4 December 2025

The Shallows

Recommendation

Business author Nicholas Carr enters Malcolm Gladwell territory with an insightful, far-reaching book of essays on how your brain works, how the Internet alters your perceptions and habits, and what the consequences of those alterations might be. Stretching from Aristotle to Google, Carr seeks to understand the magnitude of the change the Internet presents, and to gauge whether that change is for good or ill. He does not offer answers to his more provocative philosophical questions, preferring that the reader sort those out. But he frames these fascinating queries in detailed disquisitions on futurism, the creation of computing, the history of the written word and the evolution of science’s notions of the brain and how it functions. His relaxed writing style provides a companionable read, as if you were having a great conversation with a brilliant stranger. BooksInShort recommends this enjoyable, nourishing book to everyone who’s ever wondered how working on a computer might be affecting their lives and their brains.

Take-Aways

  • The Internet alters the ways in which you think and how you take in knowledge.
  • The human brain’s “plasticity” means it adapts, responds to repetition and adjusts to new tools, like reading, writing and web surfing.
  • Reading books demands focused linear thinking, but reading Internet articles fragments how you process information.
  • Your brain is hardwired for distraction; the more you’re distracted, the more distraction your mind craves.
  • Reading printed text stimulates different neural zones than reading Internet material.
  • Like the Internet, maps and clocks changed how people perceived space and time.
  • The Internet enables superficial thinking, perfunctory reading and shallow learning.
  • Studies show that Web viewers retain less information than readers of printed text.
  • Memory no longer is necessary because technology makes information readily available.
  • As the Internet takes over basic memory functions, the brain stops making connections on its own.

Summary

“The Dissolution of the Linear Mind”

Media prophet Marshall McLuhan, writing in 1964, detailed how “electric media” – radio, TV, telephones and movies – were breaking up people’s “linear minds,” ending forever the dominance of printed information. The human brain uses patterns and work habits based on that dominance. When shifts in media occur, users tend to focus on “content,” the information those media provide. Few pay attention to a particular medium itself, or how using that medium changes habits and perception. Yet the medium always is more significant than the information it conveys.

“In the long run, a medium’s content matters less than the medium itself in influencing how we think and act.”

The Internet provides an infinity of information. As you absorb that data, the Web alters the ways in which you think and take in knowledge. Some believe that the haphazard nature of the Internet renders books a thing of the past. Books offer a slower sense of time, deeper concentration and a more personalized experience. Such experiences produced the linear mind, the kind of thinking that moves consecutively from one idea to the next. Because of the Internet, that thought structure now seems dated.

“For the last five centuries...the linear, literary mind has been at the center of art, science and society.”

When the German philosopher Friedrich Nietzsche was going blind and could not see to write, he acquired one of the first typewriters. Using the machine led to a change in his writing style: He wrote in shorter bursts and simpler language. He noted, “Our writing equipment takes part in the forming of our thoughts.”

Brain “Plasticity”

In 1950, J.Z. Young, a British biologist, offered a revolutionary idea: that the brain might be constantly changing. Prior to this, science had held that the brain formed patterns that did not adapt. The Industrial Age viewed the brain as a machine – it worked in a specific way over and over. But modern research proves that the brain is quite malleable; it creates patterns of usage depending on circumstances. For example, if someone goes blind, the neural zones that handled sight shut down sight-related activities to offer more space to tasks that complement sight, such as taste, touch and smell. The brain restructures itself constantly.

“The genius of our brain’s construction is not that it contains a lot of hardwiring but that it doesn’t.”

Further experiments determined that focus and practice – traits displayed in playing a musical instrument, for example – create changes in neural activity. When you employ a tool, be it a hammer, violin or computer, your brain comes to regard that tool not as something you hold in your hand, but as part of your hand and part of you.

“What the map did for space – translate a natural phenomenon into an artificial and intellectual conception of that phenomenon – another technology, the mechanical clock, did for time.”

An infinite number of synapses link “neurons together in a dense mesh of circuits” inside the human brain. Every time you do or think something, a neuron cluster “activates.” Neurons like repetition; they light up when faced with familiar tasks. Thus, activities can become habit. With repetition, connections between neurons increase in strength and density. Habit creates links – “cells that fire together wire together.”

“The oral world of our distant ancestors may well have had emotional and intuitive depths that we can no longer appreciate.”

Tools of the Mind” Your brain functions mimic the tools that interpret your reality. For example, before maps, humans lived with deep connections to the natural world. As maps became more accurate and accessible, the brain paid less attention to topography, and the logical grid of a map became part of human thinking. Before clocks, people were more attuned to natural cycles as indicators of time’s passage. As clocks became ubiquitous, they created a new logical grid, which came to dominate human mental processes. Each new invention offers a new “intellectual ethic,” that is, “a set of assumptions about how the human mind works or should work.” That ethic usually is the least noticed but most important aspect of any new tool. New technology helps you do what you need to do, but it also always changes the thinking that accompanies the doing.

Evolution of the Written Word

Reading and writing changed human neural functioning. Appearing around 4,000 BC, Sumerian cuneiform and Egyptian hieroglyphics – each consisting of recognizable, metaphorical shapes that bore complex, abstract meanings – led to the formation of “crisscrossed” brain circuits that facilitated analytical thinking. In 750 BC, the Greeks created “the first complete phonetic alphabet,” and it changed the world: Its efficiency and economy of symbols made writing easy. A culture rooted in oral tradition thus shifted to one based on the written word. In an oral culture, memory is everything, because knowledge transmits only through speech. In a literary culture, the part of the brain used for memory can surrender its task of holding all cultural history, thus freeing neural space for practical short-term uses or abstract thought, art and invention.

“The written word liberated knowledge from the bounds of individual memory and freed language from the rhythmical and formulaic structures required to support memorization and recitation.”

The earliest books essentially were bound scrolls. Reading and writing followed the form of the scroll – an unwinding sheet with no space between words and no punctuation. Only by reading this “scriptura continua” aloud did the continuous stream of unbroken written words, which mimicked speech patterns, make sense to the eye and ear. This reading method engaged the brain in different ways, but as literacy spread, private reading became necessary. To read to oneself meant long periods of focused concentration. Such activity may seem like a natural state, but it is not. The brain is wired to be constantly aware of its environment. Connecting to the written word meant training the brain to tune out the rest of the world.

“The natural state of the human brain...is one of distractedness.”

The world changed again when Johannes Gutenberg manufactured the first printing press in 1445. Being able to print quickly meant that books became cheaper and more widely available. More books meant increased literacy, and increased literacy meant that writings beyond the classics or the Bible found a greater readership. That mass audience learned to spend time in focused concentration, which for the next five centuries dominated the intellectual ethic. People found and shared information through books – linear, portable objects containing transferable knowledge.

“Disruption”

By 2009, adults in North America were spending twice the amount of time online – 12 hours a week – than they were in 2005; children were online 11 hours a week, up 60%. Yet for both groups, web surfing did not take time away from watching television. So some activity had to cede its place to the Web. For many, that activity was reading print material – books, newspapers and magazines. One proof of this decline is that libraries have become places where computers and Internet access matter more than books. Most newly designed libraries reflect this change, with computers positioned in the middle of the space and books located off to the side.

“To read a long book silently required an ability to concentrate intently over a long period of time, to ‘lose oneself’ in the pages of a book.”

As attention shifts from the singularity of books to the blur of digitized material, the differences among media matter less and less. All become conveyances of visual information, whether words, still images or moving pictures.

Putting hyperlinks into documents breaks up their linearity. Reading and clicking on a hyperlinked article is an entirely different activity than immersing yourself in the unbroken form of a book. As you leap from link to link, the context of the information you take in matters less. All this fracturing means disruption. The solace for disruption often can be more disruption. Your brain likes distraction, and it likes feeling connected. The more you search the Web and the more you seek a connection between one bit of information and another, the more disrupted and the happier your brain becomes, even as your powers of concentration become more disjointed. A printed book works against this seductive fragmentation. A book is a single, limited object with but one purpose. It offers scant competition against the infinity of the Internet.

“What does seem to be decreasing as Net use grows is the time we spend reading print publications.”

The Juggler’s Brain” The Internet takes its place among the history of “tools that have helped mold the human mind.” The Web engages sight, touch and sound, often all at once. It provides an instant loop of “responses and rewards.” Once connected, the brain wants more connection and, in fact, it succumbs to anxiety if it feels disengaged. The Internet demands and grabs your concentration, only to fragment it. The brain contentedly leaps from one distraction to the next.

“Most Web pages are viewed for ten seconds or less.”

Research indicates that the Internet, like books, profoundly alters human mental patterning. Areas of the prefrontal cortex that are dormant in non-Web users show massive activity among experienced Internet surfers. Web searching produces brain patterns quite unlike those caused by reading printed text. Studies show that readers of printed material have superior comprehension and retention; they “learn more” than those who read hyperlinked text.

“The offloading of memory to external data banks doesn’t just threaten the depth and distinctiveness of the self. It threatens the depth and distinctiveness of the culture we all share.”

Internet activity is, on one level, healthy for the brain. All that connecting, dealing with fragmentation, navigating and quickly scooping out particles of information may wreck your ability to concentrate for any length of time, but reading online keeps your brain active and keen. However, web activity upsets certain paradigms of memory. Short-term memory becomes filled with all the minutiae of the web experience, making it more difficult to move necessary working knowledge into long-term memory, which is the transfer that creates “depth of...intelligence.” More stuff pouring into your brain does not make you smarter – it just overloads you. Parsing out what matters and what does not occupies neural space that you could direct to retention and interpretation. For example, in an experiment, subjects who watched newscasts with text crawls on the bottom of the screen retained far less about the news reported than participants who watched screens without text feeds. The latter group could focus on and retain what they saw.

“An Interruption System”

The Internet breaks up focus, making it impossible to pay meaningful attention. It creates an addiction to the constant flow of the new, even when the new offers little of value. The desire for the latest is so strong that few people actually read online. Research shows that Internet users whip their eyes around segments of a web page, scanning and moving on, seeking fragments out of fragments, but seldom attempting to absorb the whole. “Skimming is becoming our dominant mode of reading.”

“Outsource memory, and culture withers.”

Multitasking makes solving problems more difficult. The distraction inherent in multitasking forces the brain back to its most familiar pathways, and those often are the least creative modes of thinking. The brain devolves to its most accessible ideas, hindering innovation.

“The Art of Remembering”

Socrates maintained that the more people wrote, the less they would need their memories. Anything they couldn’t remember, they knew they could find in something someone else had written. The Gutenberg press and its democratization of the written word reduced memory capability even more.

“The brain – and the mind to which it gives rise – is forever a work in progress.”

New media, that vast index of pretty much everything, accelerated the process of memory reduction. Prior to cell phones, everyone carried several phone numbers in their heads. Now, with all numbers a touch away, few people use the mental energy required to recall them. Philosopher William James believed that “the art of remembering is the art of thinking.” But the Internet has permanently altered how memory, and thus thinking, works. Memory depends on a deep consolidation of information. A perfunctory review – the only kind the Web allows – almost ensures that information will be forgotten. With the Internet as the go-to cultural repository, memory becomes “outsourced.” Culture cannot flourish when its participants don’t remember its history or traditions.

Limitations and Possibilities

“Every tool imposes limitations even as it opens possibilities.” The brain becomes one with a tool; as the tool of the Internet takes over many basic brain functions, the brain stops making connections on its own. And as distraction increases, the capacity for empathy and intimacy decreases. The Internet injects “frenziedness” into thinking, and the brain likes it. The great threat is that Internet intelligence will flatten human intelligence. But nobody’s turning away from the Web just yet; nobody’s turning back the clock.

About the Author

Nicholas Carr, a former executive editor of Harvard Business Review, wrote The Big Switch: Rewiring the World, from Edison to Google.


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The Shallows

Book The Shallows

How the internet is changing the way we think, read and remember

Atlantic Books,


 



4 December 2025

Net Profit

Recommendation

David Soskin’s primer about how to start and run a digital business is comprehensive, which is both his book’s strength and its weakness. At times, the book becomes a choppy laundry list of do’s and don’ts, but Soskin’s citation of case studies of Internet successes and failures, and his tales of running the UK online company Cheapflights Media, will hold your interest. Soskin, a web entrepreneur, begins with the birth of the Internet. He explains various business models, marketing platforms and best business practices. He looks at the digital industry around the globe and provides a glimpse into its future. This is a worthy introduction for the online entrepreneur and an excellent update for the seasoned professional. BooksInShort suggests that wannabe online moguls read this overview and then supplement it with texts covering each topic in depth.

Take-Aways

  • Understanding the Internet’s history provides a foundation for any digital business.
  • Early Internet entrepreneurs experienced several problems figuring out the new medium.
  • Digital media offer a range of platforms and tactics for earning revenue.
  • Monetize your Internet offering by employing e-tailing, data mining, subscriptions and “freemium” strategies. You can also advertise on the web or set up an online store.
  • An Internet company needs four components: a great idea, a user-friendly website, an innovative culture and secure intellectual property rights.
  • Starting an Internet business does not require a lot of cash, though digital companies do require strong financial planning and solid business practices.
  • If your offering is unique, the viral nature of the Internet will drive users to your site.
  • Promote your company with a combination of online marketing and social networking.
  • Best practices for expanding in the US include doing research, hiring locally, getting a good lawyer, controlling costs and sticking to a familiar product.
  • In the New Economy, like the Old Economy, watch your money, learn your customers’ needs and build a top management team.

Summary

The Origins of the Internet

The Internet as a business medium is only in its third decade, and no certain formula or model for a successful Internet business has yet emerged. Understanding the formation of the Internet, and its early failures and successes, offers entrepreneurs a foundation of applicable knowledge.

“At no time in the history of business have there ever been global businesses created quite so quickly.”

The Internet began when the US Department of Defense’s Advanced Research Projects Agency (ARPA) sought to link its research centers in various parts of the country via ARPANet, founded in 1969. The centers used packet switching technology to transmit small units of data between computers. This formed the basis of Internet technology.

“Today, the nerds have indeed had their revenge, surviving the cantankerous criticism of the ‘dot-com’ collapse to become the rock stars of business.”

In 1981, the National Science Foundation (NSF) created the Computer Science Network (CSNET), which connected to ARPANet, as well as to computers in Europe and Asia. Its users sent the first emails through this network. A few years later, the NSF funded five supercomputer centers, phasing out CSNET and introducing NSFNET. In 1990, Tim Berners-Lee, who was working at CERN, the European Organization for Nuclear Research, invented the World Wide Web, “a system of interlinked ‘hypertext’ documents accessed via the Internet.” The first website appeared in August of 1991. Prior to the World Wide Web, the Internet was the domain of scientists, researchers and academics. Berners-Lee made it universally accessible. The development of user-friendly browsers, such as Mosaic, brought the Internet into ordinary life.

“There was no Eureka moment for the Internet.”

In 1993, the NSF dropped its “Acceptable Use Policy,” opening the Internet to commercial use. Several of today’s most successful Internet businesses began during the Internet’s early days in the 1990s, including Amazon, Yahoo, eBay and Google. Other companies showed early promise, but many eventually failed. Some, such as Alta Vista, diversified imprudently and strayed from their core competency. Others, such as Webvan, were too ambitious or lacked a strong business plan. Value America had a hugely successful IPO in 1999 but failed due to its executives’ inattention to basic business deliverables.

Lessons from the Crash

Analysts may categorize the dot-com crash of 2000-2002 as the Internet’s growing pains. Though enthusiastic, many early entrants suffered from “overhyped business plans, inexperienced management, limited user access, the slow performance and high cost of Internet use, the bubble element, and a surfeit of investor exuberance.”

“The Internet has been a liberator for entrepreneurs.”

The companies that succeeded used several tactics to fulfill their promises to their users: They promoted their businesses via online media, offered something unique, and monetized their products or services. Contrary to popular opinion, digital media success does not depend on lots of investor cash, a computer-geek personality, a home office in Silicon Valley or a huge advertising budget.

Making Money

Several models have emerged for making money in digital media, and several have fallen by the wayside. “One of the great weaknesses of early Internet businesses was poor budget planning,” but Internet firms with businesslike practices have leveled the playing field in many industries. Monetizing models that work include:

  • Niche businesses – Companies that strive for a small number of very interested customers reside on “the long tail,” a term author Chris Anderson popularized in his book by that name. For example, Netflix pleases subscribers by offering many films in obscure genres. A lot of niche film lovers, combined, create a vast, varied and loyal customer base.
  • Corporate sites – Traditional companies use the Internet to supplement their “brick and mortar” businesses. The UK supermarket chain Tesco sells groceries online as well as in stores. Even luxury businesses follow this model. For example, customers of the perfume retailer Ormonde Jayne can order their favorite fragrances online rather than travel to London to visit the shop.
  • E-tailers – These retailers sell solely online. Online clothing outlets have become enormously successful, from the custom-made men’s shirts of ShirtsMyWay to the wide array of shoes and other clothing products sold by Zappos. [All web addresses use .com unless otherwise noted.]
  • Subscriptions – Publications generate revenue from paid subscriptions. Customers pay monthly fees for online access to the Financial Times and The Wall Street Journal.
  • Freemiums” – These sites offer free basic content but charge for extra features. For instance, online gaming company Jagex offers a game called RuneScape at no charge, but players who want access to higher levels of play must pay a monthly fee.
  • Online advertising sales – This business strategy follows the revenue model of traditional media firms, and offers banner and display advertising. Search advertising, dominated by Google, produces the most revenue.
  • Data-mining – These companies search the Internet to develop their product – accurate, highly targeted data about website users – and then they sell the information. For example, Hitwise monitors the Internet activities of millions of users and provides this data to fee-paying clients.

What Are You Selling?

Successful Internet marketing requires four components. First, to become a “market-driving” company, you need a great new idea. And if you are not the first to come up with a concept or the first to bring it to market, then you must execute the idea better than anyone else. A market-driving firm is one that attracts users and exceeds expectations while changing the face of the market. Predigital market-driving companies include IKEA, Starbucks, Swatch and CNN.

“It is much easier to be successful as an Internet company if you have a radical proposition rather than a ‘me too’ product – and one that truly delights users so that they will recommend you.”

Second, create an attractive, easy-to-navigate website that appeals to users. For example, Cheapflights invented and uses the “Aunt Agatha” standard. The fictitious Aunt Agatha represents the average Internet user who lacks the technological savvy, time or patience to figure out a website. If Aunt Agatha can’t manage a feature, it goes back to development. To avoid befuddling your auntie, “make searching easy, ensure your pages are visually appealing, give every page a single purpose” and “write for the web.” Track your users over time so you can see what your audience wants.

“Relentless focus on getting the website right is common to all successful Internet companies.”

Third, successful digital companies are nimble, responsive and ready to react to the market. They are constantly and consistently creative. Amazon’s founder Jeff Bezos stated, “There’s no bad time to innovate. You should be doing it when times are good and when times are tough – and you want to be doing it around things that your customers care about.” Fourth and finally, secure your intellectual property (IP) rights so you don’t lose your edge to a competitor.

Capital Concerns

Internet start-ups do not require a lot of cash. Consider Martin Lewis, the founder of MoneySavingExpert, who relates the story of how he started his business with only £100. His website attracts more than eight million monthly users, and his subscribers number almost four million. In lieu of cash, invest “sweat equity” – that is, your hard work and time – and control your costs. If you don’t raise money, you don’t have to answer to investors. However, raising capital lets you “achieve scale as quickly as possible,” “attract a high-grade team,” gain “technology leadership” and “develop a cross-border business.”

“Too many companies in the early years of the Internet failed because they were unsuccessful at managing their cash.”

Digital businesses demand astute financial planning and monitoring. Fast-growing but inexperienced Internet companies must apply common business sense. Creating and sticking to budgets, understanding the cash flow cycle, saving for down times, and tracking spending are all smart business practices. Scrutinize cash collection. Don’t rent space you don’t need or hire people you can’t support. Instead, use college interns, freelancers or outsourced staff. As you build your business, consider your exit plan. Your options include selling to a corporation, a trader, or a financial buyer, or floating an initial public offering. IPOs are lucrative, but complex, detailed, costly, and time consuming.

We’re Here!

If you offer a differentiated product or service, the Internet’s viral effect will drive users to your website. You can create a story or campaign to distinguish your company. The insurance price comparison website Comparethemarket experienced a market upsurge when its ad agency invented an animated character, a meerkat named Aleksandr Orlov, as the face of the company. He became an Internet hit, with hundreds of thousands of fans on Facebook and Twitter. Aleksandr the meerkat also boosted the company’s market share by 75%.

“The Internet business is highly competitive, and every good idea attracts imitators like bees around a honey pot.”

Learn search engine optimization (SEO) techniques to ensure that your company’s name will rank high in Internet searches. This should attract users to your website who don’t know about your company but use search terms and keywords to seek a product or service in your field. Strategies for SEO include using well-constructed html titles, header tags and keywords.

“Working in an Internet company is like playing squash blindfolded. You never know from where the next high-velocity shot is going to come.”

Pay-per-click (PPC) is online advertising in which users click on an ad situated on a third party’s website. Advertisers pay only when a user clicks through to their site, so PPC is easy to measure and cost effective. Email marketing campaigns and social networks such as Facebook, Twitter, and YouTube can also drive traffic to your site.

The World Market

Successful companies often attempt to expand into other countries. They often find that “global expansion is anything but straightforward despite the huge opportunities that the Internet has brought.” The strategies for entering digital marketplaces in the US, Canada, Europe, China, and Japan are all different because each country has its own set of obstacles and regulations. To take one case, here are 10 best practices companies can use to expand into the US:

  1. “Do your homework” – Conduct exhaustive due diligence.
  2. “Go native” – Hire local business people.
  3. “Stick to what you know best” – Diversifying in an unfamiliar market will only create complications.
  4. “Adapt quickly to the local market” – Know the culture, language and behavior of your market.
  5. “Start cheap” – Mitigate your risk by keeping costs as low as possible.
  6. “Hire the right people” – Employ people who know the business and are familiar with the market into which you are expanding.
  7. “Don’t give up” – Any expansion will hit a few bumps at some point. Stay true to your strategy.
  8. “Get yourself a great lawyer” – US firms are extremely litigious.
  9. “Choose the right location” – When considering a US location, consider costs, availability of talent, time differences and travel.
  10. “Control the purse strings” – Enact airtight financial controls.

The World Wide Web Revolution

The Internet revolutionized business around the globe. It forever changed the way people communicate, thus changing the best methods businesses use to converse with their consumers. For example, digital ads allow companies to target a highly segmented audience, build interactive relationships with customers and track the performance of all online advertising.

“The Internet revolution has only just started.”

Solid business practices still apply. As eBay’s former CEO Meg Whitman explained, “People ask me, how is managing in the New Economy different from managing in the Old Economy? It’s a lot the same. It’s about the financial discipline of the bottom line, understanding your customers, segmenting your customers by their needs and building a world-class management team.”

About the Author

David Soskin is the former CEO of Cheapflights Media and current chairman of mySupermarket.co.uk and Swapit.co.uk.


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Net Profit

Book Net Profit

How to Succeed in Digital Business

Wiley,


 



4 December 2025

Do More Great Work

Recommendation

Business coach extraordinaire Michael Bungay Stanier shows you exactly how top-notch mentoring works. He provides 15 practical, easy-to-follow exercises, or “maps,” you can use to identify and pursue your best work – and your best attitude. While Stanier cannot look over your shoulder as you apply his approach, his helpful maps and friendly tone of voice make it seem as if he is right beside you, teaching you how to attain goals that make a difference. BooksInShort recommends Stanier’s systematic and supportive approach to making your work more substantive.

Take-Aways

  • Because work occupies more than 50% of most employees’ lives, it should be purposeful and sustaining.
  • Most people spend the majority of their time at work on dull, mediocre activities.
  • While many employees do good work, few do meaningful, energizing, “great work.”
  • “Bad work” is useless and boring; “good work” is fine but becomes routine.
  • In contrast, great work invigorates you, and adds value to your life and your job.
  • You can plan and achieve more great work by using a system of 15 step-by-step exercises called “maps.”
  • The maps help you evaluate your current work and goals, identify role models, and set a fresh direction toward more significant achievements.
  • Use the maps to help you decide which tasks are worthwhile, examine your work options, pick the best possibilities and test potential scenarios.
  • Ask yourself if you are brave, committed and motivated. Identify the support you need and the next step you will take. Hold yourself accountable.
  • Great work is a big change from the status quo, so it may make others uncomfortable.

Summary

Does Your Work Make You Happy?

The amount of time you spend at work is substantial: more than 50% of your life. For your own sake, make this time as productive, meaningful and enjoyable as possible. Try to do “great work,” because work that is just OK – or, especially, work that turns out badly – won’t sustain you or bring you joy. Since time and tasks now tend to push people mercilessly, doing great work isn’t easy. Nevertheless, you can do it if you follow some simple rules.

“You spend more than half your life at work. And you want your work to make an impact and have a purpose, to be more than just a salary. You want to make it count.”

First, clarify great work by contrasting it with its opposite, “bad work,” which is easier to spot. Bad work sits in a swamp of energy-draining bureaucracy, innumerable meetings, wasteful processes and numbing inefficiencies. Bad work has no purpose. In contrast, great work is inspirational; it makes a positive impact. It counts. It’s what everyone wants to do. But when you try to define what great work means, you will find six paradoxes:

  1. “You don’t need to save the world. You do need to make a difference” – Great work doesn’t require you to change the planet, but it does make an important contribution.
  2. “Great work is private. Great work can be public” – Whether people applaud you for your work is not important. Work that feels worthwhile to you is what’s important.
  3. “Great work is needed. Great work isn’t wanted” – Many firms settle for good work. Since that’s the status quo, your attempts to do great work may even make people edgy.
  4. “Great work is easy. Great work is difficult” – People love doing great work, but it can test your mettle.
  5.  “Great work is about doing what’s meaningful. Great work isn’t about doing it well” – Many people can do bad work in a superior fashion. Think of how many worthless, though well-produced, PowerPoint presentations you’ve endured. They look super, but they waste your time. In contrast, great work can make you stretch your abilities.
  6. “Great work can take a moment. Great work can take a lifetime” – The great work you do can occur in an instant, or it can take a lifetime of concentrated effort.
“How do you do more of the work that makes a difference and makes you happy, and less of all that other stuff that somehow fills your working day?”

Great work requires motivation, so you need to understand your “unspoken commitments,” the subconscious imperatives that drive your behavior. For example, to do great work, you may need to speak up more often during meetings. However, your unspoken inner commitment orients you to be quiet at meetings. Subconsciously, you want people to see you as a team player and not a showboater. To revise your unspoken barriers, first you must identify and understand them.

Fifteen “Maps” for Doing Great Work

To “find and do more great work,” use the following maps. To take full advantage of them, ask yourself some directional questions: “Where am I?” “How did I get here?” “Where am I going?” “Is there a better route?” “Could there be a different destination?” These maps are listed in a specific order so that you can select the direction of your great work, seek opportunities, evaluate all your choices and then start. The maps will orient you and help you view your work in a new light and maybe hit the reset button. Commit yourself to great work, keep a journal as you progress to track your insights about how to make the maps work for you , and team up with a “buddy” who will bolster you or goad you if needed.

“Where are you now?”

You cannot reach a new destination if you don’t know where you are. The first map establishes this pivot point. To draw it, divide a circle into three segments: “bad work, good work and great work.” Make each segment proportional to the way you would sort your work. For most people, the breakdown is “10-40% bad work, 40-80% good work” and “0-25% great work.” Within each segment, list a couple of work examples. What is your perfect mix? You can see where you are by mapping things out. Then you can decide more accurately where you need to go. Mapping lets you reflect systematically.

“What’s great?”

What you’ve done in the past provides valuable clues about the great work that you can do in the future. Examine your best moments and ask what made them special. Each individual’s special moments will differ. Maybe it came when you figured out the answer to a tough problem or turned in a superb project. Your best times often emerge when you did great work. Think about your “peak moments.” Write them down. Plan to duplicate them.

“What are you like at your best?”

To answer this question, think in metaphors. For example, to brand a particular vodka’s taste – since vodkas generally all taste the same – you might use such descriptions as “expensive denim, not leather” or “the 1960s, not the 1990s.” Such metaphors provide a picture of a particular vodka-drinking experience. Use the same approach to describe your best work moments. Think along the lines of, “I am this...not that.” Recall a time when you operated at maximum efficiency. Think of 20 words that describe the way you were then and write them in an “I am this” column. Edit it down to the 10 most fitting words. Put contrasting terms in a “not that” column that describes you when you aren’t working well. Compare the columns. Can you move your behavior from one column to another? Post the words that describe your best self so that you see them every day. This exercise helps you to clarify how you feel when you are in a great work mode, and to emulate that enthusiasm and drive.

“Who’s great?”

Role models inspire people to do great work. Select eight “heroes,” either well-known individuals or everyday people you admire. Your role models don’t even have to be people. Your Ford truck or Apple computer can serve as your role model. The next time you are not sure how to proceed, say to yourself, “How would [your role model] behave right now?” You cannot model yourself after these exemplars if you forget about them, so put their pictures where you can always see them. This mapping exercise is designed to help you find a pattern for how you want “to show up in the world” and to enable you to determine who you most want to be.

“What’s calling you?”

To establish the great work you can do, create a map that depicts the many aspects of your life. It might show your community, colleagues, spouse, children, projects, self-mastery, relationships, money, choices, changes, and so on. Which subjects are most compelling to you? This map will help you develop a clearer picture of what matters in your life, and it may reveal opportunities for doing great work.

“What’s broken?”

Picture a series of concentric circles. Start in the center with the immediate elements in your life, and work your way out to the larger elements. The first circle is your desk. The next is your office. The next is your workload and then your team, followed by your division and your company. As the circles extend, add your neighborhood, country and the world. In each circle, isolate the annoyances that interfere with the accomplishment of your goals. The more you can reduce these irritations, the greater the work you can do.

“What’s required?”

Determine how many of your jobs, tasks and projects you really care about, how many you do just because others care about them, and how many you do that either don’t matter to you or don’t matter to your company. Where do you spend the majority of your time? Obviously, ideal tasks are the ones that you and your organization both see as significant. Try to delegate tasks that you and the firm see as unimportant. If the work you care about most doesn’t matter to your company, it is still an area where you can excel. However, you may need to handle it undercover – or you may need to do this work somewhere else.

“What’s the best choice?”

In maps five through seven, you developed some options for your next great work project. Now, narrow them down. List the criteria that will help you decide which ones are best and which ones to cut. Some typical standards are: “It excites me.” “I want to do it.” “It’s the most efficient use of resources.” Grade your options against these criteria, create a “short list” and choose the best project. Make sure it feels right to you. “Check in with your gut.” If you can’t decide between two great choices, toss a coin in the air and see which side you hope will face up when it falls.

“What’s possible?”

You need great ideas to do great work. Spend a few minutes generating some wonderful concepts. Do not discriminate: At this early stage, all ideas are viable. Relate your visions to potential great work by asking yourself some thought-provoking questions: “What’s the provocative thing to do?” “What’s the easiest thing?” You don’t need to implement all these ideas, but considering them may lead you to something new, like a great work project.

“What’s the right ending?”

Use storytelling to develop and test viable scenarios that showcase great work. Think of a great project. Place it into a storytelling format. Tell yourself three stories in as much detail as possible. In one story, everything goes exactly right. In the second, everything goes completely wrong. The third ends up somewhere in the middle. Telling stories this way positions you to anticipate what can go right or wrong with your next great work assignment.

“How courageous are you?”

People often are afraid to challenge themselves. The purpose of this map is to extend the boundaries of what you think you can possibly achieve. Look at your completed maps and pick out a solid idea. Think about the easiest aspect of that idea to implement. Then think about the hardest. Write about these issues. Now, ask yourself what you would do if you “had no fear.” What would you do – or not do – to move your project closer to its goals? Write out the answers you develop. Think about them. Learn from them.

“What will you do?”

Now, make a commitment to your next great work project. Ask yourself what you’d like to do, “what’s the easiest thing to do” and “what would have the most impact.” Write down the answers. By working – and thinking – through the previous maps, you finally will be ready to define what important, meaningful goal you will pursue as great work.

“What support do you need?”

Doing great work is not a solitary affair. It requires assistance. Find the help you need from “people who love you,” since your family and friends will always support you. Recruit “people with skills,” because you may need their expertise. For substantial aid, turn to from “people with influence” who can make your path easier. List the names of people who can help you, how they can help and how you will approach them. Look at your network. Is it strong? If not, what can you do to make it more robust?

“What’s the next step?”

Each journey begins with a single step. Which one will you take as you set out to accomplish your next great work project? Now that you know what it is, take that stride. One step will lead to another, and then another and another. Set timetables for yourself. Assign yourself accountability. Write what you will do, when you will do it, what first move you will make and how you will hold yourself responsible.

“Lost your great work mojo?”

Getting off track is easy. Beware if you hear yourself saying, “I’m too busy doing too much good work,” “I’m confused or disoriented,” “I’m not sure I’m the right person,” “I’m not sure this is the right project,” “People are giving me a hard time” or “I’ve gotten stuck.” Each problem has a solution. If you get stuck, step back and think about the action you must take. Return to some of your earlier maps for fresh inspiration. Write about the problems that affect you, and then draft some possible solutions so you can consider them and select the best ones. And, to give yourself some perspective, think about how much is going really well or, in fact, great.

“Know that you are a role model to others.”

As you proceed on your great work project, keep these axioms in mind:

  • “Things only get interesting when you take full responsibility for your choices” – Don’t be a victim.
  • “To do more great work, you must both narrow and broaden your gaze” – What moves you forward? What is your goal? What are your additional options?
  • “Decide what to say no to” – Focus on great work, not subsidiary tasks.
  • “Stop making everyone happy” – Great work requires you to put yourself first.
  • “Ask for help” – Everyone needs it.

About the Author

Michael Bungay Stanier is the founder and senior partner of Box of Crayons, an innovation consultancy. A former Rhodes Scholar, he became Canada’s business Coach of the Year in 2006.


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Do More Great Work

Book Do More Great Work

Stop the busywork, and start the work that matters

Workman Publishing,


 




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