Do Less, Get More Done: Boost Productivity and Wellbeing by Doing Fewer Things at Once

We all know what it’s like to juggle multiple projects at once. It’s become a common part of modern work life. But have you ever wondered if this constant multitasking is holding you back? The truth is that managing too many tasks at once can cause more stress, slow down your progress, and negatively affect your overall wellbeing. Let’s explore how this happens and find ways to regain control by focusing on fewer things at a time.

Understanding Administrative Overhead

Administrative overhead, a concept popularised by Cal Newport, refers to the peripheral tasks surrounding a project, like emails, arranging meetings, and attending calls. Although simple, these tasks can be deceptively time-consuming and energy-draining. When you’re spread across multiple projects, the administrative load increases, leading to more frequent context-switching and reduced efficiency.

The key to reducing administrative overhead is to limit the number of active projects you work on at any time.

The Cost of Context-Switching

Context-switching – jumping between different tasks, projects, or tools – can seriously drain your energy and lower your productivity. Even something as minor as answering a quick email while outlining a project can break your flow and cost you valuable time. The mental energy spent switching from one task to another adds up, leaving you feeling drained and less productive.

If you have many projects on the go, you will likely context-switch more often. This can quickly deplete your focus and productivity.

Why We Struggle to Focus on Fewer Projects

Limiting the number of active projects we work on at a time reduces administrative overhead and minimises context-switching, leading to greater efficiency and less stress. However, many of us find it challenging to do so. Why is that?

Often, it’s fear –?fear of saying “no”?(or, worse, you might work in an environment where you feel you cannot say “no”). We need to reframe this, as chances are, your “no” is more of a “not yet”.?

If you have a well-organised workload with clear priorities and have estimated how long current projects will take, you can tell the person asking you to do something when you are free to do it. For example, “I’m currently working on projects X and Y, and they are due to be finished at the end of the month, so I could start working on your project immediately after that as there is nothing high priority in my queue. Would that work for you?”.?

Strategies for Limiting Active Projects

Once again, careful planning and boundary setting are the keys to limiting your number of active projects. Here are some strategies:?

• One Point of Truth Task Management:?Ensure you have a clear understanding of your workload at all times by practising?one point of truth task management.
• Time-Blocking:?Dedicate specific blocks of time to work on a single project without interruptions. This reduces the mental cost of switching between tasks and helps maintain focus. You can share this information with the person asking you to take on a project to show them when you can start.
• Prioritisation:?Prioritise your projects?and communicate this with others. For instance, if asked to take on new work, explain your current commitments and propose a realistic start date based on your availability. There are only a set number of hours in the day, so prioritisation is essential. In the event of conflict over perceived priorities, seek guidance from your line manager.
• Reducing Distractions:?Close unnecessary apps, wear noise-cancelling headphones, and work in different locations to create an?environment conducive to deep work.
• Clear Communication:?Let stakeholders know when you’ll start and finish their project. This can reduce the need for constant check-ins and minimise meetings. You’ll quickly develop a reputation as someone who delivers on promises.

Conclusion

Understanding and managing administrative overhead and context-switching can significantly improve productivity and wellbeing. Focus on fewer projects, set clear boundaries, and communicate effectively to work smarter, not harder.

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