Citation: Newport, C. (2016). Deep Work: Rules for Focused Success in a Distracted World (p. 287). Grand Central Publishing.
Why this book?
Cal Newport is one of my favorite authors. I find his critiques of technology and culture insightful (see Digital Minimalism and A World Without Email). Although written in 2016, Deep Work is even more relevant today as automation advances in the workplace. If you seek to be productive and lead a life well-lived, pick up this book.
Key Ideas
Knowledge workers wade in the waters between deep and shallow work.
Deep work is defined as professional activities performed in a distraction-free concentration that push your cognitive capabilities to their limit. These efforts create new value, improve your skills, and are hard to replicate. This is also called a state of flow.
Shallow work is non-cognitively demanding, logistical-style tasks, often performed while distracted. These efforts tend not to create much new value and are easy to replicate. Shallow work involves task-switching, contributing to “attention fragmentation.”
The goal is to perform focused work without distraction for three to four hours daily, five days a week, to produce value at an elite level — in terms of quality and speed.
Those able to learn quickly and continuously and who can transform their learning into sought-after new skills (e.g., machine learning) to produce new products and services valued by their organization (e.g., dashboards, visualizations, large language models, etc.) will thrive.
Learning this way demands intense, sustained focus, which is antithetical to most employees’ workplace experience. (Think of the number of standing meetings, constant Slack/Teams/WhatsApp messages, email, Zoom calls, etc.)
The Deep Work Hypothesis states that the ability to perform deep work is becoming increasingly rare and valuable in our economy. As a result, the few who develop this skill and then make it the core of their working life will thrive.
How do we get there?
Establishing personal systems and rituals to minimize distraction, build powers of concentration, and execute high-value projects like a business. (Read the book for principles, disciplines, and rules to guide you. He is a strong advocate for time-block planning.)
Surprises
At the heart of this book is a paradox: Current workplace trends—even post-pandemic—actively decrease employee’s ability to perform deep work. Perhaps you are expected to be available at all times during work hours, visible and accessible when working remotely, able to provide quick answers to immediate questions, and ready to communicate and collaborate with colleagues at a moment’s notice. In this case, you’ll be challenged to perform deep work. (For these reasons, personal systems and team norms are essential.)
Jobs with a high proportion of shallow work are exhausting, anxiety-producing, and unrewarding. Both leaders and employees should recognize and acknowledge the cognitive demands and limitations of different work tasks. Developing systems, strategies, and norms that balance individuals’ availability with protected focus time will support meaningful productivity and prevent burnout.
The tension between focus and distraction isn’t new. The ancients wrestled with distraction. Marcus Aurelius wrote, “Throw away your books; stop letting yourself be distracted.” (Today we might exchange “books” with “TikTok.”)
Unexpected stories that caught my attention…
The author recounts Daniel Kilov’s experience becoming a “memory athlete” to recall a freshly shuffled deck of cards within a minute or two. He underwent months of preparation that involved mentally rehearsing a walk through a memory palace where he added personal quirky connections to imagined items. See his TED Talk.
Kilov’s message: “Anyone can have a phenomenal memory with the right techniques.”
Cal’s point: Improving your memory in general ways improves your ability to concentrate intensely. It takes practice.
Newport interviews an architect who discusses the Eudaimonia Machine — an architectural floor plan concept in which every room leads to the next, and each successive room is quieter and more peaceful than the previous room. The final Chamber is where the owner does deep work in comfort and calm. For many, this seems like an ideal layout.
“A deep life is a good life, any way you look at it. ”
— Cal Newport, Deep Work
Conclusion
There is a lot to take from this book. The author offers a compelling rationale for the value of working deeply, whether to “produce new value” for your organization or, in my opinion, and more importantly, to use your time and attention to do meaningful work. Our time is limited, the need around us is great, and we have a choice to direct our talents and energy in each moment. Deep Work is a win-win for you and for those who benefit from your efforts. If these ideas resonate, this book is worth a read or listen.
Rating (out of 4): 🌟 🌟 🌟 🌟
Note: On March 5, Newport’s new book, Slow Productivity: The Lost Art of Accomplishment Without Burnout, will be released.