us time to meet the demands of life and leadership. However, multitasking as a way to increase productivity is a myth. Neuroscientists are now learning that multitasking negatively affects leadership in several ways.
Wise leaders understand that a key to productivity lies in their ability to focus their attention on what’s most important at the moment. And as neuroscientist Daniel J. Levitin writes in his book The Organized Mind: Thinking Straight in the Age of Information Overload, “Multitasking is the enemy of a focused attentional system.” (The Organized Mind, p. 16)
Before I give the 7 ways multitasking dumbs down your leadership, a quick explanation of multitasking will help.
When I say multitasking, I don’t mean that we can’t do two things at once. We can drive and talk to our spouse at the same time. We can jog and listen to a podcast on our iPods at the same time. And we can wash dishes and talk to our kids at the same time. We can multitask when one of the tasks is imbedded in the habit center of our brain (the basal ganglia), like driving. We drive without thinking about driving.
But multitasking that I’m writing about is attempting to do two things simultaneously that requires the focused attention of the executive center of our brain (the pre-frontal cortex), like listening to a podcast and answering email at the same time.
With that concept in mind, here are 7 ways multitasking will dumb down your leadership. Daniel Levitin expands on these concepts in his book. I highly recommend it.
- Reduced efficiency: Multitasking is not really multitasking. It’s simply switching rapidly from one task to the other and that switching carries a cost. It’s called task switching cost. We actually are less efficient with our time when we try to simultaneously do two attentional tasks versus doing them consecutively.
- Foggy thinking: Multitasking increased the production of the stress hormone, cortisol. When this happens we get anxious, our brains get overstimulated, and our thinking gets scrambled. This results in foggy thinking.
- Dopamine addiction: Multitasking can cause the feel good, reward neurotransmitter dopamine to increase by rewarding our task switching. The brain loves novelty and when we switch tasks and find something novel in that switch, we get a tiny feel good boost. An example is that while you’re preparing a sermon or talk, you tell yourself, “I’ll just quickly check Facebook to see if I see something interesting.” If you do see something interesting it reinforces this pattern of distraction because it feels good. And then when you get back to your sermon prep, you again experience the cost of that task switch. It’s the, “Hmmm, now where was I?” As Dr. Levitin writes, “Instead of reaping the big rewards that come from sustained, focused attention, we instead reap empty rewards from completing a thousand little sugarcoated tasks.” (p. 97)
- Reduced problem solving ability: Multitasking can actually reduce your problem solving performance by the equivalent of 10 IQ points. People who regularly multitask have poorer short term memories which diminishes problem solving ability.
- Important information goes to the wrong part of your brain: One neuroscientist studied students who tried to do homework while watching TV. He found that information from their schoolwork did not go into the part of the brain responsible for memory (the hippocampus) where it should have.
- Depletion of brain nutrients: The brain gets its fuel from two sources: sugars (glucose) and oxygen. When we multitask, we actually burn up the brain’s fuel which leaves less fuel for the more important mental tasks required of leaders. Yet when we stay focused on an important task, we actually reduce the brain’s need for glucose.
- Impaired decision making: When we constantly switch tasks, we’re faced with more and more decisions we must make. Do I answer this email now? Should I file it somewhere for later? Do I answer that text message now or later? As a result we lose impulse control because our brains tire from constant decision making. As a result we lack sufficient mental energy to wisely make decisions for more important issues.
So you can see that multitasking does not really save us time or help us become better leaders or pastors. The next time you catch yourself tempted to multitask, reread this post. It just might help you become a better leader that day.
How have you seen multitasking affect your leadership?
When you think of a ‘fool’ often a humorous movie character comes to mind like the Three Stooges, Don Knotts, or Jerry Lewis. But Proverbs gives a different slant on a fool. We are to avoid them, not argue with them, or refuse to employ them. Proverbs describes fools as unwise, unteachable, proud, and blinded to their foolishness. But can pastors sometimes act like fools? I think so. Consider these 11 traits of a foolish pastor.
- Foolish pastors live in a black or white world. Very little is gray for them.
- Foolish pastors think they have all the answers. Because of their education, experience, or “God’s anointing,” they believe God made them the repository of all correct answers and good ideas.
- Foolish pastors are blind to their own weaknesses. When someone tries to help them see their blind spots they often respond with, “Yea, but….” They seldom receive correction well. They give an excuse for everything.
- Foolish pastors shift blame and minimize responsibility instead of owning up to their mistakes and errors of judgment. They often defensively react.
- Foolish pastors take credit instead of giving credit to others.
- Foolish pastors see themselves as victims… of misunderstanding from others (they just don’t know what it’s like being a pastor), a bad church situation, or a resistant board they inherited when they came to their church.
- Foolish pastors think they deserve special treatment like discounts at stores or deference from others because of their position.
- Foolish pastors resist accountability. They like to make their own loosey-goosey schedule. Since they are “always on” they justify not keeping a reasonable office schedule.
- On the other hand, some foolish pastors think they are at the beckoned call of everyone in the church. They take pride in being available to others 24/7. Unfortunately, their family and personal life suffers.
- Foolish pastors don’t see how they suck the life from others with their demands, passive aggressiveness, or whiney attitudes.
- Foolish pastors ultimately flame out, burn out, or compromise their morals and integrity. They simply will not last in ministry.
Fortunately, I’ve only met a few foolish pastors. One foolish pastor I knew destroyed two churches, his marriage, and sullied the reputations of the good pastors in his community (guilt by association).
Most pastors are men and women of integrity who sacrifice greatly for a call greater than themselves.
I applaud you.
I love you and hope my blogs and books encourage you.
But…if you are a foolish pastor, please turn from your foolish ways and find someone who will help you before it’s too late.
What are some other traits you’ve seen in foolish pastors?
A pastor’s life is filled with both ups and downs. Sundays can be either. Good attendance, a message well-received, and positive people can make it an up day. Low attendance, poor offerings, and critical people can make it a down day. However, in my thirty plus years of ministry whether Sunday is up or down, I’ve found that most of us pastors often face the Monday morning blues. What can we do about them? Here are six suggestions I’ve learned through through the crucible of church life.
- Remind yourself that one down Sunday does not determine destiny. Sometimes my sermon is barely a bunt. Sometimes it seems the harder I preach, the more people’s eyes glaze over. Sometimes everybody decides to take their kids to Six Flags on the same Sunday and attendance tanks. Stuff happens. But I’ve discovered that when I take the long view of ministry, those down Sundays don’t loom as large.
- Refuse to second guess. Sometimes I’m tempted to dwell on how I could have organized my sermon to make it better. Or, I wish I had not preached so long. Or, I wish I had responded more tactfully to a critic. Potentially I could rehash the entire day and beat myself up for what might have been. But I’ve learned that second guessing in that way seldom solves anything. Yet, there is value in a healthy review which leads to my next suggestion.
- Develop a learning mindset. I’ve tried to create a learning environment at our church. I encourage staff and volunteers to learn at every turn. If something doesn’t go well or fails I ask the person involved, “What did you learn?” It’s just as helpful for us to ask ourselves that same question. Objectively review a Sunday service will yield good learnings. But the purpose is key. Review not to focus on what went wrong to then ruminate and regret. Rather, state what went wrong and ask yourself what you can learn from it to make things better next time.
- Realize it’s normal to feel a bit out of sorts. Sundays are usually stress-filled days and our body turns up the stress hormone, cortisol, and the neurotransmitter, dopamine, which is involved in reward and motivation. Usually Mondays don’t offer as much stimulation so your body is adjusting back to normal levels of these chemicals. As a result, you may feel a bit blue and unmotivated. There’s probably nothing wrong with you. Give yourself a day and you’ll feel back to normal.
- Never forget that feelings and thoughts don’t really mirror reality. When we feel down and discouraged, it’s easier to believe our feelings and the commentary we add to them. I’m a …. I just can’t …. I’ll never …. Our church will never …. Stepping outside our thought stream and reminding ourselves that our feelings are not reality is easy to do, but heard to remember to do. Yet, so very necessary to keep a healthy emotional life. The next suggestion has helped me do this.
- Think about what you are thinking about. The term for this skill is called metacognition. In other words, pay attention to your inner chatter that goes on when you daydream and think about what happened on Sunday. Neuroscientists tell us that we have five times more negative networks in our brains than positive ones so we naturally dwell on the negative. Because of this they’ve discovered that a wandering mind tends to make us unhappy. So during the day when you feel blue, periodically listen in to your silent, mental commentary and change it when it turns negative.
As I’m well into my second half of life, I’m realizing that managing the Monday morning blues actually gets easier. Perhaps it’s because after so many years of mishandling them, I’ve finally learning how to deal with them. Perhaps it’s because I’m more able to keep a big picture perspective. Perhaps it’s simply a result of growing wiser. Whatever the reason, I imaging the same will hold true for you, no matter what stage of ministry you’re in.
Remember these words from the writer of Hebrews, Let us fix our eyes on Jesus.’
What has helped you deal with the Monday morning blues?
As leaders, it seems we spend an inordinate time in meetings. However, we can’t lead well without face time with others. And face time means we must meet with our teams in person. At the same time, an unproductive meeting wastes time and creates frustration. What are some common meeting killers? Consider these 11 and potential solutions for each (some very obvious).
- You do more than 25% of the talking.
- Solution: monitor how much you talk and ask others off-line if they feel like you jabber too much.
- Team members regularly jump to conclusions and make pre-mature judgments about what others say.
- Solution: train your team that great listeners seek understanding first before being understood (a famous Covey quote)
- Some people seldom speak up.
- Solution: specifically ask the quiet ones what they think about an issue.
- Team members get easily hurt and offended when their ideas aren’t received well.
- Solution: if a staffer consistently does this, talk off-line and find out what root issues are causing the touchiness.
- There is too much happy talk. Seldom do you discuss emotional and/or difficult issues.
- Solution: don’t fear difficult conversations. Encourage them. Those can provide some of your greatest leadership learnings.
- Someone interrupts to complete somebody else’s sentences when he or she is having a difficult time formulating ideas.
- Solution: if that happens, ask the person who was cut off if she felt she was able to fully share her thoughts.
- Personal stuff comes up that should have been addressed off-line and 1-1.
- Solution: set expectations annually about how you expect meetings to go. Include the importance of discussing personal issues off-line.
- Too many rabbits get chased that have nothing to do with the agenda items.
- Solution: if you lead the meeting, again, set the expectation that as the meeting leader you have the prerogative to shoot the rabbit.
- You try to accomplish too much in a meeting and as a result feel rushed.
- Solution: schedule different kinds of meetings…perhaps some need to focus on weekly tactical items while others should focus on just one or two strategic items.
- Your meetings are waaaaay too long.
- Solution: Shorten your meetings. Meetings beyond 2-2 1/2 hours are seldom productive unless you break them up with lunch, dinner, or something that isn’t mentally draining.
- You don’t start or end your meetings on time.
- Solution: start and end on time.
What meeting killers have you seen in your experience? How have you killed those killers?
Recently I heard Malcolm Webber speak about leadership. With a PhD in organizational leadership and author of over 30 books, he understands the current leadership culture like few others I’ve heard. He leads an organization called LeaderSource and speaks to and trains leaders all around the world on the subject. As one of the brightest and most innovative leaders/leadership consultants today I had difficulty taking notes fast enough because most everything he said was worth remembering. Here are some highlights.
- Great leaders must say yes to the right things.
- Leaders must not confuse activity with results or size with success.
- Leadership development is not discipleship. A discipled leader is assumed.
- The three parts of the leadership process are:
- Identification (what John Maxwell calls Discovery)
- The biggest problem in leadership today is working with the wrong people (a paraphrase from the great missiologist, Ralph Winter)
- Jesus’ men did not sign up. They were chosen.
- Damaged leaders damage others.
- There are two fundamental, foundational issues that must be in place for prospective leaders:
- They can think. They…
- think ahead and outside normal patterns
- learn from mistakes
- remain teachable and adaptable
- think conceptually and holistically
- embrace ambiguity.
- They act. They…
- don’t wait for someone else to act
- are probably already leading somewhere
- take responsibility and initiative
- challenge the status quo
- energize others.
- When choosing leaders, keep these four ideas in mind.
- Look for people who think.
- Look for people who act.
- Look for people about whom you can observe their lives.
- Look for people who deeply depend on God.
- Potential is not performance.
What insights about leadership have helped you lead well?