Switching Tasks

The big problem with multitasking is that our brains literally cannot do it. Our brains don’t work on multiple problems at the same time, instead, our brains switch between tasks rapidly to make it seem like we are multitasking. What we are really doing, however, is inconsistently working on one task for short bursts.


It turns out, this is a terrible approach to actually doing great work. As Cal Newport puts it in his book Deep Work, “To produce at your peak level you need to work for extended periods with full concentration on a single task free from distraction. Put another way, the type of work that optimizes your performance is deep work.” [Emphasis in original]


Being mediocre in our work is fine if we don’t care about our work. If we don’t care whether we are in a position that might be cut during tough times, if we don’t care whether our work makes a difference, and if we just want to get paid and go home, then we can be mediocre. However, if none of those things are true, then it matters whether we are exceptional or average.


To be one of the top producers in our field, to stand out in our firm, and to be a crucial team player who is promoted, retained, and given important responsibilities, we have to perform at our best. High quality performance requires mental focus and grit. The only way to build focus and grit as habits that we can maintain for substantial stretches day in and day out is to practice engaging in deep work.


Multitasking (or multiple task switching as it might be better described) harms our ability to focus. Newport writes the following about switching tasks, “When you switch from some Task A to another Task B, your attention doesn’t immediately follow – a residue of your attention remains stuck thinking about he original task.” You can’t get into deep work if your mind is not completely focused on the task at hand.


Checking email constantly, working on a project for 15 minutes before allowing someone else to pull you into another project for 15 minutes, and trying to do meaningful work in the extra 5 minutes before meetings is a dangerous work strategy if producing high quality work is important for you. There may be times where it is good to step away from a difficult problem, to let the subconscious chew things over a little bit, but doing so continuously is unhelpful. The brain needs time and space to dive into one area to focus consistently, otherwise it is not fully applying itself to the task at hand, and the results will be as haphazard as our thinking process.

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