Constant context switching is a killer — Issue #19
I kind of feel I don’t need to explain much more than the title, but I’ll try and touch on some challenges I’ve encountered with constant context switching and what’s worked for me in trying to take back some control.
I’m assuming that anyone reading this has experienced some level of context switching which is perfectly acceptable, the big problem is when we’re forced to it constantly and for longer periods of time.
This may happen because your scope has grown, but not your team. You’ve taken on more than you can handle or you accepted more when there was the space to handle it, but now it’s become unmanageable (going back to the first point).
It’s basically characterised with jumping between topics, from something high level to strategic, from one model to another. Some call it multitasking which is actually just another way of describing how good you are at quickly and efficiently switching context.
It’s something anyone of us can handle for a short while, but even then, it’s tearing away at us.
Why is constant context switching so bad?
If you haven’t realised it yet, I would guess it’s probably one of the leading causes of burnout. It becomes about pushing ourselves to a limit and then going beyond.
- We can’t give topics the right amount of attention
- We start mixing up concepts and content
- We start becoming more confused
- We constantly feel like we have no control
Needless to say, just trying to describe the situation, I can feel my own anxiety growing and I consider myself someone who is pretty good at controlling context switching… which brings up another point. We often have illusions of how good we are at context switching and achieving the right balance.
Trying to take back control
If you don’t identify with anything I’ve said so far, good for you! That’s incredible! I hope you really are able to handle constant context switching.
For those who do feel like they’ve lost control, here are a few ways I’ve implemented that work for me. Some of them are efficient in their simplicity and may seem obvious.
#1 — I make lists
In every single job I’ve had over the past 10 years or so, I’ve made a habit of creating lists.
My first level was creating list of the main activities I had on my plate, then I would create sub-lists of what I needed to do to achieve the main list.
With the new tools available (Jira, Trello, Asana etc.) it’s so much easier to do this and in a way that’s a bit more functional than having 6 or seven different lists across a notebook. 😉
Just make sure you define a framework and tool that works for you.
#2 — Break the work into smaller workable parts
There is one learning from SCRUM/Agile methodologies that has been helpful for me in controlling my work and helping with context switching; grooming of work and breaking it down into smaller workable parts.
Even before I knew what it was, I was doing it to an extent.
Without over complicating, it’s basically about looking at the activities and recognising that something like “Improve communication channels” doesn’t really tell you much beyond that.
By laying out the sub-task or activities I need to complete in order to accomplish my main objective, I am able to understand how much effort and time I really need to apply.
#3 — I complete tasks/activities one at a time
It’s true, when I have a long list of work in front of me, I look at what is a priority and the tasks/activities associated.
I then focus on completing what I can systematically rather than jumping between them. When I find I have no more activities/tasks I can complete or move forward, I then put that piece of work aside until a later time and only then switch context.
By doing that, I can find the flow and focus I need to work on that piece of work. I am focused on what’s in front of me.
#4 — Define a time to answer messages or emails
I’ll admit, I’m not always that good at maintaining this habit, but I have found it’s important and helps.
We know we’re going to be bombarded with Slack messages, WhatsApp messages or emails. We may have an itch to answer them right away and not leave people hanging, waiting for our response.
I’m not saying to ignore the messages outright, but especially when you need to focus on important task or topic, define 2–3 times throughout the day to read an answer messages.
I generally set some time aside before and after lunch and then at the end of the day. But I suggest you find the time that works for you.
#5 — Focus on only one or two topics at a time
This is something I learnt with my previous manager, Kuldeep Salhan. Even when your backlog is packed with topics and so many of them seem urgent, we need to define which are a priority on focus on only 1–2 of those.
When you complete those main topics, you may pick something else up, but don’t assume you can and will pick them up throughout your week.
It’s hard to say no, but it’s something I learnt when leading my first team. If you have more tasks that are high priority, it means the team needs to grow. If the organisation isn’t open to hiring more people, they need to accept that only the priority work is going to go through.
Final thoughts
Some of you may think: “But Hugo, what if it’s important? Sometimes we need to pull more weight for the organisation and make an extra effort…”
I agree, sometimes we do need to make an extra effort, but I’ve found the importance is focused on the company and ignores the importance of the people.
Even if you feel you need to make a compromise on these principles to better support the company, make sure it makes sense and protect yourself. We are only human and all the good intention in the world will not save us from burnout or having another negative affect.
At the end of the day, taking a step back and focusing on what’s important and reducing the amount of simultaneous work will reap much more benefits than the other way around.
You organisation will thank you, as will your colleagues and your family.
Don’t let constant context switching be a killer.
Originally published at https://www.getrevue.co on May 24, 2022.
