Strategy Work is Deep Work

If someone were to ask me: What is the most valuable book written in the past decade? I may answer "Deep Work" by Cal Newport.

Deep work is defined in the book as the act of focusing without distraction on a cognitively demanding task. It contrasts with shallow work, which is less challenging and can be done while distracted (e.g., answering emails, attending meetings, and some administrative tasks). Shallow work makes us feel busy and can create a sense of accomplishment, but it may not contribute meaningfully to your long-term objectives. Deep work allows you to do things that are difficult to do unless you are in a deep work state (e.g., good writing, effective coding, solving complex problems).

The hypothesis of the book is that deep work is becoming increasingly valuable at the same time that it’s becoming increasingly rare. Therefore, if you cultivate this skill, you’ll thrive.

Strategy work -- which may include (1) diagnosing strategic challenges and opportunities, (2) making difficult strategic decisions, which often include tradeoffs, and (3) formulating plans to deliver on your decisions -- is very cognitively demanding and necessitates that you engage in deep work.

Strategic analysis and decision-making that is done in a deep work state is likely to be much more effective and impactful than strategy work that is done while distracted and unfocused.

Some strategy work needs to be done in an individual, isolated, deep work state (this is the type of deep work discussed in Newport's book), and some strategy work needs to be done with a group or team in a collaborative deep work state.

Individual, isolated, deep work state

Some of the research, thinking, and working through issues when developing a strategy can be done individually, and to get into an individual, isolated, deep work state, you should consider the following:

1. Location?- Choose a space that allows you to focus; for some, this will be a quiet, distraction-free environment, and for others, it may be a coffee shop with background buzz. Different people react differently to environmental cues. Determine what works for you and then try to be consistent with your environment; familiarity will allow you to get into deep work mode more quickly.
2. Duration - Before you start a deep work session, determine precisely how much time you’ll devote to the task ahead. Start small, with as little as 15 minutes, and work your way up to longer sessions. Your ability to focus will improve as you flex your deep work muscle.
3. Structure - Set structure for yourself and define what deep work mode looks like. For instance, will your phone be off or on? Will you let yourself check the internet? Can you walk to the kitchen to get a snack? Whatever your rules, make them explicit and follow them for the duration of your deep work session.
4. Requirements - After a few sessions of focused work, you’ll learn what you require to support your commitment to deep work. This may include a specific type of music, your favorite beverage, or access to specific software. Always have everything you need before diving in.

Collaborative deep work state with a group or team

Often, strategy work is done with others. By engaging in meaningful conversation and collaborative analysis, relevant and important strategic insights can arise. To get into a deep work state with others, you should consider the following:

1. Location?- Choose a space that allows the group to focus; make sure it's comfortable and distraction-free but not too comfortable that people get lazy.
2. Duration - Before you start a deep work session with others, determine precisely how much time you’ll devote to the task ahead. Set a time so that people know how long they need to engage.
3. Structure - Establish some structure and ground rules for the session, but aim not to be too rigid or structured. You should aim for a balance between free-flowing discussion and working systematically to achieve an outcome. Have ground rules for distractions, phones, etc. Whatever your rules, make them explicit and model them for the duration of your deep work session.
4. Requirements - After a few focused discussion sessions, you’ll learn what works within your team and work culture. This may include specific prompts, snacks, or conceptual tools.

Getting better at engaging in individual and collaborative deep work will undoubtedly make you a better strategist; it will allow you to:

• See things others don't
• Have the conviction to make choices that others won't
• Develop plans that others can't

Here is a picture of students in the Kelley MBA class engaging in collaborative deep work: