Ethan Evans Profile picture
Aug 11 13 tweets 2 min read Read on X
Most of us are busy, not productive. Yet, actual productivity is what leads to success. Here is why busyness sucks us in and how to be productive instead.
Generally, “busyness” is easier than true productivity. It is easier to check emails and reorganize files than to do meaningful work on hard problems.

Things are rarely valuable, easy, and praiseworthy at the same time. When they are, those things get done very quickly.
But, when the valuable work is hard or scary, we gravitate towards easier busywork that people will praise us for doing or criticize us for not doing.

The simplest example here is email, Slack, or other messages.
People are happy when we get back to them. If we don't get back to them, they follow up with us or complain. There are social expectations about being responsive, and it is generally easy to do.

So, we do it.
Most of you have heard of the Eisenhower Matrix, the 2x2 grid that contrasts Urgent and Important.

I think this matrix misses a big point, which is what is emotionally easy.
Imagine another matrix with “valuable” and “easy” on it. We all do the valuable work that is easy, but then we drift towards the easy, non-valuable work rather than the work that is valuable and hard.
This happens for a few reasons:

1) Someone expects that work from us (a response, a report, etc.). We can check off an item and get some praise/avoid some criticism for doing it.

2) It is not scary and takes little effort

3) We tell ourselves that we will "clear our plate" and then tackle the hard thing
But the easy work is endless, and if we ever do finish, it is late in the day and we tell ourselves that we are too tired to do the hard thing. We plan to do it in the morning, but then our inboxes fill up with distractions overnight.
As much as I believe in the “Urgent versus Important” contrast of the Eisenhower Matrix, I think the deeper opportunity is in learning how to face the hard work first.
This is work that:

1) Scares us because we might fail

2) Takes painful effort, that we dislike or feel we aren't good at doing

3) Is long-term, where we won't get praise for months or years, if ever
The reason we don’t do this work is the same reason that we delay other things.

For example, why aren't we all in amazing physical shape? Because push-ups and running are less pleasant than ice cream and video games
Or why are we not all brilliant inventors? Because coming up with great ideas and bringing them to reality is way harder than doing what we are told.

So, what can you do?
I have only one recipe, which is:

1) Admit the problem (distraction) and commit to doing your hardest work first in the morning

2) Protect your energy to do this. I am a night owl and morning is still the best time for this.

3) Once you do the hard thing, reward yourself with the easy stuff, even if it is low value.

See Cal Newport's "Deep Work" for more techniques.

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More from @EthanEvansVP

Jul 22
Today, I am excited to share a powerful new tool to get a job or promotion. It works by helping make a strong visual and emotional connection with the manager.
The Straight Truth is that hiring decisions are as much about *feelings* as they are about *facts*. If you can get the hiring manager to believe that you are the right person for the job early on, they will come up with reasons to justify that you are the best person as the hiring process continues.
It is difficult to do this with just a resume.

The first resume was sent by Leonardo Da Vinci in 1482. Now, hiring managers drown in dozens or hundreds of similar applications that have not changed much in 500+ years since Da Vinci.
Read 11 tweets
Jul 21
A reorg is coming. Are you positioned to move up when it does? You actually have a lot of control over how these situations turn out for you - let me explain.
Here are some stories from my coaching clients to help prepare you:

-I have (at least) one client dreaming of when their boss might move on

-I have another client who is in a top level role, planning a massive overhaul of his team. His actions mean that hundreds of people on his team will be impacted.

-A third client just got a big promotion because he was ready when a reorg hit
The key thing to learn from this third client is that he had no idea if or when change was coming.

But he did the work to be ready.
Read 12 tweets
Jul 16
I made it to Amazon VP because my managers fought for my promotions. They fought for my promotions because I met the 3 criteria that a manager needs to risk their reputation on you:
1) Good work performance

2) They trusted me

3) They "liked" me

The two pieces of “good work performance” are quality and reliability. Basically, your work should make their work easier. This is the groundwork on which the other two parts are built.
Trust means your manager can count on you in several key ways:

a) You will deliver/get the work done

b) You will make good decisions when they are not around

c) You will not surprise them with disasters or bad news

d) You help them look good
Read 7 tweets
Jul 14
Doing your job won’t get you promoted; managing up will. There are 6 key parts of managing up to executives:
1. "Be bright, be quick, be gone."

Executives are busy. Come to your conversations prepared with well-thought-out ideas, and then express them quickly and clearly. Then move on.
2. Avoid bad surprises.

Managing up before a crisis is way easier than doing it after the crisis begins. Stay on top of worrying signals and keep the executives informed before things blow up.
Read 7 tweets
Jul 10
Straight Truth: Each promotion in a career gets harder. Your peers get stronger and the number of positions decrease. Here is how to win:
For both Individual Contributors (ICs) and managers, there is a pyramid. Many roles at the bottom, few at the top, only one CEO.

This pyramid means that our competition gets stiffer at each level as our less talented, motivated, or driven peers drop behind us.
While this is obvious for personnel managers (you need only 1/10th as many leaders of groups of 100 as you need first level managers of groups of 10), it is also true for ICs. A project may need only one "Architect" and "Distinguished Engineer" isn't very distinguished if there are dozens of them.
Read 9 tweets
Jul 1
My first demo at Amazon failed in front of Jeff Bezos at the company all hands meeting. I have had to recover from visible disasters while on stage at several key moments in my career. Your career will stall out if you are not comfortable speaking in front of others.
You don’t have to be loud or extroverted, but you do have to express yourself clearly and confidently.

Here is why and how you can do this.
1) Why

To move up in your career, you need to create impact. To create impact, you must be able to influence your peers. One of the ways that you will need to do this is through speaking, both in small settings and to large groups in meetings.

As your role increases, you will need to speak to larger groups with more influential people with whom you have less of a relationship. You will be responsible for communicating to them in a way that advocates for your ideas, your team, and yourself.

If you can’t convincingly get your message across, you will not create impact and you will not get promoted.
Read 10 tweets

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