{"id":14380,"date":"2016-07-05T16:02:58","date_gmt":"2016-07-05T16:02:58","guid":{"rendered":"https:\/\/www.mindful.org\/?p=14380"},"modified":"2026-04-01T04:19:57","modified_gmt":"2026-04-01T04:19:57","slug":"manage-attention-not-time","status":"publish","type":"post","link":"https:\/\/www.mindful.org\/manage-attention-not-time\/","title":"Manage Your Attention, Not Your Time","content":{"rendered":"

If there is any one ‘secret\u2019 to effectiveness, it is concentration<\/em>.
\n\u2014Peter F. Drucker, management philosopher<\/p><\/blockquote>\n

\u201cAt the end of the day, my brain feels like scrambled eggs!\u201d admitted Phil, an attorney at whose firm I teach. He, like many, was living out the effects of what it means to not prioritize attention in the workday. When distractions abound how do you find focus to get something done?<\/p>\n

Make Attention a Priority<\/h3>\n

My previous post<\/a> explored what attention is and why it\u2019s important to both quality of life and fundamental effectiveness. Attention is the basic resource or energy you have to invest in your experience. You are what you attend to. It\u2019s that simple.<\/p>\n

Let\u2019s go \u201cBig Picture\u201d for a moment. Managing attention has not been on our radar screens because until recently most of us took it for granted. Education has largely emphasized skills for thinking and underemphasized, or ignored altogether, the skills of attending, seeing, and perceiving (let alone feeling). Look at what gets cut from school budgets when times are tough: Arts, sports, and music are the domains that cultivate perception, focus, and their relationship to performance. For good or for ill, we are an \u201cI think therefore I am\u201d culture. Given that, it’s easy to see how even the so-called \u201cwell-educated\u201d can overlook attention.<\/p>\n

A New Way to Think about What “Well-Educated” Means<\/h3>\n

Management philosopher Peter F. Drucker understood that going forward truly educated (and effective) people \u201cwill need trained perception fully as much as analysis.\u201d In a quickly-changing world, effective people will need to clearly<\/em> see <\/em>as much as clearly think<\/em>. The starting point of this is managing attention and focus. So many stimuli compete for attention, any hope for effectiveness rests on being more conscious of how you use it alone and together with others.<\/p>\n

This series of posts intends to create the talking points for you to have a conversation with those you work and live with to make a priority around attention. The more you do that, the better able you will be to stay true to your goals, perform toward your best, and engage the world in a meaningful way.<\/p>\n

So many stimuli compete for attention, any hope for effectiveness rests on being more conscious of how you use it alone and together with others.<\/p><\/blockquote>\n

1. Manage Attention Not Time<\/h3>\n

People tend to think managing time forms the foundation for able action. Even Drucker thought, \u201cTime is an executive\u2019s scarcest and most precious resource<\/a>.\u201d However, I believe this is a misperception. Who actually can manage time? Can you make the future come faster or return to the past? Unless you\u2019re a sci-fi hero, no. What people actually do in the flow of time is manage attention.<\/p>\n

For example, Phil may block off several hours to work on a case, but if he spends those hours obsessing over baseball stats, we say he mismanaged his time. In reality, his attention wasn\u2019t where it needed to be. No one manages time. We manage our attention.<\/p>\n

This point may seem like nitpicking, but I believe it is vital because it gives you a lever you can actually pull. What follows are real-life strategies developed by my students and clients that have worked for them.<\/p>\n

2. Name Your Priorities<\/h3>\n

This sounds simple, but I\u2019ve observed that we don\u2019t name them frequently enough. All too often, we allow the momentum of whatever we\u2019ve been doing to make our decisions for us. Habits<\/a> are great as long as they\u2019re serving our true intentions or a situation\u2019s real needs. Otherwise, we wake up and go through the motions while missing the important things.<\/p>\n

So, the first and most essential step is knowing what your intentions are. Ask yourself: \u201cWhat\u2019s vital for me to put energy on right now\u201d?\u201d or \u201cIs this the best use of my energy?\u201d These questions can help clarify what\u2019s essential. Intentions also help to say \u201cno\u201d to the less important (but perhaps more urgent). Clarifying intentions brings greater direction to investing energy.<\/p>\n

Habits are great as long as they\u2019re serving our true intentions or a situation\u2019s real needs. Otherwise, we wake up and go through the motions while missing the important things.<\/p><\/blockquote>\n

Ask yourself these questions to clarify your priorities:<\/p>\n

    \n
  1. What are you doing to prioritize your day and develop an action plan when you are inevitably interrupted?<\/li>\n
  2. What is okay to say \u201cno\u201d to?<\/li>\n
  3. How will you handle interruptions when they arise?<\/li>\n
  4. Do you hold an assumption that you must<\/em> respond to any interruption?<\/li>\n
  5. Are you afraid you will be disliked\/unloved\/fired if you fail to respond immediately to an email?<\/li>\n<\/ol>\n

    I\u2019ve consistently found that people have far more latitude in saying no or \u201clater\u201d to incoming requests than they realize.<\/p>\n

    Priorities apply both to the short- and long-term. In the moment, it means choosing where attention should focus right now. Finish this memo due tomorrow or look-up that Yoda quote you can\u2019t quite recall?<\/p>\n

    In the long run, where we put our attention is central to a sense of meaning and purpose. Is Phil\u2019s diversion into baseball stats and not writing law briefs a sign that maybe he\u2019s bored with being a lawyer? Is there something else he\u2019d rather be doing?<\/p>\n

    In the long run, where we put our attention is central to a sense of meaning and purpose.<\/p><\/blockquote>\n

    3. Conduct an Attention Audit to Improve Focus<\/h3>\n

    Knowing where attention should go isn\u2019t going to help if you can\u2019t stay there. Distractions destroy focused attention. While I\u2019m not convinced it’s possible to entirely remove them, it is<\/em> possible to make great strides in creating an environment that promotes and protects attention.<\/p>\n

    Look at your environment and what is there to support focus or hinder it<\/a>. Evelyn, a frustrated marketing executive, looked at her workspace through the lens of attention. She immediately noticed that the office copy machine was placed outside her door. The dots connected. She was frustrated because while waiting for their copies, her well-intentioned colleagues would stick their head in her door and chat. This happened several times an hour and she could rarely find focused flow. Eureka! A phone call to facilities to move the machine and she finally enjoyed a day of satisfying concentration.<\/p>\n

    Look around, what can you do right now? Do you work in an open office environment? What signals can you send that say, \u201cDon\u2019t bother me?\u201d<\/p>\n

    These steps are only the beginning. Each of these strategies can be built out and expanded upon. The next post will dive into deeper detail.<\/p>\n

    Remember, be patient with yourself as you start this process. These essential skills take time to cultivate and explore to find the strategies that help each of us stay effective in turbulent times.<\/p>\n","protected":false},"excerpt":{"rendered":"

    With so many stimuli competing for attention, any hope for making it through the day without our brains feeling like scrambled eggs rests on being more conscious of how you parse attention over specific tasks. Here are three ways to keep your focus flowing. <\/p>\n","protected":false},"author":179,"featured_media":48742,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[17613,17599,17612],"tags":[1045,17560,17274],"departments":[],"issues":[],"coauthors":[967],"class_list":["post-14380","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-focus-attention","category-mindfulness-for","category-work-career","tag-focus","tag-leadership","tag-premium"],"acf":[],"site_id":1,"yoast_head":"\nManage Your Attention, Not Your Time - Mindful<\/title>\n<meta name=\"description\" content=\"With so many stimuli competing for attention, any hope for making it through the day without our brains feeling like scrambled eggs rests on being more conscious of how you parse attention over specific tasks. 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Our audience learns from leaders in the field about effective techniques for mindful living, and the science that points to its benefits.","email":"mindful@mindful.org","legalName":"Mindfulness United Pty Ltd"},{"@type":"Person","@id":"https:\/\/www.mindful.org\/#\/schema\/person\/270efd7c06c08517329b5dae0cd5169b","name":"Jeremy Hunter","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.mindful.org\/content\/uploads\/JeremyHunter_20180826-_Y8A6846_lg-copy-150x150.jpg1126cac618eaf37b1bd744d90c9084fb","url":"https:\/\/www.mindful.org\/content\/uploads\/JeremyHunter_20180826-_Y8A6846_lg-copy-150x150.jpg","contentUrl":"https:\/\/www.mindful.org\/content\/uploads\/JeremyHunter_20180826-_Y8A6846_lg-copy-150x150.jpg","caption":"Jeremy Hunter"},"description":"Jeremy Hunter, PhD is Founding Director of the Executive Mind Leadership Institute and Associate Professor of Practice at the Peter F. Drucker Graduate School of Management in Claremont, CA. 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Since 2003, his pioneering courses on Self-Management build on Peter Drucker\u2019s assertion \u201cbefore you can manage anyone else, you have to manage yourself first.\u201d He is an executive coach, entertaining keynote speaker, and would drive long distances for a great Chinese dumpling.","sameAs":["https:\/\/jeremyhunter.net\/"],"url":"https:\/\/www.mindful.org\/author\/jeremy-hunter\/"}]}},"_links":{"self":[{"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/posts\/14380","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/users\/179"}],"replies":[{"embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/comments?post=14380"}],"version-history":[{"count":2,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/posts\/14380\/revisions"}],"predecessor-version":[{"id":48744,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/posts\/14380\/revisions\/48744"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/media\/48742"}],"wp:attachment":[{"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/media?parent=14380"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/categories?post=14380"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/tags?post=14380"},{"taxonomy":"departments","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/departments?post=14380"},{"taxonomy":"issues","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/issues?post=14380"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/coauthors?post=14380"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}