I am a great fan of productivity explosions. As you choose a task for 10 or 12 hours, it will take 10 or 12 hours, because a duty you have long been dried in a day. (Here’s eight steps for an incredibly productive day.)
I am a big fan to use shorter explosions in one day. In general, a person can focus on only 90 to 120 minutes to any task. After that, you usually need a 15-20-minute break to fill in your next position and get high performance. (Pomodoro techniques use even more short explosions: 25 minutes of work, five-minute break.)
In such words, productivity sprints are excellent. But they do not make a business life.
Within a month a year, however, how much you do on a consistent basis in a year, it is more important than you can do for short explosions. For example, the most traded author of about 70 books Stephen King, three or four hard core writes a book in a week. For ten years, he opened fire for five to six and six hours a day and 2000 a day. These days, he works in 1000 words in four hours. (This PACE is still more than the management of most authors and the king is 77 years old.)
For King and endurance, more issues than the speed.
The more points, the sustainability is the issue of speed.
The highest speed-resistant pace
Think of a factory worker. By producing 80 widgets in the first hour, you will start a complete explosion. No other employee can match your speed; You are the usaain bolt of Nisho.
But then you start to fade. You manage 75 widgets of the next hour, 70. You go down to 50 by Midafternoon. You manage 505 widgets in a turn of eight hours.
The person with you never succeeded to prepare more than 70 widgets in an hour, but this tempo has prepared 560 widgets for all its turn.
Hare sounds a little too turtle with? Not really. Writer Brady Holmer notes in the last kind post, not about how fast you can go when the sustainability is fresh. The sustainability is how little is the less than how slow you are tired. Bolt can be at a speed faster than anyone, but he also slowed down.
Especially racial distances are longer. The owner of the 400-meter disabled world record, Sydney McLaughlin-Levrone may not be faster than anyone else. But less slows down during a race.
Why is this important to you? Because your workday is not a sprint. Your work year is not a sprint. It is your work-efficiency, efficiency, productivity, speech – tolerance.
Continuous, consistent tempo makes a greater difference from your ability to protect a pace, a part of your work sometimes (even if valuable).
The great three of the continuous exit
Let’s extend a little more to analogy. Most athletes pay attention to the main factors of endurance activity: economics, lactate and vo₂ max.
It’s only what your economy sounds like: How effective is your body use energy to protect a certain pace. Biomekanika, coordination, power, elasticity and other factors play a role. In the conditions of work, the less wasted effort, the less unnecessary repetition, the easier work is not more difficult. (Although I don’t work even more easily.)
Lactate limit is the highest intensity and tempo that your body can clearly clean the blood lactate. Go over your incision and lactate, builds fatigue and performance drops.
VO₂ Max is the maximum amount of oxygen that your body can use during intensive training. VO₂ Max, maximum, how much more oxygen in your muscles, it is how high the exercise conditions, bike, swimming, etc. You can be faster and longer.
Here is an interesting. A new study Scandinavian Medical & Journal of Sciences 90 minutes found to live athletes who protect a continuous pace 3% discount in VO₂ Max and a 7% decrease in 120 minutes. Vo₂ max is not necessarily; varies with diligently.
So do other endurance factors. Work a long time for a long time and decreases, regardless of your ability, will, perseverance and determination to work at this level. It is higher and higher in your body and at work, in the workplace, which is high and higher in a speed that continues to a fast speed in your mind.
No matter how hard you try to hold grinding.
The number 1, 1st (day or month or a month or year should be durable. Within an hour of an hour, a hockey-stick 63 widgets per hour by producing a fixed 70 widgets within an hour.
But you can also increase your continuous, continuous pace.
Self-applied limits
Work economy – how much efficiently do certain tasks – improve is relatively easy. (Here are 90 ways.) A task is less effort, you have to work, and eventually, it is easier to protect a pace. Improving, facilitation and optimization of productivity and general access should always be the first steps.
Then pay attention to the “Lactate limit” and “VO₂ MAX” button. If you do not have a handicrafts manual mixture, your business does not consist of highly physical fatigue. But every job contains mental fatigue. And every case is feeling as limited.
You can only do so until you can’t do more.
Else connected. 40% Rule is a popular concept of the former fleet stamp by Dave Goggins Entrepreneur Jesse Itzler’s 2016 bookLiving with a seal: 31-day training with the toughest man of the planet: When your mind tells you that you are tired, you really have really finished 40%. 60% left in your tank.
In short, you have more than you think. You have more when you think you have something difficult and stop.
Most of our limits apply. Over time, we have set this limit for ourselves. The lactate is not approaching the limit, less vo₂ max.
This does not mean that the remaining 60% do not need to squeeze. But you can try to eke another 5%.
40% Rule
How long will you stay with a problem before speaking and progressing? This is not really a restriction. How long will you look at a board trying to think of a problem in a problem before a problem and progress? This is not really a restriction. How long will you call, will you send and follow your suggestions? These limits are just looking real.
But they are not real. They are just habits.
Think of a period that helps you push the past since what you think is an obstacle. Think about a time close to a time that helps you think that you think of what you think is an obstacle.
Then you can do more.
Because it was only 40% of what you are capable of achieving.
Next time do you think you have reached the cold-call limit, make another. The next time your employees have reached the limit limit of the development, and take another. The next time you think you have reached a quality double check limit, check one more order.
Square yourself to see if you can only endure a little more. You will learn what you can do.
In addition, you will understand that a restriction that you are definitely applied to a restriction, and you think you can do more than once possible. Indeed for a long time.
From burning.
– by Jeff Haden
This post appeared first Fast company‘s sister publication, Company Name.
Calister It is the voice of the American entrepreneur. We encourage, inform and document the most interesting people in the business: the ultra managing that represents the most dynamic power in the American economy of risk, innovators and the American economy.