Lemanskills.com

How to Focus in the World of Constant Distraction?

Focus. Use your brain, you are not the monkey. You can control yourself while having an urge to use your phone for the 30th time during the last 15 minutes.

We hear it constantly when we want to learn how to be more focused, to not get distracted in this crazy world where literally everything can disturb us. Endless notifications on our phones, Teams/Slack pings, shiny new e-mail icon, phone calls, other people, kids, pets, noises from the street or neighbors’ apartments. As well as our own thoughts, constantly running as they want, making up stories that often aren’t even real.

And on the top of everything there is a constant change, another crisis that we need to deal with, endless task lists and multiple hats that every single one of us wear every day. How to stay sane and focused in that kind of environment?

How to be mindful about what we do in the world of a constant distraction? Let’s find out more about it today.

The myth of multitasking

I remember the times when I was a recruiter, it was around 8 years ago. And I can recall vividly some of the “requirements” sections that I saw all over the internet or that I’ve created myself.

“Multitasking” or “an ability to cover multiple tasks at the same time” was one of the most important skill that hiring managers were looking for. And we were looking for as recruiters in the resumes of our candidates. It was like a superpower: everyone wanted to have it (I remember training offers that were available back then shouting things like: “how to acquire a skill of multitasking”; true story) and everyone wanted to have those skills in their teams.

Multitasking. The key word of an efficient and effective employee. Such a shame that this is something completely pointless and misleading.

The truth is that there’s no such thing as multitasking. We cannot do two or more things at the same time with a proper focus. When you talk with somebody and go through your e-mail inbox, do you remember anything that this person have said to you? Or when you participate in a workshop or a webinar and responding on Teams or Slack at the same time, do you remember what you were supposed to learn during the session?

Exactly. You don’t, because it’s not possible. You cannot multitask, you can at most shift your attention really quickly from one thing to another. But the more you do it, the longer it is to come back fully to where you were a few seconds or minutes ago.

“One Thing” by Gary Keller and Jay Papasan is an amazing book about focusing on one thing at the time. One task, one goal, one person. One skill, one meeting. Do one thing, finish it, then start another one. No distractions, ignoring the notifications, focusing on what you do. It sound like a joke or the easiest thing in the world that even a monkey can do. But is it really that simple?

Try to do it today (or tomorrow, if you read this late in the evening). Do one thing at the time. Turn off the notifications on your phone and on your computer just for one day (if you can’t do it for longer for some reasons). When you do something, do it mindfully, with your full focus. If it lasts one minute at the beginning, that’s fine. When you eat breakfast, don’t scroll social media: focus on the taste, the smell, the temperature of the dish (by the way, when was the last time you actually experienced how the food you eat is like? Just saying.). When you talk to your friend, put the phone down: focus on what they say to you. When you do the task at work, do one thing. Make a mindful decision about what it is and how long you want to work on it. It’ll be uncomfortable at the beginning, that’s for sure. But it’ll pass and then you’ll see the difference.

Am I addicted to my phone?

How often do you activate your screen during the day? How long do you use certain apps that you have on your phone? You can easily check it in the settings section on your phone, using the option “screen time” or “daily device usage” (depends on what software you use).

Do you feel uncomfortable, maybe stressed when you don’t have your phone near you? A little panic when you can’t find it anywhere in your pockets? You can’t sleep when you don’t have your device on your night stand? (You’re saying that you have an alarm on it? Buy a clock and put it near your bed, it costs 5$).

More than 1 “yes” as answers on the questions above? It might mean that you are addicted to your phone. It’s like with any other addiction: sugar, binge watching of TV series, snacks or alcohol. It means that we can’t live in a balance without using a certain stimuli that has an influence on our nervous system. And smartphones became some kind of extension of our human identity: what you have on your phone is who you are as a person, it’s an integral part of you.

And this little devil is #1 source of distractions: social media or Teams/Slack notifications, e-mails, text messages, phone calls, notifications from countless apps we have. And every single sound or buzz is a kick off of the dopamine in our brain. It’s addictive and tech creators know very well about this. Be smarter, make a decision – don’t let the tech decide for you.

In or out of control?

The distractors that are present in our lives have different roots. Regarding that, they can be in or out of our scope of influence. Do you know where they land on the scale from “zero influence” to “full influence”? If you are not sure, you can use the Influence Matrix: it’s going to be its next application.

Make a list of all the things that distract you. Notifications (list all the apps that notifies you about anything): from your phone/computer/other device you have. People (at home and at work), noises in the background (in my case there are few construction sides around my building), endless thoughts that you have in your head and they never stop (i.e. worrying about certain things).

Now, put every item you gathered in one of two quadrants that are connected to the influence level. Treat it like that: do I have an influence to turn this distractor off? Can I physically do it? It’s a yes or no situation. Put those elements where they belong at the moment, no judgement: for now, it’s just an analysis. Focus on everything you can think about.

You have it? Now, start with the full influence part. Cut what you can within 5 minutes or less (the easiest will be app notifications). If you have less influence, or maybe you need to recontract with someone else the way of communication or being responsive: have those conversations right away or plan them during the next 2 weeks. It’s crucial to make an action, even if it’s uncomfortable. To protect yourself, your time and focus, you need to take care of what you need.

Now the low or zero influence quadrant. I’ll share my example: I don’t have any influence on how other blocks of flats in the housing area where I live appear. So, I have zero influence on the noises that are connected with the construction side (which is literally in front of my living room). I can use my energy and time to be angry, pissed off all the time, but what good it’ll bring me? That’s the example of the situation when we need to let it go. Use your headset or earplugs if the noise is unbearable, get yourself in a distance of what’s happening there. And if possible accept that it’s not going to last forever: the construction will be finished someday.

If in this quadrant you have pets, kids, other people who live in your home or coworkers: you need to come back to the contracting tool I linked above (pets will be hard to contract with, but other people are manageable). Set the rules of a deep work/focus time for yourself with them. Remember about using OK-OK position and a good intention in your communication. You don’t do it to hurt anyone: you do it to protect yourself and feel better, for you and for others as well.

How to stay OK-OK?

Staying in the OK-OK position is one of the most important things we need to do if we want to be more focused, to get rid of the distractions. Let’s say that we want to put some boundaries: we turn off the notifications and check our e-mails only 2 times a day. And one of our coworkers wrote to us a Teams messages: “did you see my e-mail?” (classic). In that case it’s really easy to go into the guilty road (I am not OK and they are OK quadrant), back out of the decision that we made and just respond to this e-mail.

But when you choose to behave that way, nothing will ever change. You are going to be more and more frustrated, mad at people that they don’t respect you. The truth is: you don’t respect yourself in the first place, if you allow those situations to happen. Instead of withdrawing the decision about the notification, you can answer: “I haven’t seen you e-mail yet, since as mentioned in my footage, in order to increase my efficiency I check my e-mail mailbox twice a day. My next slot for this is at 3PM, I’ll come back to you with an answer at that time”. Simple, from the good intention, protecting the boundaries. Hard? For some of us extremely, especially when you have a “Please People” driver on a really high position. But necessary to have a better life.

The bottom line

Living in the world of constant distraction is an inevitable thing. We can’t change how the whole environment is build, but we sure have an influence on how we operate within it. We are not monkeys (we share around 98% DNA code with some of them though), we can (and should) use our brains to make conscious decisions about how we use our focus time we have on this planet.

Do you want to spend your live mindfully, using your time in the best possible way and have a feeling of satisfaction at the end of each day? Or do you want to waste it on responding to distractors that in most cases don’t add anything good or valuable to your life?

The choice is yours.

Udostępnij

Komentarze

0 0 votes
Article Rating
Subscribe
Notify of
0 komentarzy
Oldest
Newest Most Voted
Inline Feedbacks
View all comments

Czytaj także

Leadership

Building a Product-Centered Organization: The Power Skills Leaders Need to Succeed

In the tech world, it’s easy to get caught up in the latest innovations, algorithms, or cutting-edge frameworks. As leaders, we often pride ourselves on our deep technical expertise. However, even the most advanced technology can’t save an organization if it’s not aligned around the product—a product that solves real customer problems, delivers value, and drives the company’s success. Yet, many leaders struggle to build a product-centered organization. Why? Because it requires more than technical know-how. It demands a set of “power skills”—social skills like communication, problem solving or collaboration—that many tech leaders have not prioritized in their own development. These skills are the foundation of Communication Intelligence (CQ), which is essential for creating an environment where people thrive and want to stay longer in their careers. So, how do we build a product-centered organization? Why is product focus so critical? And what do we, as leaders, need to do to make it happen? Let’s dive in into that today.   Why Product is the Heart of Your Organization?   At its core, every company exists to deliver value. Whether you’re building software, hardware, or services, your product is the vehicle that delivers that value to customers. A strong product focus ensures that every team, from engineering to marketing to customer support, is aligned with the same goal: creating something that solves real problems and delights users. When organizations lose sight of the product, chaos happens. Teams become siloed, with each department prioritizing its own metrics and goals instead of working together toward a shared vision. Engineers might focus on writing code without considering user needs. Marketing and sales teams might overpromise features that don’t exist. Customer support might be left out of the loop entirely, unable to provide meaningful feedback to improve the product. The result? A fractured organization that frustrates employees and customers alike. Without a clear product focus, employees lose motivation because they don’t see how their work contributes to the bigger picture. Customers churn because their needs aren’t being met. And ultimately, the company’s bottom line suffers. Sounds familiar? Anyone ever experienced that kind of reality?   The Leadership Role in Building a Product-Centered Organization   As leaders, it’s our job to create an environment where teams are aligned around the product and empowered to deliver their best work. But this doesn’t happen by accident. It requires intentional effort and a specific set of leadership skills—skills that go beyond technical expertise. I know that for some of you it’s way out of your comfort zone, but growing those skills is a must, not a luxury. IF you want to be a leader that people don’t hate. The choice is always yours.   #1 Communication Intelligence (CQ)   At the heart of a product-centered organization is strong communication. Leaders with high CQ understand how to communicate clearly and efficiently across teams, breaking down silos and ensuring everyone is aligned. The understanding the bigger picture is crucial for people to work together, focused on what is important and bringing us all closer to achieving our goals. High CQ leaders: – Actively listen to feedback from all levels of the organization. – Communicate the “why” behind decisions so teams understand their purpose. – Create a real space for the open dialogue so employees feel comfortable sharing ideas, discussing bottlenecks and solutions to the problems that appear.   #2 Visionary Thinking   A product-centered organization starts with a clear vision. The product should make a real change and solve a real problem that bothers clients. As a leader, you need to articulate what success looks like for your product and inspire your teams to go with that vision. This means being able to zoom out and see the big picture while also understanding the details that drive execution.   #3 Cross-Functional Collaboration   No single team owns the product—it’s a collective effort. Leaders must break down silos and encourage collaboration across engineering, design, marketing, sales, and customer support. This requires building bridges between teams and fostering a culture of mutual respect and shared responsibility. A great solution to implement when there are any issues with collaboration between certain teams is to shift their leaders for a while. For example, sales and marketing team is not working together very well (common issue). So, a marketing lead becomes a sales lead for a month and the other way around. That way they get to know exactly what those teams are dealing with daily and thanks to that starting building bridges, instead of fighting each other. It’s one of the ideas of Ben Horowitz and I personally love it.     #4 Understanding for Customers and Employees   The ability to understand what people need and why they behave in a certain way is a superpower for any leader. To build a great product, you need to deeply understand your customers’ pain points and aspirations. But empathy doesn’t stop with customers—it extends to your employees as well. By understanding their challenges and motivations, you can create an environment where they feel supported and engaged. You know what I see often? Great tech people are designing amazing products and solutions. But then nobody buys it. And they are so surprised, frustrated and they blame everyone around them. But the truth is: You don’t design the product for yourself. You create it for people who have a certain problem to solve. That’s why you need to focus on their needs and voices more. Listen better, ask questions to understand what is underneath the surface. Go to your team and discuss it, brainstorm together so you generate the best possible solutions and start building a MVP for that. Iterate, don’t overinvest time, focus and money into a monster that can be something completely out of the interest zone of potential customers. It might sounds difficult, but over time it becomes easier and easier. You can do it.   Addressing Bottlenecks in Your Organization   Even with strong leadership skills, building a product-centered organization isn’t without

Czytaj dalej
Leadership

5 Tips for Entry-Level Tech Leaders to Avoid Common Mistakes

Stepping into a leadership role in the tech space might be both, an exciting and daunting experience. As an entry-level tech leader, you not only have to manage projects and technical challenges but also guide your team, lead collaboration, and make strategic decisions. The transition from Subject Matter Expert to a leader can be tricky, but with the right mindset and strategies, you can set yourself (and your team) up for success. Here are five practical tips to help you navigate the early stages of your leadership journey and avoid common mistakes, so you don’t get discouraged before things start to get going properly.   #1 Embrace the Shift from “Doer” to “Enabler”   One of the most significant challenges for new tech leaders is letting go of the “hands-on” work they were so good at as individual contributors. Sounds familiar? Leadership is not about doing all the work yourself but enabling your team to succeed. You like it or not, this shift in mindset is crucial, so you really can start doing what the leader’s role is really about. The biggest mistake here? Micromanaging or taking over tasks because you believe you can do them faster or better. Of course you do! You’ve been doing those things for months, sometimes for years, so obviously it’s in your genius zone. But by accepting the leadership position you also accepted saying goodbye to those tasks to say hello to the new ones. You can’t have both.   What you can do here? – Delegate Effectively: Identify the strengths of your team members and assign tasks accordingly. Trust them to deliver, and provide guidance only when needed. Share your knowledge and experience (if you have it), unlock bottlenecks so they can deliver work efficiently. That’s your role and effective delegation skills are essential for your success. – Focus on Outcomes, Not Processes: Instead of obsessing over how something is done, set clear expectations for the results and let your team figure out the “how.” Your how can be completely different than theirs, but it the outcome is delivered… It’s all that matters. I know that it hurts but if you are the smartest person in the room, you need to change the room. – Use tools like Trello or Asana to track progress without checking or controlling every single detail. If you can’t trust them, they won’t trust you. And this is the first step to going deep down in the rabbit hole of lack of engagement, efficiency and misery. I don’t know about you, but I don’t want to be a leader that builds that kind of environment for myself and my people.   #2 Build Culture of Open Communication   As a new leader, earning the trust of your team is essential. Without trust, collaboration suffers, and your ability to lead effectively diminishes. Open communication is the foundation of that trust, you like it or not. The biggest mistake here? Assuming that people automatically will come to you with problems. Mutual respect is to build, it doesn’t come with the leadership role itself.   What you can do here? – Be Transparent: Share the goals, direction and decision-making processes with your team. This helps them understand your priorities and align with them, and if they not, you can discuss it using data, not assumptions. – Schedule Regular 1:1s: Invest time to check in with each team member individually. Use this time to listen actively, provide feedback, and address concerns, if they occur. Make sure that both of you use the time you have, not for the monologue from your side. – Create a Contracted Space: Make contract with your team on the rules around team meetings, retrospective and innovation brainstorms. Make sure that you really walk the walk the rule of permission for making mistakes. You can even say, “Mistakes are opportunities to learn—let’s solve this together.”   #3 Prioritize Learning and Adaptability   Technology evolves rapidly, and so do the challenges of leadership. Being open to learning—both technical skills and leadership strategies—is key to staying effective and efficient. One doesn’t exist without another, and it’s about the time to make your peace with that statement. The biggest mistake here? Believing you need to have all the answers or pretending to know everything.   What you can do here? – Adopt a Growth Mindset: Treat every challenge as an opportunity to grow. If you’re unsure about something, admit it and commit to finding the answer. Come back to the team with a solution you can all discuss and learn around. Perfection doesn’t exist, only really insecure people will tell you otherwise. Building a Growth Mindset is a real thing, focusing on that will bring you a lot of benefits (professional and private ones). – Seek Mentorship: Connect with leaders more experienced than you, in your organization or outside of it. Ask questions about their leadership journey and learn from their successes and failures. You don’t need to listen to every piece of advice you’ll get from them, but choose what’s applicable to your case and move on faster. – Invest in Learning Resources: Read books on leadership, listen to podcasts, attend workshops, or take online courses. Whatever your learning preferences are, you can invest your time in being 1% better every single day. Even if it’s just 5 minutes.   #4 Set Clear Goals and Align Your Team   Without clear goals, even the most talented team can lose focus. As a leader, it’s your job to define priorities and ensure everyone is rowing in the same direction. The biggest mistake here? Overloading the team with too many objectives or failing to communicate priorities effectively.   What you can do here? – Use OKRs. Objectives and Key Results is one of my favorite method to boost the efficiency and effectiveness of a person, team and organization. Why? Because it’s not telling us “read 3 books”, it’s not a real goal. It answers the question: “SO WHAT?” you’ve read those

Czytaj dalej
Leadership

Work Drama Triangle (and How to Escape It)

The Drama Triangle is a psychological and social model of human interaction that highlights dysfunctional dynamics often seen in relationships, workplaces, and personal lives. Created by Stephen Karpman in 1968, this model identifies three primary roles people unconsciously adopt: the Victim, the Persecutor, and the Rescuer. While these roles may feel familiar and even comforting in the moment, they often lead to unproductive behaviors and strained relationships. By understanding the Drama Triangle and replacing it with healthier patterns like the Winning Triangle, we can transform our interactions and create more positive outcomes. And strengthen our muscle of Communication Intelligence (CQ). Let’s dig deeper into the subject today so you can understand better your behavior patterns with a practical solutions on how to get out of it.     The Story of the Drama Triangle   Stephen Karpman, a student of transactional analysis, developed the Drama Triangle to illustrate how people can become trapped in unhealthy relational patterns. These roles are not fixed, and individuals may shift between them during a single interaction. The triangle often begins with one person adopting a role, which triggers complementary roles in others, creating a cycle of blame, helplessness, and over-involvement. Let’s explore these roles in detail: The Victim The Victim feels powerless, overwhelmed, and unable to take responsibility for their situation. This role is characterized by self-pity and an underlying belief that “I can’t do it” or “Life is unfair.” Behaviors: Avoidance of responsibility, learned helplessness, seeking sympathy. Typical Sentences: – “Why does this always happen to me?” – “I can’t handle this.” – “No one understands how hard this is for me.” Position in the OK-OK Matrix: The Victim operates from an “I’m not OK, you’re OK” position, perceiving themselves as inferior or incapable compared to others.   The Persecutor The Persecutor blames and criticizes others to maintain control or assert dominance. They often feel justified in their actions but lack empathy for others. Behaviors: Aggression, fault-finding, micromanaging. Typical Sentences: – “This is all your fault.” – “You never do anything right.” – “If you had just listened to me, we wouldn’t be in this mess.” Position in the OK-OK Matrix: The Persecutor operates from an “I’m OK, you’re not OK” position, seeing themselves as superior while devaluing others.   The Rescuer The Rescuer intervenes excessively to “save” others, often neglecting their own needs. While their actions may appear helpful, they can enable Victims to remain passive and dependent. Behaviors: Overhelping, unsolicited advice-giving, neglecting self-care. Typical Sentences: – “Let me fix this for you.” – “You can’t do this without me.” – “Don’t worry; I’ll handle everything.” Position in the OK-OK Matrix: The Rescuer operates from an “I’m OK, you’re not OK” position but masks it with seemingly altruistic behavior.   What Is the Cost of the Drama Triangle at Work?   When workplace interactions are led by the Drama Triangle, several negative outcomes emerge: – Decreased Productivity: Time and energy are wasted on blame-shifting or rescuing instead of solving problems collaboratively. – Eroded Trust: Dysfunctional dynamics create resentment and reduce psychological safety among team members. – Stagnation: Victims avoid growth opportunities, Persecutors stifle creativity through criticism, and Rescuers prevent others from developing autonomy. – Burnout: Rescuers often overextend themselves, while Victims feel perpetually overwhelmed and Persecutors experience frustration from unmet expectations. In essence, the Drama Triangle traps individuals in cycles of conflict and inefficiency, undermining both individual well-being and organizational success.   The Winning Triangle: A Healthier Alternative   To break free from the Drama Triangle, Acey Choy introduced the Winning Triangle as a model for healthier interactions. This framework replaces the dysfunctional roles of Victim, Persecutor, and Rescuer with three constructive counterparts: Vulnerable, Assertive, and Caring/Coaching. These roles empower individuals to take responsibility for themselves while keeping respect and collaboration with others. And to operate from OK-OK position that  gives us a chance to use all of our skills and growth mindset. Vulnerable (Replacing the Victim) Vulnerability involves acknowledging one’s feelings and needs without going into the realm of helplessness. It requires self-awareness and a willingness to seek support constructively. What can you do? – Admit when you’re struggling but frame it as an opportunity for growth. – Ask for help without expecting others to solve everything for you. – Use “I” statements to express your needs clearly. How can you say it? – “I’m feeling overwhelmed; can we brainstorm solutions together?” – “I need some support with this task—could you guide me through it?”   Vulnerability fosters authenticity and encourages open communication. It creates an environment where challenges are addressed collaboratively rather than avoided. It’s healthier, creating a space to grow, make mistakes and learn from them, as well as using the experience and wisdom of others’.   Assertive (Replacing the Persecutor) Assertiveness involves expressing one’s thoughts and boundaries respectfully while considering others’ perspectives. It balances confidence with empathy. What can you do? – Provide constructive feedback rather than criticism. – Set boundaries clearly but kindly. – Focus on solutions instead of assigning blame. How can you say it? – “I noticed an issue with this report; let’s discuss how we can improve it.” – “I value your input, but I need some time to focus on my own tasks right now.”   Assertiveness promotes accountability and problem-solving without alienating others. It helps create a culture of respect and mutual understanding, without treating people like worse or stupid. It’s creating a chance for everybody to take their own responsibility for what they do at work.   Caring (Replacing the Rescuer) Caring involves offering support without overstepping boundaries or fostering dependency. It respects others’ autonomy while providing encouragement. What can you do? – Offer help only when it’s needed or requested. – Encourage others to take ownership of their responsibilities. – Practice active listening without immediately jumping in with solutions. How can you say it? – “How can I support you in resolving this issue?” – “You’ve got this—I’m here if you need guidance.”   Caring builds trust and empowers

Czytaj dalej
0
Would love your thoughts, please comment.x
()
x