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At a point when businesses are so technology-driven, manual timesheet methods sound like a thing of the past. It brings to mind your first job at a grocery store 20 years ago when you had to punch in and out on one of these bad boys. But believe it or not, 38% of U.S. employees The post Hidden costs of manual timesheet methods: A closer look at productivity drain appeared first on RescueTime Blog. View the full article

In 2006, a high school student from Ontario named James Hobson started posting to a new platform called YouTube. His early videos were meant for his friends, and focused on hobbies (like parkour) and silliness (like one clip in which he drinks a cup of raw eggs). Hobson’s relationship with YouTube evolved in 2013. Now a trained engineer, he put his skills to work in crafting a pair of metal claws based on the Marvel character, Wolverine. The video was a hit. He then built a working version of the exoskeleton used by Matt Damon’s character in the movie Elysium. This was an even bigger hit. This idea of creating real life versions of props from comics and movies proved popular. Hobson quit his job to create these videos full-time, calling himself, “The Hacksmith.” Around the same time that Hobson got started on YouTube, a young British plumber named Colin Furze also began experimenting with the platform. Like Hobson, he began by posting videos of his hobbies (like BMX tricks) and silliness (like a stunt in which tried to serve food to moving cars). Furze’s relationship with YouTube evolved when he began posting record breaking attempts. The first in this informal series was his effort to create the world’s largest bonfire. (“I collected pallets for over a year.”) He drew attention from British media when he supercharged a mobility scooter to drive more than seventy miles per hour. This led to a brief stint as a co-host of a maker show called “Gadget Geeks” that aired on the then fledgling Sky TV. After that traditional media experience, he scored a hit on YouTube by attaching a jet engine to the back of a bicycle. He decided to fully commit to making a living on his own videos. I wrote about Hobson and Furze in my most recent essay for The New Yorker, which was titled, “A Lesson in Creativity and Capitalism from Two Zany YouTubers.” What drew my attention to these characters, and provided the main focus for my article, is what happened after they decided to make posting videos their full-time jobs. Hobson adopted a standard strategy from the media industry: he tried to grow as fast as possible. He moved from his garage to a leased warehouse, and then, when that lease ran out, he took on a multi-million dollar mortgage to buy an even larger warehouse. He soon had thirty employees and around a quarter million dollars a month in overhead. Furze, by contrast, stayed small. He continued to film his videos in his home workshop and a nearby old barn. He worked almost entirely on his own, with the exception of sometimes having his wife help hold a camera, or his friend Rick come lend a hand when some extra strength was needed. Furze’s overhead was reduced to more or less the cost of materials. Everything else he earns he keeps. Hobson and Furze’s opposite strategies provide a neat natural experiment in the economics of this quirky corner of YouTube. What were the results? In 2024, Hobson’s channel published twenty-five beautifully produced videos that attracted more than twenty-seven million total views. In the same period, Furze launched five solo-produced videos on his main channel that attracted eighteen million views. He also, however, maintained a second channel with behind-the-scenes footage that pushes his total views for the year to forty-three million, nearly double Hobson’s results. As I write: “Furze’s solo success is a quirky challenge to the traditional narrative that survival requires continually growing, and that a small number of well-financed winners eventually eat most of the economic pie. He demonstrates that in certain corners of the creative economy an individual with minimal overhead can work on select attention-catching projects and earn a generous upper-middle-class income. Beyond this relatively modest scale of activity, however, the returns on additional investment rapidly diminish. As Hobson’s experience suggests, there’s no obvious path for a D.I.Y. video creator to turn his channel into a multimillion-dollar empire, even if he wants to. Furze seems to be maxing out the financial potential of his medium by staying small.” In my article, I go on to the explore the specific reasons why small works so well in this medium (hint: it has to do with maintaining an authentic personal connection with your audience). But what I want to emphasize here is my broader conclusion. I think these particular corners of YouTube, along with some related creator-focused Internet-based technologies, including emails newsletter and podcasts, are helping to carve out space for a relatively broad “creative middle class.” As social media continues to falter and stumble in its role as a unifying cultural force, its model of people volunteering their creative labor in return for uncompensated attention is beginning to lose its appeal. Colin Furze is one among many who are revealing an alternative engagement with the online world; one in which it’s possible for someone with sufficient talent to make a good living with minimal investment and maximal flexibility. As I conclude in my piece, it’s still really hard to succeed in this new creative economy. But at least there’s space now to do so. As I write: “In our era of consolidation and polarization, many online spaces can seem dreary, toxic, addicting, or some combination of the three. As my colleague Kyle Chayka wrote in 2023, most of the Web just ‘isn’t fun anymore.’ In Furze, however, I sensed some of the optimism of the early Internet.” Sounds good to me. ##### In Other News… For nearly two decades, my friend Adam Gilbert (featured here in a 2007 Study Hacks post) has run My Body Tutor, an immensely successful health and fitness app that is based on the simple but powerful idea of using online coaches to hold people accountable. His team just launched a new platform called DoneDaily that brings this same coach-driven accountability to professional productivity. I’m mentioning it here because DoneDaily deploys a lot of ideas I talk about here and in my books — including, notably, multi-scale planning — but now combined with a dedicated coach who you check in with daily to make sure your plan makes sense and that you’re taking action. Anyway, I thought this was one of those ideas that makes so much sense that it’s surprising it didn’t exist before. Indeed, it’s the type of thing I might have built on my own if I didn’t already have a bunch of jobs. So I’m glad Adam got there first and was happy, at his request, to help share it. Check it out! (Note: I have an affiliate relationship with this site.) The post Lessons from YouTube’s Extreme Makers appeared first on Cal Newport. View the full article

It’s time we uncovered how much productivity is lost to constant communication. Have you ever wondered where all your productive hours went, only to realize you spent most of your day jumping between emails, meetings, and chat apps? You’re not alone. In today’s hyper-connected world, employees spend nearly 4 hours per day on communication—time that could The post Always online, always behind: the true cost of constant communication appeared first on RescueTime Blog. View the full article

Subscribe to Work LifeGet stories like this in your inbox Subscribe Whether you realize it or not, you probably already set quite a few short-term goals for yourself. You want to sort your to-do list before your morning meeting. You want to go for a walk over lunch at least three days this week. You want to land five speaking opportunities this quarter. Throughout your day, week, month, or year, you set small-in-scope, attainable finish lines that give you a little boost of forward momentum. Those are short-term goals. But what exactly makes these bite-sized objectives so helpful? Let’s explore the power behind short-term goal-setting – and how you can hack these goals to boost your own motivation and sense of satisfaction. What is a short-term goal? A short-term goal is exactly what it sounds like: it’s something that you want to accomplish in the relatively near future. Simple enough, but it’s worth digging a little further into the mechanics of this type of goal. A short-term goal: Can be accomplished in a short timeframe (most experts say within a year or less) Details a specific action to take or target to accomplish Supports a broader vision for your career or life Here are a few short-term goals – both personal and professional – to get your own wheels turning: Short-term career goal examples Complete company’s three-month leadership training program Lead a cross-functional project this quarter Provide praise and positive feedback to at least one employee per week this month Short-term personal goal examples Stretch every day this week Read two books this month Pay off car loan by the end of the year Long-term goals vs. short-term goals: What’s the difference? So how do short-term goals stack up against long-term counterparts? It’s easy to think about them in terms of duration – short-term goals impact the near future and long-term goals look further out. But to get a more nuanced handle on the difference between short-term and long-term goals, it’s better to think about their intent: Long-term goals reflect your overall values, beliefs, and desires. Short-term goals are the specific actions you take to pursue those broader ambitions. If your short-term goal is to complete your company’s leadership training program, that might feed your long-term goal of moving into a management position. Or your short-term goal might be to pay off your car loan because your long-term goal is to be debt-free. Why bother setting short-term goals? If you have your sights set on a faraway finish line anyway (whether that’s a promotion, financial independence, or something else), what’s the point of making pit stops along the way? Short-term goal setting is beneficial for a few important reasons. 1. Short-term goals are more motivating Related Article Use motivation theory to inspire your team’s best work By Kat Boogaard In Leadership Anybody who’s ever set a New Year’s resolution (and then kissed it goodbye come February) will admit that it’s tough to muster the gumption to actually achieve a goal. Fortunately, short-term ambitions can give your motivation a much-needed boost. You can thank the neurotransmitter dopamine for that. While it’s typically thought of as the feel-good brain chemical that’s released in response to a reward, research shows that it’s actually closely tied to motivation too. Dopamine is what pushes us to seek the reward in the first place. Your brain knows that it feels good to accomplish things – it wants to cross that finish line. So, you’ll not only get a dopamine spike when you set the goal, but also when you’re close to achieving it. Basically, your brain would much prefer an immediate celebration over delayed gratification, and short-term goals offer a more instant reward. 2. Short-term goals make the process feel more manageable What feels easier? Going for a 30-minute walk today or training for an entire marathon? Even elite runners will likely admit that the walk requires a lot less sweat (both literally and figuratively). Pursuing our goals often requires changing our behavior, whether that’s in big or small ways. And even on a good day, altering our habits, attitudes, and actions is tough. Short-term goals make it all feel a little more doable, not by changing your lofty and intimidating goals, but by dividing them into more attainable guideposts. 3. Short-term goals give you an action plan It’s easy to figure out where you want to go – getting there is the hard part. While setting a long-term goal pinpoints the target, it doesn’t actually fuel your journey. That’s why you need short-term goals too. They detail the smaller behaviors and actions you need to take to move toward your long-term objectives. If long-term goals are the destination, short-term goals are the roadmap. 4. Short-term goals allow for regular reflection and adjustments Much like your desires and values, your goals will change over time. In addition to short-term goals serving as milestones when you can celebrate your progress, they also provide an opportunity for reflection. How do you feel accomplishing this goal? Is it as rewarding as you thought it would be? Why or why not? Does it still align with your overarching vision? That’s not to say you need to sit yourself down for in-depth self-analysis every time you check something off your list. Sometimes it’s just a gut check that occurs naturally. If you finish that leadership program and feel drained rather than energized? That’s an indicator that you should reevaluate if you want to move into a management position at all, or if perhaps your aspirations have shifted somewhere along the way. Better to change course now than when you’re at the end of the road. How to set motivating short-term goals Related Article How to write SMART goals By Kat Boogaard In Productivity Short-term goals are more action-oriented than your longer-term objectives. But then what separates them from all of the tasks that you frantically scribble on your daily to-do list? Short-term goal setting requires a little more thought and intentionality than jotting down every task you need to check off that day. One of the best ways to ensure you’re investing the right amount of planning is by using the SMART goal framework. In case you haven’t heard of SMART before, it’s an acronym to help you remember that your goals should be: Specific: Be clear about what exactly needs to be accomplished. In the case of short-term goals, this should be an explicit action you want to take. Measurable: Include a quantifiable benchmark so you’ll know when you’re successful. Achievable: Especially since your short-term goals don’t stretch on forever, you need to confirm that they’re realistically attainable in a shorter time frame. Relevant: Remember that your short-term goals are intended to support something bigger, so they need to be relevant to your overall vision. Time-bound: Every goal needs a deadline—and that’s especially true for short-term goals. What’s the end date for when you need to take that action? Most of the short-term goal examples we listed above already incorporate elements of the SMART framework, but we can expand on them further to provide more helpful details. Here’s what that could look like: SMART short-term career goal examples Complete company’s three-month leadership training program this May Kick off a cross-functional project involving at least three teams by the end of the quarter Provide praise and positive feedback in-person or in writing to at least one employee per week this month SMART short-term personal goal examples Stretch for at least 10 minutes every day this week Read two books (one fiction and one non-fiction) by the end of the month Pay off remaining $4,000 balance on car loan by the end of the year Short-term goals might not look years down the line, but that doesn’t mean they aren’t worthy of some careful thought and planning. The SMART goal framework will help you set meaningful targets, rather than hollow or trivial to-dos. Short-term goals: So much more than quick wins Yes, short-term goals are objectives you set for the near future – but they’re so much more than low-hanging fruit you can grab for some instant gratification and a quick hit of dopamine. Short-term goals give you a detailed action plan to realize your bigger ambitions and values. And they give you plenty of opportunities to reflect on whether the path you’re on is the one you actually want to stay on. That’s a pretty big impact for a supposedly small goal. Subscribe to Work LifeGet stories like this in your inbox Subscribe The post Don’t underestimate the outsized impact of short-term goals appeared first on Work Life by Atlassian. View the full article

Let’s be honest—at RescueTime, we can’t say enough good things about time tracking. That’s not because we just think it’s a great habit, but because we’ve seen its benefits play out for more than 2 million users. At this point, you know that time tracking comes with a variety of advantages, but maybe you’ve hit The post Navigating time tracking challenges: Empowering yourself for success appeared first on RescueTime Blog. View the full article

tl;dr: RescueTime has been helping people focus and get meaningful work done for 17 years. Now, as remote work faces new challenges, so does RescueTime. We’ve launched Timesheets to help teams work smarter without the burden of surveillance, but we need your help to spread the word. Please share and support us as we push The post Remote Work Is Under Attack — But We’re Standing Our Ground appeared first on RescueTime Blog. View the full article

Have you ever heard someone joke that they added an already-completed task to their to-do list just so they can check it off? Almost all of us can relate, because we’ve been conditioned to maintain a busy mindset. The more we accomplish, the better. Except, it’s not better. Busy does not equal productive, and productive The post Busy vs. productive: A mindset shift for the new year appeared first on RescueTime Blog. View the full article

The holiday season is a whirlwind of joy, celebration, and—let’s be honest—chaos and stress. Between gift shopping, festive gatherings, family drama, and year-end work deadlines, it’s no wonder many of us feel pulled in a thousand directions. Productivity often takes a backseat as we juggle work and personal obligations and try to soak in the The post Tips for Productivity During the Holidays appeared first on RescueTime Blog. View the full article

Subscribe to Work LifeGet stories like this in your inbox Subscribe The holidays are approaching, and suddenly everyone’s scrambling to wrap up projects before taking a break. What should be a time for winding down and holiday parties becomes a sprint to the finish line, bringing a calendar full of meetings, shifting priorities, an overflowing inbox, and a voice in your head whispering, “just one last email before you log off…” That’s when mounting pressure gives way to the stark realization that you’re running out of time, and we start to hear a familiar phrase: “Let’s circle back on that next year.” As the end-of-year crunch fast approaches, Atlassian partnered with YouGov to survey 6,000 knowledge workers across six countries (US, France, Germany, UK, India, Australia) to unpack the circle-back phenomenon. Spoiler alert: On average, 1 in 5 projects (19%) will be pushed to 2025. One-third of those unfinished projects will be abandoned entirely in the new year. Why do teams circle back? The end-of-year scramble can be tough on everyone, and our research shows that “circling back” has become a collective coping mechanism. Sixty-eight percent of knowledge workers say at least some projects will go unfinished, with shifting priorities (34%) and unexpected challenges (32%) serving as the main reasons why. Avoiding burnout is a big motivator too, but one person’s blessing is another’s burden. While 18% of knowledge workers push projects back and pick them up in the new year to avoid year-end burnout, 22% say they avoid those kinds of delays to ensure a lighter January workload. Yet workers seem to be missing a bigger opportunity. What if instead of scrambling to complete a laundry list of tasks, we use this as an opportunity to evaluate what really matters? Mark your calendars We’re calling it: December 17 is World Circle Back Day! By mid-December, 71% of workers will either have all tasks wrapped up or push them into 2025. Circling back or spinning wheels? Related Article Shared understanding: finding the “why” behind the “what” By Ingrid Blake In Leadership For many, the notion of “circling back” brings a deceptive feeling of relief. But pushing out projects – while an inevitable reality for some items in the December dash – might not result in the intended outcome. When it comes time to actually circle back, a mere 26% feel confident they can easily resume postponed projects in the new year. Most workers have the best intentions for picking up their stalled projects, but it’s harder than it sounds. Who can remember an important action item shared verbally in a one-off meeting from last year? Or a small but mission-critical piece of client feedback in an email that’s now buried deep in your inbox? Without documenting these decisions and touch points, teams work slow at best and ill-informed at worst, or end up running fast at the wrong priorities. And those tasks left on the back burner in December can quickly start to feel overwhelming in January, leading to delays – or worse, projects that drop entirely. When important projects fall off the radar, it not only disrupts the flow of work, but also negatively impacts team trust and accountability. Suddenly your December dash turns into wasted output for the entire team. Circling back(wards) It’s hard to pick back up where you left off. Part of the problem is that workers tend to say they will circle back on EVERYTHING this time of year, instead of using it as an opportunity to get super clear on your team’s priorities and realistic about what does (or doesn’t) move the needle. Some projects struggle to regain momentum after the holiday because they don’t have a big impact in the long run. These projects can feel tedious – we often call them “zombie projects” – technically “alive,” but failing to progress, draining resources and morale. The reality is that it might be time to scrap those zombie projects altogether. And that’s okay! The end of year is a great time to reevaluate your priorities, get clear on what matters, and come back prepared to make a meaningful impact with great focus (just make sure your team knows you’re scrapping it, too!). So what about postponed projects that are mission-critical and worth circling back on? There are ways to set yourself up for success so your future self will thank you. Disrupting the spin cycle Related Article How to excel at asynchronous communication with your distributed team By Jaime Netzer In Communication A little time getting organized now can make a big difference in the new year. To pick up where you left off, teams need to document their important work, including up-to-date statuses and easy-to-find sources of truth with important context about each project. These information sharing practices – often called asynchronous work – not only help you pick up where you left off, but make it easier to disconnect knowing your team has what they need to move work forward without you. This is especially useful during the holiday season, when mismatched PTO schedules, competing priorities, and fluctuating energy levels can make it tough to coordinate, risking delays or stalled progress. And no one wants to be on the receiving end of an angry ping asking where something is while on a holiday break. what is asynchronous work? Asynchronous work is teamwork that happens without needing everyone present, online, and available at the same time. Teammates can move work forward when it’s convenient for them, as long as the work is clearly documented, context is readily available, and there is clarity on expectations and deadlines. Try these async work practices this circle-back season so your team can pick up right where it left off in 2025: Capture context now for clarity post-holidays: Async work requires clearly documenting progress, decisions, and next steps in accessible formats like written documents, videos, or voice notes. Before you head out on PTO, publish a Confluence page (check out this OOO plan template) or record a Loom video that provides updates, suggested next steps, and context so team members can make progress while you’re out. Doing so means you can disconnect knowing you set your team – and your future self – up for success. Time is of the essence, so think async first: When the pressure to complete projects mounts, it’s easy to default to scheduling a meeting. But meetings are time-consuming, and often not as productive as intended. Before scheduling a meeting (or accepting one!), think about what you’re really trying to accomplish. If it’s a status update, relaying information, or an FYI, keep it async and send your teammate a Loom instead. If it’s not worth circling back on, scrap it now: Most people try to do too many things at once, which slows them down and lowers the quality of their work. Use this moment to let go of low-impact projects and focus on the work that truly matters. For tasks deemed circlebackable, reflect the new deadline on your planning pages, Jira tickets, and shared calendars so everyone is on the same page. Be realistic about your calendar: As the year’s end approaches, timebox your calendar to make sure you have enough focus time to get your most important work done. Pick a few important things to see over the finish line (rather than trying make a little progress on everything). pro tip Record a “Loom to my 2025 self” to help jog your memory on where you left a certain project and suggest where to get started when you are logged back in. New Year’s resolution: Work on what really matters While this time of year can feel overwhelming, it’s also an opportunity for a fresh start. The beginning of the year is a great time to reevaluate your priorities, set new intentions, and get reenergized about your work. If teams can change their mindset, they can turn the chaotic year-end rush and sluggish start to the new year into a seamless flow of highly effective teamwork. Breaking the circle-back cycle can be challenging, but the rewards – renewed focus, a smoother transition into the new year, and greater impact on team goals – are well worth it. Visit the Atlassian Community to take part in the circle-back challenge! Join the discussion Subscribe to Work LifeGet stories like this in your inbox Subscribe The post Happy circle-back season, to those who celebrate appeared first on Work Life by Atlassian. View the full article

Subscribe to Work LifeGet stories like this in your inbox Subscribe Compare a morning when you slept through your alarm, rushed out of bed, and barely made it to your desk in time to one when you had time for a brisk walk, a healthy breakfast, and some leisurely coffee-sipping. You’ll quickly realize your morning routine sets the tone for your entire day. Think an effective morning routine is out of your reach? We have good news: It’s a learnable science, no matter how much chaos you’re met with when you open your eyes. After analyzing the advice and morning routines of numerous well-known business leaders and productivity experts, we’ve pinpointed common practices of successful people for your most productive morning. 1. Wake up at YOUR right time Related Article Night owl or early bird? Discover your circadian personality By Tracy Middleton In Productivity “Morning people” are supposed to be the high achievers. The early bird catches the worm, right? But a successful morning routine isn’t necessarily synonymous with an early morning routine. Sure, some people who wake up early are more productive, and some studies do associate waking up just one hour earlier with lower depression rates. But if you personally dread early-morning wake-up calls, any potential benefits you get from peeling yourself out from under the covers at an unreasonable time will likely be overpowered by your misery. Oprah Winfrey never sets an alarm and Google CEO Sundar Pichai describes himself as “not a morning person.” Take a cue from them and pay attention to your own ultradian rhythms – your body’s natural cycles that repeat throughout the day and cause those peaks and dips in your energy levels. Doing so helps you find the times of day when you’re most focused and productive (known as your biological prime time). If you determine that you’re at your best in the afternoon or evening, there’s no reason for you to join the 5 a.m. club. As Mike Vardy, productivity author, speaker, and podcaster, wrote, “Look, I’m a night owl — and proud of it. Why? Because despite having many say that my sleeping habits make me less likely to achieve, I prove them wrong.” So forget the pressure to pop out of bed at the crack of dawn; stay focused on what works best for you. 2. Prepare the night before Many successful people spend their evenings preparing for the next day. Their reasoning: It leaves mornings free for an earlier start on important work (and breakfast). Giving “future you” the favor of adequate preparation doesn’t just free up your time – it frees up some brain space. We have a limited amount of willpower and decision-making ability. Too many decisions in the morning slow you down and can drain your brain for the rest of the day (it’s known as decision fatigue). Whether you pack your lunch, lay out your outfit, or create the next day’s to-do list, even five minutes of evening prep work can help you start your morning off on the right foot. Former American Express CEO Kenneth Chenault likes to end his evenings by simply writing three things he wants to accomplish the next day. For many, a successful morning routine actually starts in the evening. 3. Focus on what matters Related Article How to embrace the human side of leadership By Atlassian In Leadership Erik Fisher is the voice behind the Beyond the To-Do List Podcast. He points out that if you analyze productivity experts’ morning routines, you’ll find a few things in common. Most focus on big-picture goals, gratitude, and planning for the day. Here are a few examples: Canva CEO Melanie Perkins starts her day by reading tweets from the Canva community (which motivate her) and writing in a gratitude journal. Sara Blakely, founder of Spanx, intentionally drags out her morning commute to give herself quiet time to think and plan before the chaos of her day sets in. John Paul DeJoria, the co-founder of Patrón tequila and Paul Mitchell hair products, spends five minutes each morning quietly reflecting on what he’s grateful for. Of course, plenty of morning routines include journaling and mindfulness. But don’t feel guilty if you don’t have the time (or quiet space) for a lengthy meditation routine. Even a short walk can help you focus your thoughts and identify your desired outcomes for the day. 4. Move around and hydrate Many successful people start their mornings in motion, and you can follow their lead for a morning routine that’s equal parts healthy and helpful: Kevin Kruse, author of 15 Secrets Successful People Know About Time Management, does a daily 20-minute HIIT session on the treadmill. Jack Dorsey, co-founder of Twitter and Block, Inc., walks to work every morning. Congresswoman Nancy Pelosi power walks before work. Shark Tank investor Kevin O’Leary gets on his elliptical or exercise bike. Multi-board member Frits Dirk van Paasschen runs 10 miles every morning. Keep in mind that you don’t need to run a marathon to start your day well. According to one study, even some moderate exercise in the morning (like a brisk walk) can boost your brainpower for the rest of the day. While you’re moving, remember that what you put in your mug matters. There’s nothing wrong with a morning cup of coffee, but you should also drink plenty of water in the morning to stay hydrated and give you lasting energy. Research shows that adequate hydration improves your cognitive performance. Jeff Sanders, author of The 5 AM Miracle and host of the podcast with the same name, says his favorite morning habit is to drink one liter of water within the first 45 minutes of bouncing out of bed. “Hydration is incredibly important, especially after waking up. I always find that this larger quantity of water provides incredible energy and prepares my body for the day ahead.” 5. Eat the frog first thing in the morning Brian Tracy, author of Eat That Frog! 21 Great Ways to Stop Procrastinating and Get More Done in Less Time, bases his morning philosophy on a quote from Mark Twain. “If the first thing you do each morning is to eat a live frog, you can go through the day with the satisfaction of knowing that that is probably the worst thing that is going to happen to you all day long.” The “frog” is that one important task you’re dreading the most because it’s large and looming over you. Doing your biggest task first can help you start your day with a sense of accomplishment. Can’t quite manage to jump into the day (pun intended) with the big frog on your list? Even tackling some smaller tadpoles can help. Whether you manage a big or a small win in the morning, that gratification can propel you into the rest of the day with greater motivation. That’s the progress principle in action. Mornings matter: Create a better morning routine for a more productive day Your morning sets the tone for the entire day. But that doesn’t change the fact that there are still plenty of factors (like kids, pets, last-minute emergencies…the list goes on) that can influence exactly how your morning shapes up. The good news is that you’re not going for perfection here – and you don’t need to overhaul your entire routine. Even trying out one or two of the above tips can help you approach your mornings with a little more intention. As the old saying goes, if you win the morning, you win the day. Subscribe to Work LifeGet stories like this in your inbox Subscribe The post 5 tips to find your best morning routine appeared first on Work Life by Atlassian. View the full article

Last week we talked about how to set goals for December. With 2025 looming ever closer, we’re looking even further ahead. It’s time to start engaging in our year-end reflections and setting goals for the upcoming year. Goal-setting doesn’t just involve thinking ahead, though. It also requires you to look back. Reflecting on the past The post Year-End Reflections: Setting the Stage for Success appeared first on RescueTime Blog. View the full article

Subscribe to Work LifeGet stories like this in your inbox Subscribe It feels great to make real progress with your team. But too often, work gets bogged down in a frustrating cycle: you’re waiting for input from collaborators stuck in back-to-back meetings, while urgent requests for your input keep piling up. Deadlines slip, blockers multiply, and high-priority work slows to a crawl. Atlassian’s State of Teams research reveals that teams spend 50% more time in unnecessary meetings than making progress on high-priority work. The problem? These meetings are spent talking about work – sharing updates and information – instead of rolling up their sleeves and doing work together. I lead Atlassian’s Teamwork Lab, a group of behavioral scientists that designs best practices for modern teams. Our research reveals a powerful antidote to unproductive meeting culture: eliminate information-dump meetings and use that synchronous time for real collaboration. Think: building decks, writing documents, solving problems, sharing feedback, and revising work together. What makes this shift so powerful? When meeting time is deliberately structured for collaboration, it unleashes the power of “bursty” communication. bursty communication A distinct rhythm shared by high-performing teams, characterized by intense “bursts” of rapid communication between team members alternating with periods of deep individual work. Research shows that this bursty communication pattern makes it easy for teams to advance important work by quickly flowing between ideation and execution – driving faster problem-solving and more innovative outcomes. To tap into this “bursty” rhythm, modern teams must deliberately shift how they work and make room for bursty communication to happen. First, move routine updates and information-sharing to asynchronous channels like Slack, email, and Loom videos, keeping everyone in the loop without disrupting their flow. This frees up sync time for what we like to call “Get Sh!t Done (GSD) Sessions”: dedicated one- to two-hour blocks designed for this type of high-impact collaborative work. The term “GSD Sessions” works for us , but feel free to call it whatever resonates with your team. Think of these sessions as a virtual “tap on the shoulder” moment, during which teams can demo early work, get immediate feedback, and solve problems on the spot. There’s no waiting for responses or hesitation to “interrupt” – exactly the kind of environment that facilitates the communication and collaboration that drives team success. As one Atlassian whose team tried GSD Sessions said, “It’s like magic.” Here’s how to bring that magic to your team: 5 steps to run an effective GSD session 1. Schedule a block of time for collaboration.– Choose collaborators based on session needs: Include a small group of people who are critical to completing the work, regardless of function or reporting lines. – Start small: Block off a one- to two-hour chunk of time for your team once or twice a week. As your team gets comfortable, you can build up to 10-20% of your week (roughly 4-8 hours). – Replace meetings: Look for existing meetings that are primarily spent talking about work. These are prime candidates to convert into GSD Sessions.2. Prepare to roll up your sleeves together on high-priority work.– Remember: this session is set aside for in-progress work. The point isn’t to present something polished, it’s to get work done together. – Keep it flexible: No fixed agenda needed – just be ready to tackle your most critical task(s) with key people as needs arise. – The day before (or day of) the session, spend 5-10 minutes identifying high-priority tasks that would benefit from real-time collaboration.3. Set up your tools for seamless interaction.Keep the video call running throughout the GSD Session. Alternate between: – Camera/mic ON: for planning, questions, or feedback – Camera/mic OFF: for focused work to action the things you’ve discussed – If you have questions during focus time, use chat messages or briefly turn your camera/mic back on. – The rhythm will feel natural once your team gets the hang of it.4. Use bursty communication.– Alternate between group work and individual focus. One successful approach: meet for 10 minutes to align, work independently for 30, then regroup to share progress and solve blockers. – Create a “tap on the shoulder” atmosphere: make it safe for teammates to ask for help, troubleshoot, and share spontaneous ideas – that’s how great solutions emerge.5. Aim for progress, not perfection.– Remember: GSD Sessions are about making tangible progress. – Whether you’re developing new ideas or refining existing work, the goal is to work in a way that feels responsive and momentum-building. Get buy-in from your team with this message: “Hey Team! I’d like us to try out GSD Sessions. These are dedicated time blocks that we’ll use to collaborate on high-priority tasks together, in real time. They’re flexible – we can decide which projects to tackle and which key collaborators to include as the session approaches. We can accomplish things like: Writing a page together Working through a complex problem live Reviewing and providing feedback on each other’s work Next steps: You’ll see some GSD Session holds on your calendar soon! Go deeper: GSD Sessions facilitate bursty communication, which research shows fuels innovation and productivity. Check out this blog on GSD Sessions from Atlassian for more details.” The power of GSD Sessions We tested GSD Sessions with 103 Atlassians over 2.5 weeks. From the 40 participants who provided feedback, the results were striking, demonstrating the impact of creating real-time space for getting high-priority work done together. Boost progress on key priorities After 2.5 weeks of GSD Sessions, teams’ ability to resolve blockers increased by 39 percentage points. Meanwhile, we found that bursty communication was in fact the secret sauce for moving work forward: when teams reported alternating between bursts of rapid communication and deep individual work during their GSD Sessions, they made 24% more progress on top priorities. We can debate immediately when a question or problem occurs and not need to wait until we find time for a meeting. Chris Spanner, Advisory Services Increase innovation Teams’ ability to explore new ideas increased by 26 percentage points during the weeks they participated in GSD Sessions. Real-time collaboration sparked creativity – people could immediately build on each other’s suggestions, leading to more cohesive and innovative solutions than they’d find working separately. We could not only discuss but quickly get feedback after trialing the ideas discussed. This meant we could move and pivot faster. Annaliese McGavin, Senior People Researcher Strengthen team connection and energize collaboration Team connection increased by 27 percentage points, with 85% of participants feeling connected post-sessions. Participants’ energy levels increased by 21 percentage points, showing the motivating power of effective collaboration. Most notably, anxiety around collaboration disappeared completely: before GSD Sessions, 52% worried about inconveniencing teammates when asking for feedback. After just one week, not a single participant reported feeling anxious. The results speak for themselves: 69% of participants recommend GSD Sessions to their colleagues, and 65% plan to make them a permanent part of their workflow. Ready to transform how your team creates together? Schedule your first GSD Session this week and start turning meeting time into momentum. Subscribe to Work LifeGet stories like this in your inbox Subscribe The post Stop talking about work – do work together instead appeared first on Work Life by Atlassian. View the full article

Between this newsletter, my podcast, my books, and my New Yorker journalism, I offer a lot of advice and propose a lot of ideas about how the modern digital environment impacts our lives, both professionally and personally, and how we should respond. This techno-pontification covers everything from the nitty gritty details of producing good work in an office saturated with emails and Zoom, to heady decisions about shaping a meaningful life amid the nihilistic abstraction of an increasingly networked existence. With the end of year rapidly approaching, and people finding themselves with some spare thinking time as work winds down for the holidays, I thought it might be fun to try to summarize essentially every major idea I discuss in one short primer. So that’s what I’m attempting below! I’m sure I’m missing some key points, but this should nevertheless provide a useful road map to my esoteric mental wanderings. Knowledge Work Treat cognitive context shifts as “productivity poison.” The more you switch your attention from one target (say, a report you’re writing) to another (say, an inbox check), the more exhausted and dumber you become. The biggest source of context shifts is digital communication. Move as much collaboration as possible out of chains of ad hoc, back and forth messaging and into something more structured. The second biggest source of context shifts is caused by working on too many tasks at the same time. Do fewer things at once. You’ll finish each task faster (and better) and therefore accomplish more over time. Focus is like a super power in most knowledge work jobs. Train this ability. Protect deep work on your calendar. Support these sessions through special rituals and spaces. You need specific systems to track all of your commitments. You need specific system to manage your time and attention. The pace and volume of modern knowledge work is too intense for you to casually handle it all in your head. Remote work requires more structure surrounding workload management and communication than regular office work. It’s not enough to simply give remote workers a Zoom account and a Slack handle and hope their efforts unfold as before. Sources: Deep Work, A World Without Email, Slow Productivity, “Why Remote Work is So Hard–And How it Can Be Fixed”, “Why Do We Work Too Much?”, “Was Email a Mistake?”, “How to Have a More Productive Year” Personal Technology Use Your phone should be used as a tool, not a constant companion. To accomplish this: (1) keep your phone plugged into the same spot when at home (instead of having it with you); and (2) remove all apps from your phone where someone makes more money the more you use it. Most people don’t need to use social media. If you really need to use it — e.g., for professional purposes — use it on a web browser on your laptop, and spend at most an hour a week logged in, as that’s enough for 99% of legitimate uses. There are better ways to be entertained, find news, and connect with people. Digital communication can be great, but be wary of communicating with people you’ve never actually met in person before. (That is, texting a friend is good. Arguing with a random Twitter user about presidential politics is not.) Fixing your relationship with digital tools requires that you fix your analog life first. It’s not enough to stop using problematic apps and devices, you must also aggressively pursue alternative activities to fill the voids this digital abstention will create: read books, join communities, develop hard hobbies, get in shape, hatch plans to transform your career for the better. Without deeper purpose, the shallow siren song of your phone will become impossible to ignore. Kids under the age of 16 shouldn’t have unrestricted access to the internet. Their brains aren’t ready for it. Sources: Digital Minimalism, “Quit Social Media”, “Steve Jobs Never Wanted Us to Use Our iPhones Like This”, “Cal Newport on Kids and Smartphones” The Deep Life In building a meaningful and fulfilling life, it’s usually better to work backwards from a broad vision of your ideal lifestyle than it is to work forward toward a singular grand goal (e.g., a “dream job” or radical location change) that you hope will make everything better. The best way to improve your professional life is to get good at something the market unambiguously values, and then use this “career capital” as leverage to shape your work in ways that resonate. No one owes you a great a job. You have to get great first before you demand it. Succeeding with big changes in your life requires that you first get your act together. Get comfortable with discipline (doing things that are hard in the moment but important in the long term), get organized, and reclaim your brain from constant digital distraction. Only then should initiate your ambitious plans. Sources: So Good They Can’t Ignore You, “The Most Important Piece of Career Advice You Probably Never Heard”, “The Deep Life: Some Notes”, “Deep Life Stack 2.0” The Internet and Future Technology When it comes to the internet, small is usually better than big. Niche online communities are more meaningful and less harmful (in terms of both content and addictive properties) than massive social platforms. Independent content formats, like podcasts and newsletters, are much better for creatives (in terms of stability, income, and autonomy) than attempting to become an influencer on a major platform. And so on. The age of massive social network monopolies is already coming to an end. We just don’t realize it yet. Generative AI won’t really change our daily lives in a massive way until it leaves the chatbot format and becomes more integrated into specific tools. The biggest technology story everyone is ignoring is the end of screens. Within the next decade, AR glasses will replace essentially every screen currently in our lives — phones, laptops, tablets, computer monitors, and televisions. The ramifications on the worldwide technology sector will be absolutely massive. It will also be the end of a fully differentiated analog reality as we know it. Sources: “The Rise of the Internet’s Creative Middle Class”, “TikTok and the Fall of the Social Media Giants”, “Can an AI Make Plans”, “The End of Screens?” ##### Speaking of books, my latest, Slow Productivity: The Lost Art of Accomplishment without Burnout, was named a best book of 2024 by The Economist, NPR, and Amazon. It’s also currently heavily discounted for Cyber Monday. Consider it as a great gift for yourself or someone else you know who could benefit from slowing down! (The photo used for this article was taken by Greg Kahn for a recent profile of me published in El Pais.) The post The Tao of Cal appeared first on Cal Newport. View the full article

Subscribe to Work LifeGet stories like this in your inbox Subscribe Your colleague has been experimenting with a new automation tool and insists your team should use it to speed up some of your workflows. Everybody has reservations – this person has only used this tool a few times and there are complexities in these workflows that are difficult to automate – but your team member isn’t willing to listen to the naysayers. Confident, eager, and excited, your overly optimistic coworker charges ahead with rolling out the tool. It isn’t long before your workflows are a tangled knot and your team member is grappling with how things went so wrong when they swore they were an expert. Been there? It’s tempting to write off your colleague as misguided, stubborn, and even arrogant. But in reality, they defaulted to a common cognitive bias: the Dunning-Kruger effect. The Dunning-Kruger effect: What it is and why it happens Related Article The Johari window: a fresh take on self-reflection By Kat Boogaard In Teamwork The Dunning-Kruger effect is a cognitive bias that occurs when someone overestimates their knowledge and abilities. It was first coined by David Dunning and Justin Kruger, both psychologists at Cornell University, in their 1999 paper. The psychologists conducted four different studies that each tested participants on humor, grammar, and logic. Participants weren’t just evaluated – they were also asked to predict their own performance. The participants who scored in the bottom quartile of the tests had grossly overestimated their own abilities. Their actual performance, on average, put them in the 12th percentile, despite the fact they self-estimated they’d be closer to the 62nd percentile. That disconnect lives at the heart of the Dunning-Kruger effect. The typical “sitcom dad” is one trope where you’ll see this particular bias pop up. He refuses to ask for directions on a road trip and gets his family hopelessly lost. He insists he can complete a basic home repair only for chaos (and property damage) to ensue. He’s confident he can cook a family meal, then the frying pan starts on fire. But that tired comedy device implies that the Dunning-Kruger effect relates to basic intelligence and only happens to the most bumbling and inept among us. In reality, the Dunning-Kruger effect can happen to all of us – including you. What is a cognitive bias? The Dunning-Kruger effect is one of many cognitive biases our brains can fall victim to. A cognitive bias is when you allow your personal preferences and beliefs to influence your decisions – even if other information threatens or disproves those preconceived notions. Think of it as a brain shortcut that helps you process the overload of information you take in daily. It’s not a perfect system, but one our brains seem intent on sticking with, because it’s our system (that’s called modal bias, by the way). Why does the Dunning-Kruger effect happen? But why do some of us tend to be so optimistic about our abilities, especially in areas where we should readily recognize that we have limited knowledge and skills? In their paper, Dunning and Kruger described it as a “dual burden.” We charge ahead while overestimating our talents, but we also lack the awareness (something Dunning and Kruger called “metacognitive abilities”) to recognize that we’re falling short in the first place. Basically, you don’t know what you don’t know. Because you’re inexperienced in a particular area, you don’t have the basic information you need to distinguish between a good performance and a bad performance. Think of it like this: If you’re not into wine, you probably can’t tell the difference between a $10 bottle and a $100 bottle. Another reason we tend to aggrandize our own skills and talents is that it can feel shameful to admit that we don’t know something – hence why “fake it ‘til you make it” is such a popular slogan. What are the four stages of the Dunning-Kruger effect? The four stages of competence model is often talked about in conjunction with the Dunning-Kruger effect. This model shows how learning progresses through four distinct phases. These stages are: Unconscious incompetence: You are completely unaware of a gap in your skills or knowledge Conscious incompetence: You are aware of the skill or knowledge you lack and are eager to acquire it Conscious competence: You are able to perform the new skill, but with a lot of focus and effort Unconscious competence: You are able to perform the skill so naturally and easily, you can do it without much conscious thought It’s in the first stage – or the transition between the first two stages – when the Dunning-Kruger effect most commonly comes into play. What’s the harm in the Dunning-Kruger effect? We all over-inflate our abilities occasionally. But even so, most of us still have a somewhat realistic grasp on what we’re capable of – you probably aren’t volunteering when somebody on a plane asks for a doctor simply because you’ve watched a few medical dramas. So is this cognitive bias really all that bad? What’s the harm? Dunning-Kruger does have some potential for fallout, including: Poor decision-making: Whether it’s pursuing a career that ultimately isn’t a match for your abilities or volunteering for a project you can’t realistically pull off, that dual burden can trigger some poor decisions. Mistrust among team members: If your overconfidence becomes a pattern, your co-workers could start to doubt your ability to perform at a high level in any area. A tendency to overpromise and underdeliver erodes teammates’ trust. Potential danger: Overestimating your skills could pose a danger to yourself and others, particularly in hazardous and high-risk careers. The Dunning-Kruger effect isn’t all bad, though. A little extra optimism and self-assuredness could be what’s needed for people to achieve stretch goals that might’ve seemed completely unreasonable to others. Dunning-Kruger vs. imposter syndrome The Dunning-Kruger effect seems to be in direct conflict with one of its better-known relatives: imposter syndrome, which occurs when we underestimate our own talents and worry (without reason) that we’ll be exposed as frauds. The two are indeed opposites, but it’s possible to experience both types of blind spots. Dunning-Kruger tends to show up in areas where we lack expertise but assume we’re proficient. In contrast, imposter syndrome happens when we really are experts but distrust our own intelligence anyway. Is the Dunning-Kruger effect even real? Like any other theory or finding, the Dunning-Kruger effect has been the focus of criticism – with some skeptics pointing toward regression to the mean or even random occurrence to explain the original study’s findings, rather than a real defect in our self-insight. But beyond the scholarly hole-poking, perhaps the biggest problem with the way we talk about this bias lies in the undercurrent of shame. Academic explanations are riddled with words like “incompetent,” “ignorant,” and “poor performer,” terms that can understandably trigger some self-consciousness and humiliation. As a result, identifying the Dunning-Kruger effect as the cause of someone’s bias can feel like a personal attack, even though it’s a universal experience – something that can (and will) happen to all of us. How to overcome the Dunning-Kruger effect While it’s bound to still creep in from time to time, awareness is the best antidote to the Dunning-Kruger effect. Here are a few strategies you can use to fuel reflection and recognition, for yourself and your team. Overcoming the Dunning-Kruger effect yourself Most of us like to think of ourselves as self-aware, but one study found that only 10-15% of people fit the criteria. Here’s how you can get a more realistic grasp on yourself and your capabilities: Solicit feedback from various sources: 360-degree feedback offers a well-rounded perspective of your performance, capabilities, and what you’re like to work with. While some companies make this a formalized process, you can solicit feedback from the people you work with on a steady basis (such as during 1-on-1 meetings, at the end of big projects, or during performance review cycles) to keep your self-perception in check. Reflect on your past experiences: History is a great teacher, especially when it comes to boosting your self-awareness. Look back on previous projects or challenges. When have you struggled? When have tasks felt effortless? What are you consistently praised for? What work fulfills you? What drains you? This can clue you in on where your capabilities are best utilized. Overcoming the Dunning-Kruger effect on your team Related Article What does psychological safety mean, anyway? By Katie Taylor In Teamwork If you’re leading a team, there are a few other steps you can take together to minimize this bias and root everybody in reality: Prioritize psychological safety: A high degree of psychological safety means people feel more comfortable admitting they don’t have the necessary know-how to do something, rather than feeling like they need to put on a front. Value and celebrate diverse skills: As a manager, it’s tempting to zone in on patching up weaknesses on your team. But classic research from Gallup found that a strengths-based culture, as opposed to one that fixates only on growth areas, increases employee engagement. Plus, people will feel valued for their unique attributes rather than pushing beyond their capabilities to get your recognition and approval. Complete a self-reflection exercise: The Johari window is a personality assessment that improves your understanding of yourself. You’ll select five or six terms that best describe you and your colleagues will also select descriptors they think fit you best. You’ll plot the qualities on a matrix to see how your self-perception compares to the way your colleagues view you. Fuel a growth mindset: A team that has embraced a growth mindset is hungry to learn and improve and views failures and mistakes as learning opportunities. You can feed this mindset by providing plenty of resources – like mentorship, seminars, books, courses, and other professional development opportunities – for team members to explore and refine their skills. Give thoughtful and honest feedback: Constructive criticism is hard to hear and sometimes even harder to deliver. But if you keep your lips zipped and let your low performers continue to assume they’re knocking it out of the park, they’ll stay on that same path, blissfully unaware that they’re falling short. Aim for awareness, not apprehension It’s off-putting to know your brain is basically hardwired to trick you into an inflated self-assessment. But the goal here isn’t to inspire doubt or hesitation. Rather, understanding the Dunning-Kruger effect and how it might show up in your work and your life will help you build your self-awareness. When you have a more pragmatic sense of your actual strengths and weaknesses, you’re able to seek out roles, projects, and situations where you (and the other people on your team) can shine – not struggle. Subscribe to Work LifeGet stories like this in your inbox Subscribe The post The Dunning-Kruger effect: why and how we overestimate our own abilities appeared first on Work Life by Atlassian. View the full article

Setting Goals for December: Reflect, Plan, and Achieve December is here—the month of twinkling lights, ambitious to-do lists, and the quiet reminder that another year is wrapping up. It’s easy to get swept up in the hustle, but pausing to reflect and plan is one of the best gifts you can give yourself this season. If The post Yes, Virginia, you can be productive in December appeared first on RescueTime Blog. View the full article

A kind remark from your colleague. Dazzling fall colors everywhere you look outside. Starting your day with a caffeine boost. When you start looking for them, you can find good things in your life almost anywhere. The approach of Thanksgiving is often a catalyst for grateful reflections. And while there’s never a bad time to The post Gratitude at work: Can a positive mindset improve your productivity? appeared first on RescueTime Blog. View the full article

Stop “using” AI. Start collaborating with it. Our latest research from Atlassian’s Teamwork Lab shows that when it comes to getting the most out of working with AI, mindset matters far more than adoption – and is key to maturity. Advancing past adoption Much existing research focuses on AI adoption rates, or how often someone uses AI. We take a different approach to instead look at how people work with AI. Our data clearly shows that employee mindset is the key to AI maturity. In other words, adoption matters far less than attitude when it comes to optimizing AI capabilities and improving work quality within an organization. Our data reveals two primary groups of people who engage with AI at work: one group sees it as a tool, while the other treats it like a team of expert advisors. People in the second group don’t just use AI to automate repetitive tasks, they experiment with AI to bring their ideas to life. Unsurprisingly, we see that the quality of their work is much higher than that of simple AI users. Some people think of AI as a way to do the work they don’t want to do. Top performers think of it as a way to do the work they’ve always wanted to do. In our survey of roughly 5,000 knowledge workers from Australia, US, India, Germany, and France, we see that people who most effectively collaborate with AI start with a question. These individuals define a specific task or challenge, set a clear goal, and then partner with AI to brainstorm solutions, explore ideas, and deliver better work. The results are clear: the future of work is human-AI collaboration. Our data proves that the most strategic AI collaborators: Leverage AI to get 2x the ROI on their efforts Save 105 minutes daily – equal to an extra workday each week Are 1.5x more likely to reinvest time saved into learning new skills Are 1.8x more likely to be viewed as innovative teammates So, what’s preventing your team and company from reaping the benefits of human-AI collaboration? See the key findings from our inaugural AI Collaboration Report and learn how to move your people from AI users to AI collaborators. The AI Collaboration Index: from simple user to strategic collaborator For our AI Collaboration Report survey, we asked participants to report how they think about and work with AI. We then grouped participants into two main categories: Simple AI users (those in Stages 1 and 2) think of AI as an automated tool. They use AI only to get tasks they could likely do themselves done faster and more easily. Think: personal assistant. Simple usage examples (Stage 1 and 2): You wrote an email, and you use AI to make it more concise and effective. You use AI to search for information within your company. Strategic AI collaborators (those in Stages 3 and 4) approach AI as a creative partner or an entire team with a range of specialized skills. Strategic collaboration examples (Stage 3 and 4): Anu Bharadwaj, President of Atlassian, collaborates with the Customer 360 agent to quickly pull customer data into a page and then spars with the agent to surface insights. AI agents like Customer 360 act as specialized teammates by informing strategy: Annie Dean, Global Head of Team Anywhere, Atlassian, leverages AI to speed up and improve real-time idea generation: If you’re stuck on an idea and your favorite sparring partner is tied up in a meeting, you can open a conversation with AI to bounce ideas back and forth, get feedback in real time, and treat the exchange like a true conversation. For the first time, technology speaks our language – and that’s a huge unlock. Annie Dean, Global Head of Team Anywhere, Atlassian Note: Respondents who identified AI as “useless in the workplace” (Stage 0) were not included in these analyses, as they did not actively use AI in their workflow. The most strategic AI collaborators see 2x the ROI of simple users From the PlaybookBuild your team’s confidence in AI with the AI Innovation Day Play, a focused day of learning and doing with AI. Run the Play We asked people to estimate the amount of time that AI saves them on a daily basis. Simple AI users (specifically, those in Stage 1) save 53 minutes per day thanks to AI, while the most strategic AI collaborators (those in Stage 4) save a whopping 105 minutes per day. That’s equal to over 20% of the average workday, or an entire extra workday each week. Translating our results to dollars: enterprise organizations that partner with AI for enhanced decision-making can achieve an ROI of $129.4 million annually, compared to just $65.1 million when AI is used for task-specific purposes. That’s an opportunity cost of $64.3M. Nearly all of Stage 4 AI collaborators (94%) agree that the time they spend learning to work with AI pays off, compared to just 59% of Stage 1 AI users. By moving employees beyond basic AI usage to strategic collaboration, companies can capitalize on AI’s full potential and drive significant ROI. But shifting your AI mindset is not just about time savings – it’s much bigger than that. AI collaboration can give companies an additional competitive edge by promoting continuous improvement, elevating work quality, and fueling meaningful innovation. Strategic AI collaborators reinvest time saved to level up – simple AI users don’t There are not only big differences in how much time simple AI users and strategic AI collaborators save, but in what they do with that time. Simple AI users save 53 minutes per day thanks to AI, and tend to spend that extra time on administrative tasks. In contrast, strategic collaborators take the 105 minutes per day that they save to dive more deeply into their work: they are most likely to keep learning new skills and generating new ideas. Our data shows that those in Stage 4 are most likely to report that AI has increased their motivation and excitement about work. These collaborators are energized by the innovation and possibilities of AI, and continue to discover new ways it can help them become more creative and productive. If simple AI users adopt a collaborative approach, they may become more motivated and keep uncovering new ways to leverage AI. As an added benefit, feeling energized at work is linked to higher job satisfaction and lower levels of burnout. Human-AI collaboration seems to be a self-perpetuating cycle: strategic ways of working with AI lead to higher payoffs, which encourage further exploration and experimentation and have a snowball effect on organization-wide innovation. Strategic AI collaborators get higher-quality results We see the greatest unlock when workers start to view AI as part of the team. This is when the quality of their work jumps up. Simple AI users get things done fast, but their work quality doesn’t seem to change. As someone becomes a more strategic AI collaborator (Stages 3 and 4), not only do they get work done faster, but the quality of their work also improves drastically. Roughly half of Stage 1 simple AI users (54%) agreed that “The quality of my work has improved over the past month.” In contrast, a large majority (85%) of strategic AI collaborators (Stage 3 and 4) agreed that “The quality of my work has improved over the last month.” But how exactly does strategic collaboration improve work quality? When simple users have AI compile data from various sources, they stop there. They fail to ask AI to help with analysis or takeaways. In contrast, a Stage 3 collaborator will continue to work with AI to build hypotheses, ask questions, analyze findings, and pull insights. A Stage 4 collaborator takes it one step further. They ask AI to outline the pros and cons of different decisions, surface case studies from similar contexts, and list potential unintended consequences. Teams that tap into AI’s deep knowledge base can produce higher quality and more impactful work, driving strategic outcomes that solve a larger business problem. Our research shows Strategic AI collaborators are 1.8x more likely than simple AI users to be seen as innovative teammates. Their AI experimentation not only enhances their own work but inspires team-wide creativity and problem-solving. Teams that collaborate with AI can see exponential gains in both performance and output, setting their organizations apart from the competition. Leaders should highlight instances where a strategic collaborator partnered with AI to improve the quality of their work, and have that employee share exactly how they integrated AI into their workflow with the larger team. This provides actionable insights and best practices for others to replicate, and raises the standard across the organization. Strategic AI adoption varies across functions Different functions leverage AI in different ways, with some clear missed opportunities. Less than half of even the most strategic AI collaborators in IT currently turn to AI for higher-level work, like developing long-term plans, optimizing resource allocation, and building and testing new solutions. And of all marketers, only 31% say AI helps them create insights from complex data. As marketing is becoming increasingly quantitative, this stands out as an overlooked area for collaboration. Another example: the most strategic AI collaborators in management and strategy roles are, unsurprisingly, also the most likely to turn to AI for help creating insights from complex information or data. Among these employees, 67% report leveraging AI for this task. In contrast, less than a third of Stage 4 employees in education and training do the same. By encouraging cross-functional knowledge sharing, leaders have an opportunity to improve AI collaboration within specific functions. While the details of how teams work with AI may be craft-specific, simply hearing that another function is leveraging AI in a certain area (e.g., translating data into insights) can unlock new forms of experimentation and set the stage for a crowd-sourced culture of AI collaboration ideas. Leadership attitude towards AI matters – a lot Whether they know it or not, leaders set the tone for AI collaboration at work. In an environment of fear and anxiety around AI, workers will use it minimally and may hesitate to spend the time to learn more innovative methods of collaboration. Think, ”If I use it, I’m cheating … so I’ll keep it basic” or “If I take time away to figure out how to use AI, I’ll get behind on my work. So I’ll just keep working like I always have.” If leadership embraces experimentation and motivates employees to try and learn AI without fear of failure – or productivity loss – workers develop their strategic AI collaborator muscle more readily. Those who agree with the statement “Leadership encourages me to experiment with AI” save 55% more time a day than those who don’t (84 minutes vs. 55 minutes). We also see that those with leadership support are 2.5x more likely to be strategic AI collaborators. But support alone isn’t enough. Leaders must make their own AI collaboration journey visible. If you’re a leader, a powerful way to move your people beyond AI “usage” is to give them examples of how AI helps you augment your work. Start team meetings off by sharing what agent you or your team recently leveraged and offer best practices for prompting it. Consider creating a platform (this could be a Slack channel or company-wide newsletter) with other leaders to do the same. Taking these steps will not only offer employees insight into how to better work with AI, but will also set a norm of human-AI collaboration. When leaders foster a culture of experimentation and learning, employees are more likely to become strategic AI collaborators, resulting in greater time savings and higher-quality outcomes. Without leadership support, workers may stay stuck in outdated workflows (and in Stage 0-2), missing out on AI’s ability to drive efficiency and innovation. Embracing AI at the leadership level is key to unlocking its transformative benefits across the organization. How teams can become strategic AI collaborators Having leadership support is just half the equation; developing a culture of AI collaboration is a team effort. Here are a couple of practical steps to get you started: Foster AI experimentation by encouraging everyone to embed AI into their daily work. Don’t just attend an hour-long training session. Instead, encourage your team members to take a more hands-on approach to learning by setting weekly challenges for the group like, “Try two new AI agents this week. Here are some agents we’ve been working with…” or “Ask AI four questions this week.” Host cross-functional learning sessions focused on AI collaboration. Consider adding a segment to team-wide meetings in which different people highlight how they’re leveraging AI to improve their work. Make this a rotating role. If each person knows in advance they’ll be asked to share their AI collaboration best practices, they’ll be more likely to establish and adopt better ways of working with AI. Looking ahead Based on the findings detailed above, we predict: Burnout will decrease by 25%, driven by a 50% burnout drop among Stage 4 AI collaborators. AI leads to time savings across the board, but people in Stage 4 also report that AI increases their motivation and excitement about work. These trends should reduce work-related overwhelm, leading to noticeable improvements in employee wellbeing. The AI ROI gap will double. Strategic AI collaborators see 2x the ROI of simple users, but as they continue to experiment and develop new ways to collaborate with AI, we expect they’ll see 4x the ROI by 2026. In 2025, individuals with strong people management skills will get 75% more value from AI agents – even if they aren’t in leadership roles. The skills that make great people leaders – providing context about the problem, assembling the right team of experts, and delegating work – are the same skills needed to successfully use AI as a creative partner and team of expert advisors. Our findings show that strategic AI collaborators see higher ROI, work quality, and motivation. The implications are clear: the most successful teams will be those who advance beyond simple AI usage. It’s time for us to reset how we work with AI – from treating it as a basic tool to partnering with it as a collaborative teammate. Subscribe to Work LifeGet stories like this in your inbox Subscribe Dismiss Subscribe to Inside Atlassian Email Address Sign up Thank you for subscribing. The post AI Collaboration Report: “Using” AI is not enough – here’s what your organization is missing appeared first on Work Life by Atlassian. View the full article

I have a confession: I hate productivity. I don’t want to grind, and I’m not here to squeeze more out of every single minute. But wandering aimlessly between work, my constantly buzzing phone, and a house full of half-finished art projects wasn’t doing me any favors either. But this post isn’t about my dislike for The post The Pomodoro Method (Or how I learned to stop winging it and love productivity) appeared first on RescueTime Blog. View the full article

Election Day has come and gone, and I think it’s safe to say we’re all in need of regaining our balance. This period, marked by following the campaigns and debates and advocating for change, often leaves us feeling like we’re being pulled in a thousand directions. As we step back from this whirlwind, it’s essential The post Reflecting on Civic Duty: Regaining Balance After Election Day appeared first on RescueTime Blog. View the full article

I’m writing this post about eighteen hours before the first polls open on Election Day, and it feels tense out there. The New York Times, for example, just posted an article headlined: “How Americans Feel About the Election: Anxious and Scared.” Based on extensive interviews conducted over this past weekend, the Times concludes: “Americans across the political spectrum reported heading to the polls in battleground states with a sense that their nation was coming undone. While some expressed relief that the long election season was finally nearing an end, it was hard to escape the undercurrent of uneasiness about Election Day.” These results probably come as no surprise. The question then becomes what to do with this anxiety. The first step, of course, is to vote — and not just vote, but to approach your decision honestly and dispassionately. By the time you read this, you’ve likely already completed this step. But then what? Here I have a suggestion that I think could be healing for all points of the political spectrum: use the stress of this election to be the final push needed to step away from the exhausting digital chatter that’s been dominating your brain. Take a break from social media. Stop listening to news podcasts. Unsubscribe, at least for a while, from those political newsletters clogging your inbox with their hot takes and tired in-fighting. I suggest you switch to a slower pace of media consumption. Don’t laugh at this suggestion, because I’m actually serious: consider picking up the occasional old-fashioned printed newspaper (free from algorithmic optimization and click-bait curation) at your local coffee shop or library to check in, all at once, on anything major going on in the world. I think I might setup a Sunday-only paper subscription as my main source of news this winter. Equally important is how you redirect your newly liberated attention. Consider aiming it toward real community, with real people who actually live near you, to retrain your brain to stop thinking of the world as hopelessly fractured into vicious tribes. (If right now you’re scouring this post to seek evidence as to whether I’m friend or foe, then you’re already severely suffering from this malady. ) Consider reading books again. There’s a pleasure in the conquest of deep ideas that’s been lost as we thrashed in a digital sea of churning distraction. Spend more time in nature to discover that despite the apocalyptic tenor of the online world, its analog counterpart persists, and is beautiful. The Republic will still stand without our constant digital vigilance. But it’s unclear if our mental health can survive the status quo. ##### Two announcements to share… For the past twelve years, my longtime friend Joshua Fields Millburn, of The Minimalists fame, has been teaching a fantastic online course called How to Write Better. It’s open this week for a new session, so if you’re interested in improving your writing ability (which you should be), please check it out! If you’re still on the fence about whether or not to read my new book, Slow Productivity, check out this insightful new review from Real Clear Books that was published last week. The post After You Vote: Unplug appeared first on Cal Newport. View the full article

With the U.S. elections just a handful of days away, it’s too easy to get caught up in all things political. You might opt for a quick check on your favorite news site and then realize you spent an hour looking through the most recent poll results or watching town hall meetings. For some people, The post Balancing Work and Civic Duty: How to Stay Productive During Voting Season appeared first on RescueTime Blog. View the full article

World Mental Health Day was last week, and this year’s theme probably resonates with most of us. It is time to prioritize mental health in the workplace. According to the World Health Organization, almost 1 in 5 adults experience a mental health condition each year. If you feel like your mental health has taken a The post Honoring World Mental Health Day: 6 Ways Time Management Supports Your Mental Health appeared first on RescueTime Blog. View the full article

Many predictions and concerns tumbled into the slipstream trailing ChatGPT’s dazzling, turbulent entrance onto the technology scene in late 2022. Few of these initial warnings felt more immediate than those of imminent disruptions to higher education. “Could the chatbot, which provides coherent, quirky, and conversational responses to simple language inquires, inspire more students to cheat?”, asked an NBC News article, published only a week after ChatGPT’s initial launch. Several months later, a professor in the Texas A&M system took this warning to heart and failed his entire class after convincing himself that every one of his students had used AI to write their final assignments. (It turns out that his method of detection—asking ChatGPT itself whether it produced the submissions—was unreliable. He later changed the grades.) “AI seems almost built for cheating,” explains Ethan Mollick, in his recent bestseller, Co-Intelligence. He predicted, in particular, that paper writing as a pedagogical tool might be on the way out, forcing institutions to adapt to other methods to teach composition: “In-school assignments on non-internet-enabled computers, combined with written exams, will ensure students learn basic writing skills.” It’s hard to believe that it’s been almost two years since we first started hearing these concerns about ChatGPT providing students the perfect cheating machine. As a professor and writer myself, these issues interest me, especially when it comes to academic compositions. So in my most recent article for The New Yorker, published earlier this month, and titled “What Kind of Writer is ChatGPT?,” I set out to understand how these tools are currently being put to work by students tackling writing assignments. My approach was to move beyond speculation and watch actual students use AI on actual assignments, with a particular focus on a graduate student I called Chris, who was using ChatGPT to write a significant anthropology paper. As I explain in the article, what I observed Chris doing was more complicated than you might have guessed: “He was not outsourcing his exam to ChatGPT; he rarely made use of the new text or revisions that the chatbot provided. He also didn’t seem to be streamlining or speeding up his writing process. If I had been Chris’s professor, I would have wanted him to disclose his use of the tool, but I don’t think I would have considered it cheating. So what was it?” I recommend that you read the full article to learn the full answer. But to preview what I discovered: students aren’t simply outsourcing their writing to tools like ChatGPT, but they’re also not using them in clearly harmless ways either. The reality is something different and new; less a method to speed up the task of writing and more an approach to reducing its cognitive burden. The bigger point to be made here, however, is about how we think about this new age of artificial intelligence in which we’ve been enveloped since late 2022. These tools are undeniably powerful. Accordingly, they will undeniably end up changing some things about our lives in major ways. But predicting these changes has proven exceedingly difficult. If you’re interested in these trends, spend less time listening to people explaining how the next version of some model is going to change everything all at once, and instead directly observe what people are doing with the versions of the technology they have access to right now. The stories are less flashy, but as you look deeper you’ll find interesting things going on. ##### In the latest episode of my podcast, Deep Questions, released earlier today, I take an unconventional look at the idea of discipline and how to improve it (listen | watch) Have you read my new book, Slow Productivity: The Lost Art of Accomplishment without Burnout? If not, here’s yet another reason to consider doing so: Goodreads just listed Slow Productivity as #1 on their recently released list of the “Most Popular Self Help Books of 2024.” The post The Perfect Cheating Machine? appeared first on Cal Newport. View the full article

You’re probably definitely not surprised to hear that we, as humans, are incredibly distractible. The average American picks up their phone 144 times each day. If you take away eight hours for sleeping, that’s approximately one pickup every seven minutes. Email, too, is out to distract us. We can’t forget the average 120 emails that The post 10 tips to maximize your time blocking efforts appeared first on RescueTime Blog. View the full article

“The whole of life is but a moment of time. It is our duty, therefore, to use it, not to misuse it.” —Plutarch “I could never become a minimalist.” This is a phrase I have heard countless times since starting this blog. Every time, two thoughts come to mind. First, I wonder what misconception they have about minimalism that would make it seem so difficult. But second, more importantly, I think to myself, “But you already are a minimalist—you just don’t know it yet.“ The truth is, we’re all minimizing something in our lives, whether we realize it or not. And once we understand that fact, everything about us begins to change. Every day, we make choices about where we spend our time, money, energy, and attention. By definition, these resources are limited. Even if we were the richest man or woman on earth, there is still only a finite amount of money and time available to us. It is impossible to do or have everything. All of life is a trade. Every minute of every day, we trade for something. And if we’re not minimizing our possessions, we’re minimizing something else. When I first embraced minimalism, I thought I was just motivated to declutter our home so I could spend more time with my kids. But I quickly realized minimalism was about more than that. Minimalism was about finding more intentionality with my resources. It wasn’t just about removing things from my home. It was about making better choices with my life. When we began to own less, we found more time for the things we love. More energy for pursuits that matter. More focus for what brings real meaning. More money for service and generosity. We even found more opportunity to focus on self-growth and personal development. When we began minimizing possessions, we began maximizing more important things. That is always the case! We are all trading something every day. We are spending money on something, we are spending time somewhere, we are focusing our energy and affections in a specific direction. And if we’re busy chasing and accumulating physical possessions we don’t need, we’re minimizing resources that could be spent elsewhere. But most of the time, we don’t even realize it. There is a direct correlation between the increase in our physical possessions and the decrease in our resources to be spent elsewhere. Make no mistake, everybody is living a version of minimalism. The question is, are we minimizing the right things? The post A Life-Changing Truth: We’re All Minimizing Something appeared first on Becoming Minimalist. View the full article