Cal Newport

And what are we going to do for each of these?

We don't need to do this.

This we need to work on now.

So let's add this to the workload for you in our transparent workload document.

This is something we need to do, but not now.

So we're going to add it to our transparent workload management system in the list of things that need to be done, but no individuals doing.

Oh, this we could do right now as a team.

Let's just handle it right here.

And you go through and you clear out that docket.

Doing this two or three times a week, 30 minutes at a pop, saves so many context switches of just ambiguous back and forth messages as you try to sort of toss these things around.

Three, insist that your team holds daily office hours at posted times.

As much as possible, move any discussion that requires more than a single message to answer to the office hours.

Come by my office hours, come by my office hours.

If you have an issue that you need feedback from multiple people on, do a reverse meeting.

You go to each of their office hours one by one instead of making all of them come to you.

Office hours can make a huge difference.

And finally, borrowing one of the pieces of advice that I talked about in the deep dive of today's episode, have your employees maintain a portfolio of high value accomplishments, right?

So that you can cut through pseudo productivity,

and really be monitoring who is doing what that's valuable.

And if someone is not growing that log, you say, well, we have to change it so that you're being more valuable to us.