The productivity advice that will actually improve your life | Chris Bailey: Full Interview

Chris Bailey, author of "Intentional" and "Hyperfocus," discusses the importance of intentionality in achieving goals, emphasizing that it's a skill that can be developed. He argues that much productivity advice is fluff, and the most effective strategies come from research and personal experimentation. Bailey views time, attention, and energy as the three core ingredients of productivity. He introduces the "intention stack," a layered model of our motivations. At the top are our values, the broadest and deepest drivers. Beneath values are priorities, followed by traditional goals, which are narratives of change. Plans are the steps to achieve goals, and at the bottom are present, daily intentions. A goal is most effective when it aligns with our priorities and values, providing a route for daily actions to connect with our core selves. Bailey distinguishes between two types of intentions: default and deliberate. Default intentions are habits, operating on autopilot, such as scrolling through phone apps upon waking. Deliberate intentions are conscious choices made when we break free from autopilot. He highlights the question, "What is the most meaningful thing I could be doing right now?" as a way to shift into deliberate intention. He further elaborates on the attributes of intentions: source, duration, strength, and depth. Intentions can stem from biology, social conditioning, or learned lessons, but also from deeper self-reflection. Duration can range from a fleeting intention like tying shoelaces to a long-term goal like running a marathon. Strength is determined by desire minus aversion. Depth refers to how closely an intention is connected to core values. To foster intentionality, Bailey suggests the "rule of three," where one identifies three key things to accomplish daily or weekly. This practice helps align daily actions with weekly goals, which in turn connect to broader life goals and ultimately, values. Chapter two focuses on the essential role of values in goal attainment. Bailey asserts that misaligned values are a primary reason for not following through on goals. He references Professor Shalam Schwartz's theory of 12 fundamental human values, which we all share but in different proportions. These values stem from two core polarities: enriching others versus oneself, and conserving versus changing things. The 12 values are: self-direction, stimulation, pleasure, achievement, power, face, security, tradition, conformity, humility, universalism, and benevolence. He emphasizes that identifying one's strongest values is crucial for goal setting. Goals should be shaped to align with these core values. While scientifically validated tests exist, Bailey suggests that self-reflection can reveal one's dominant values. When a goal feels difficult to achieve, it's often due to misalignment with personal values. Reframing a goal can make it more appealing and actionable. For instance, a goal like "write employee handbook" could be reframed as "mentor new employees through handbook updates" if benevolence is a core value. Chapter three addresses how to follow through on goals. Bailey defines a goal as a prediction of where current and planned actions will lead. He points out that we are often poor predictors of the future, leading to disappointment when goals aren't met. He critiques SMART goals (Specific, Measurable, Attainable, Realistic, Time-bound) as not always effective, particularly in the learning stage, and notes their redundancy. The four steps to goal attainment are: shape, act, edit, and maintain. Shaping a goal involves defining both the desired outcome and the process to achieve it. Bailey stresses the importance of considering the day-to-day actions that contribute to goals, referencing Annie Dillard's quote, "How we spend our days is how we spend our lives." He distinguishes between outcome goals (the end result) and process goals (the steps taken), arguing that both are necessary. When acting on a goal, one encounters desire and aversion. Desire is the motivation to act, while aversion is the resistance. These fluctuate over time. Aversion can be triggered by tasks that are boring, frustrating, unpleasant, unstructured, distant, or meaningless. Bailey notes that we often rely too heavily on desire, which fades, and that taming aversion is critical. Procrastination is identified as a sign of aversion. To combat aversion and procrastination, Bailey suggests shrinking resistance by starting with smaller versions of a task. He also proposes aversion journaling, where one chooses between doing the task or journaling about why they don't want to do it. Editing goals is essential, especially when progress stalls. A goal is a prediction, and like any prediction, it needs to be revised as new data emerges. A goal inventory, a weekly review of all goals, helps manage them and break them down into actionable steps for the week. Maintaining goals is the final step. Bailey notes that sometimes goals work so well that we stop doing them. He advocates for setting maintenance goals and reviewing them regularly. Celebrating achievements, even small ones, is also crucial for motivation. An accomplishments list can serve as a reminder of progress made. Chapter four explores focus in the age of distraction. Bailey highlights how AI-driven algorithms exploit our novelty bias, which is rooted in the dopamine hit we get from new stimuli. Research shows we focus on computer tasks for an average of only 40 seconds, and less when a phone is nearby. Multitasking is an illusion; it's rapid task switching that creates "attention residue," making us less efficient. Bailey emphasizes that the state of our attention determines the state of our lives. He contrasts two modes of operation: autopilot, driven by habit energy, and intentional mode, where we consciously direct our attention. He introduces "hyperfocus," the ability to bring our full deliberate attention to a task, leading to a flow-like state. Hyperfocus involves four steps: choosing an object of attention, eliminating distractions, noticing when the mind wanders, and gently bringing attention back. Creating an environment conducive to focus, both external and internal, is key. This includes managing distractions like phone notifications and interruptions. Bailey discusses the spectrum of work between focused and collaborative. Individuals need to calibrate their approach based on their role and team dynamics. He also introduces "scatter focus," or deliberate mind-wandering, as a crucial element for creativity and planning. When our minds wander, they often explore the past, present, and future, with a significant portion dedicated to future planning. The key to effective breaks is to engage in effortless, habitual activities that allow the mind to wander. This "scatter focus" helps process information, connect ideas, and recharge. Bailey stresses the importance of consuming high-quality information to fuel this process, suggesting books over random news articles. He notes that mind-wandering leads to thinking about future goals 14 times more often than focused attention. This deliberate wandering fosters creativity and intentionality by allowing us to connect past experiences, present challenges, and future aspirations.