How often have you been working hard all day, dealing with all kinds of projects, handling endless requests and taking care of problem after problem all through the week only to get that odd feeling that, despite all that, you didn’t really accomplish anything, you probably dropped the ball on a couple of things, or you’re just too exhausted to want to do anything with whatever spare time you’ve got left?
Don’t worry, you’re not the only one experiencing that.
The problem largely comes from the fact that we’re taught to measure the value of our work based on how much time we spend doing it and how much stuff we get done, and to pride ourselves in our multi-tasking skills or, in other words, in our ability to do all kinds of things at the same time, or almost.
For many of us, however, this way of viewing productivity and professional success is a major source of stress, and often leads to overstrain and even downright, total exhaustion.
The solution? Slow working.
Still a bit obscure, but not quite new
To trace the origin of Slow Working, we need to go back to Italy in the 80’s (that’s 1980’s for millennials). There, journalist, sociologist and food critique Carlo Petrini launches Slow Food in opposition to Fast Food, as part of a greater movement called Slow Movement, which aims to counter modern society’s obsession with speed and consumption by promoting the benefits of a lifestyle centering on social interaction and the pleasure of taking the time to truly enjoy things.
The movement was later made popular by Canadian journalist Carl Honoré in his book “In Praise of Slow”, published in 2004.
Take it easy
The main principles underlying Slow Working are a more efficient management of one’s work time and energy, and the idea of working less, but better.
The application of those principles requires the prioritization of one’s tasks according to their importance, the added value they bring to the team or organization and, most of all, their contribution to one’s sense of professional and personal accomplishment. And one of the tools most commonly used to that end is the Eisenhower Matrix, which allows one to classify their tasks based on how important and how urgent – or not – they are.
Once those tasks have thus been classified, it becomes easier for the person to identify those they could push back or entrust onto someone else so that they can concentrate their time and energy on those that matter.
Time to take the time
Another important principle behind Slow Working is the value of the time taken to think about a task before starting it. Though this may sound a little counterproductive in a world where not actively doing something is harshly regarded, that time spent understanding and figuring out a task before undertaking it will largely be made up for by a more efficient realization of that task.
Bonus (and free) extra tips
Aside from managing your time and planning your tasks more efficiently, here are a few tips that will help you work less, but better:
- Use those periods where you’re at your best (e.g., in the morning) to handle complex tasks.
- Concentrate on one task at a time as much as possible.
- Limit distractions and interruptions while carrying out complex or demanding tasks.
- Don’t let yourself be distracted by impromptu demands or false emergencies.
- Finish a task before undertaking another one.
- Take frequent breaks, namely between tasks.
- Go get some fresh air after completing an important task – you’ve earned it!
It’s very important for you to take regular breaks so you can interact socially with your colleagues, and thus strengthen cooperation within the team and improve your sense of well-being at work.
Slowness doesn’t mean laziness
Beware! Slow Working does not promote laziness. It simply approaches work from a perspective revolving around a better employment of one’s time, energy and attention in the aim of achieving an optimal balance between productivity and well-being at work.