Besides Barbados, more countries are offering special visas to remote workers. Here’s an good survey: Why Work From Home When You Can Work From Barbados, Bermuda or … Estonia? (To that list add Georgia.)
For a long time, back when I had a regular job, this was all I wanted from life: Welcome Zoomers – Barbados invites you to work from the beach
For a fee… you can take your Zoom calls from a real pristine white sandy beach, instead of merely selecting it as a virtual background.
In actual fact, I’m not well-suited to remote work. I lurch toward polar-opposite failure modes (getting no work done at all, and turning my home into a digital sweatshop). But that doesn’t mean I wouldn’t have jumped at the chance to live and work (remotely) on a Caribbean island.
In yet another dispatch from the productivity journal “Duh!”:
“Other research shows that one of the best ways to reduce transmission [of illness] in the workplace is to provide paid sick leave that encourages ill employees to stay home.”
Deep Work: Rules for Focused Success in a Distracted World by Cal Newport.
At some level, I’ve always understood deep work—the sort of work where you sit down and focus on your task for 20 or 60 or 90 minutes, long enough finish a difficult task, or make real headway on a big project.
Even when I was quite young I’d use it to get large amounts done on some big project I’d made for myself. Deep work let me create codes and ciphers for securely communicating with Richard Molenaar. It let me create maps of the wooded areas in our neighborhood where we’d play, and then assign fantasy or science-fictional elements to them. Once it let me write quite a bit of scripture for an imaginary religion. Deep work let me create maps and keys for D&D adventures I was going to be DM-ing.
I’ve never quit using deep work on my own projects. At Clarion writing a short story every week entailed a great deal of deep work. Writing an article for Wise Bread was best accomplished with an hour or so of deep work.
For other people’s work—in school, in college, and as an employee—I more often used it to enable procrastination: On any small or medium-sized project I knew I could sit down a couple of days before a task was due and crank through the whole thing in one or a few long sessions of focused work.
Given that it was such a useful capability, I’ve long thought it was kind of odd that I never really honed my capability for deep work. But through the lens of this book, I think I’m coming to understand it now.
I used to think it was because I was lazy. It was only when I quit working a regular job and started writing for Wise Bread that I came to understand that I was never particularly lazy. Rather, I just didn’t want to do stuff I didn’t want to do. Lacking that understanding I did a poor job of arranging my (work) life so that there was a lot of work I wanted to do and only a little that I didn’t want to do. Once I had work that I wanted to do, I jumped right into using deep work to get it done.
Although I take my full share of the blame for not doing a better job of maximizing the work that I wanted to do, my various former employers also deserve plenty of blame. They routinely deprived me and (most of) my coworkers the opportunity to engage in deep work.
First, they tended not to assign people a single top-priority task, but rather a set of tasks of shifting priority. (I don’t think they did it in order to be able to blame the worker when they focused on the tasks that turned out in retrospect not to be the right tasks, although that was a common result. Rather, they were just abdicating their responsibility to do their jobs as managers.)
Second, they were (especially during the last few years I was working a regular job) constantly interrupting people to ask for status updates. (One randomly timed query along the lines of “Are you going to have that bug fixed by Thursday?” which from the manager’s point of view only interrupted me for 20 seconds could easily undo 60 or even 90 minutes of stack backtrace analysis.)
At some level it was clear that the managers understood this, because there were always a few privileged engineers whose time for deep work was protected. The rest of us resorted to generating our own time for deep work by coming in early or staying late or finding a place to hide or working off-site—all strategies that worked, but not as well as just being able to close the door of our office and focus.
It wasn’t all bad management though. There were times when there was no external obstacle to doing deep work, and yet I’d not be highly productive. It’s only in retrospect that I’ve come to understand what was going on here: When I suffer from seasonal depression I find it very hard to do deep work. As a coping mechanism—as a way to keep my job when I couldn’t do the deep work they’d hired me to do—I started seeking out shallow work that I could manage to be productive on.
It’s from that perspective that I found Deep Work even more interesting than the book that lead me to Cal Newport’s work, his more recent Digital Minimalism (that I talked about briefly in my recent post on social media).
The first part of the book is about what deep work is and makes the case that it’s valuable—things that, as I said, I understood. The rest of the book is largely devoted to teaching you how to arrange your life to maximize your opportunities for bringing deep work to bear on the work you want to get done. That part, in bits and pieces, helped me understand myself in a way that I really hadn’t before.
Deep work is the way to get a big or difficult task done, but everybody has some small or easy tasks that also need to get done, so there is plenty of opportunity to make effective use of shallow work as well. Newport lays out the distinction well and provides some clear guidelines as to when and how to use shallow work to do those things where it makes sense, and in a way that protects time for deep work. He also talks about the appeal of shallow work—it’s quick, it’s easy, it’s “productive” in the sense that a large number of micro-tasks can be quickly ticked off the list.
It’s been very good for me to be reminded of all these things, because it’s easy to fall out of the habit of using deep work to do big or difficult things. The sort of rapid-fire “productivity” of shallow work has its own seductive appeal, especially in the moment. It’s only after a week or a month of shallow work, when I look back and realize that I haven’t really gotten anything done, that I tend to remember the distinction—and then pointlessly feel bad that I haven’t made any progress on the big things I want to get done.
Deep Work by Cal Newport is a great book for anyone who wants to do big or difficult things. (Also for people who manage such workers, although I don’t expect they’ll want to hear the message.)
At least since David Allen’s Getting Things Done it’s been widely advised that to-do lists be specific to “context”: You have a list of things to do at the office, a list of things to do when you’re at the phone, a list of things to do when you’re in the car, etc.
In the fascinating article Productivity for Precious Snowflakes, Tiago Forte suggests that these sorts of context are much less important than one’s internal context.
Trying to make this work with a to-do list is crazy:
It is not at all clear what must be done and in what order; in fact, it becomes ever more clear that most of the tasks we execute don’t make much of a difference, while a tiny percentage randomly and dramatically influence the course of our work and our lives. It makes sense to invest more and more resources in making that distinction, because the absolute fastest way to complete a task or reach an objective is to realize you don’t have to.
The article goes on at some length with tips for figuring out what state of mind is best for what tasks. And more to the point, figuring out what tasks are best suited to be completed given your current state of mind. And, even more to the point, how to break up your larger tasks into pieces that can be effectively worked on by you in different states of mind as you happen to find yourself in them. There’s also some suggestions on how to learn to enter states of mind that you’ve found to be useful.
Not a new article, but an interesting one.
Despite the unnecessary casting of aspersions on millennials in the setup to this piece, it’s both pretty good and pretty satisfying.
There are many things about looking for a job that suck, and the way potential employers treat you—beginning with running your resume through an opaque filter that decides whether you get an interview or not, and ending with simply never telling you that you didn’t get the job—is near the top of the list.
Given that, I have considerable sympathy with employees who find a better job taking the easy way out for quitting: just not showing up. (Frankly, I’m sure employers would totally do the same thing if there wasn’t a Department of Labor telling them that they had to pay you for any hours that you work after they secretly let you go.)
It would be very easy for employers to avoid this fate almost entirely. First, by treating their employees with respect, like people who matter as individuals. Second, by making sure that their employee’s interest align with the interests of the enterprise, though things like an equity interest and bonuses that depend on the success of the enterprise (rather than on stupid metrics that supposedly measure the employee’s performance).
“Employees leave jobs that suck,” they said in an email. “Jobs where they’re abused. Jobs where they don’t care about the work. And the less engaged they are, the less need they feel to give their bosses any warning.”
At 5:30 AM, as Jackie heads to work, the sun has not yet risen. It won’t rise until 5:39 today. Worse, the encroaching darkness is speeding up: It won’t rise until 5:45 a week from today.
My friend Mart lost her job this week.
I know all about losing a job. Over the years I was fired or laid off four times.
Getting laid off is humiliating and insulting. The process is stressful and and unpleasant. The aftermath, where you have to deal with your feelings about the fact that other people kept their jobs while you lost yours, at the same time that you deal with having a sharply lower income, layers more stress and unpleasantness on top of that.
Losing a job is also frightening. It fills your future with unknowns.
The middle time I was laid off, my former employer hired an expensive outplacement firm to help us make the transition. We had a series of meetings at an off-site location where a counselor gave us advice on dealing with the emotional and practical issues. Although the somewhat simplistic advice was another layer of insult piled on top of the insult of being let go, it was actually pretty well done. I used what I learned there for pep talks that I’d give former coworkers when they were let go. I used it as the basis for part 1 (losing a job) of the Wise Bread series I wrote on getting by without a job.
These last few decades—as the whole economy has adjusted to eliminate the working-class jobs that used to provide a middle-class standard of living—losing a job has become even worse than it was back when I lost mine. And yet, while losing a job is a pretty bad thing, but it’s not always purely bad. Even people who love their job don’t love everything about it. (Mart in particular, I think, loved books a lot more than she loved her job at a bookstore.)
Still, losing a job sucks, even if things go as well as possible after that.
A conscious effort to spend more quality time taking part in different things that enrich our experiences rather than ‘going with the flow’ and letting things ‘bloat’ our weekend calendar.