The 4-Step Process for Meaningful Work

The authors delve into the common scenario where knowledge workers spend a considerable amount of time, approximately 41%, on discretionary tasks that neither bring personal satisfaction nor contribute substantially to organisational goals. Why, then, do these workers persist in these activities? The authors argue that the instinct to cling to tasks that make us feel busy, coupled with increasing responsibilities imposed by bosses, creates a productivity paradox.

Birkinshaw and Cohen propose a solution: a conscious evaluation of how time is spent, prioritising tasks that truly matter, and outsourcing or dropping the rest. The authors experimented with 15 executives across different companies, resulting in a significant reduction in low-value tasks—desk work decreased by six hours a week, and meeting time dropped by two hours a week. The positive outcomes were notable, with instances like a 5% sales increase for a manager who shifted focus from administrative tasks to team support.Birkinshaw and Cohen propose a solution: a conscious evaluation of how time is spent, prioritising tasks that truly matter, and outsourcing or dropping the rest. The authors experimented with 15 executives across different companies, resulting in a significant reduction in low-value tasks—desk work decreased by six hours a week, and meeting time dropped by two hours a week. The positive outcomes were notable, with instances like a 5% sales increase for a manager who shifted focus from administrative tasks to team support.

Knowledge workers pose a unique challenge for managers due to the subjective nature and often invisible aspects of their work. The authors conducted interviews across various industries and found that even high-performing individuals spent a considerable amount of time on non-value-added activities. Commitments, fear of letting down colleagues, and the psychological benefit of feeling busy contribute to the difficulty of shedding these tasks.

The authors also acknowledge that organisations share responsibility for suboptimal productivity. Cost-cutting measures have led knowledge workers to take on low-value tasks, and risk-averse corporate cultures hinder the delegation of work. Despite attempts to implement productivity initiatives, changing institutional norms prove challenging, often met with resistance or creative circumvention by knowledge workers.

Ultimately, Birkinshaw and Cohen outline a practical process for knowledge workers to enhance productivity:

To conclude, you must commit to your plan. Share the plan with a supervisor or mentor to establish accountability and prevent a relapse into old habits. The authors also emphasise that the proposed process requires minimal effort and no top-down management directives. The intervention aims to empower knowledge workers to become more efficient, effective, and engaged without major organisational overhauls.

As you contemplate optimising your workday, consider the profound impact of this four-step process. To further enhance your mindset and productivity, you can also explore coaching. It’s never too late to take a step toward a more fulfilling and empowered professional life by unlocking the true potential of your time.

References:

Birkinshaw, J., & Cohen, J. (2013, September). Make time for the work that matters. Harvard Business Review.