Simplicity Rules

I’m an accidental marketer. Before that I was an accidental journalist. One of my most important life lessons that has served me in both of these fields is to not bury the lead (or lede). It comes from a Nora Ephron book, though I first saw it when I read Made to Stick in 2007:

My high school journalism teacher, whose name is Charles O. Simms, is teaching us to write a lead–the first sentence or paragraph of a newspaper story. He writes the words “Who What Where When Why and How” on the blackboard. Then he dictates a set of facts to us that goes something like this: “Kenneth L. Peters, the principal of Beverly Hills High School, announced today that the faculty of the high school will travel to Sacramento on Thursday for a colloquium in new teaching methods. Speaking there will be anthropologist Margaret Mead and Robert Maynard Hutchins, the present of the University of Chicago.” We all sit at our typewriters and write a lead, most of us inverting the set of facts so that they read something like this, “Anthropologist Margaret Mead and University of Chicago President Robert Maynard Hutchins will address the faculty Thursday in Sacramento at a colloquium on new teaching methods, the principal of the high school Kenneth L. Peters announced today.” We turn in our leads. We’re very proud. Mr. Simms looks at what we’ve done and then tosses everything into the garbage. He says: “The lead to the story is ‘There will be no school Thursday.'”

This clearly had an impact on Ephron. You can see her tell the story and how she realized journalism “is about the point.”

After reading thousands of bad press releases, I realized I wanted to help get to that point. When I joined SendGrid, I preached developer communicators need to share knowledge, not features. It’s not what you’re announcing but what someone can do with it that matters.

Get to the point. Get to what matters. Don’t bury the lead.

I’m not much of a fisherman, but I go out with my friend Steve every couple years. We usually walk along the river, looking for the bends, where the water gets calm. The first couple spots are usually taken by others casting their flies. The next couple of spots Steve often walks right by, because they’ve likely been fished by others too lazy to hike in a little farther.

Even if you don’t fish, this likely makes some sense to you. As a Portlander who likes breakfast, I know going to a less crowded restaurant gives me a greater chance of having a seat for my salmon hash.

Another story of a fisherman takes a less obvious approach to choosing the less popular spots. It’s not about where you get the fish, but what you do with it afterward:

After his first few hauls of fish, John did something quite significant. He bucked an industry trend that had lasted for decades. Instead of doing what all the other fishermen did, which was to sell his fish to a distributor, John went direct to the biggest fish buyers in town: the tourist-packed seafood restaurants on the Cape’s famous Atlantic Seaboard.

After knocking on a few doors, John quickly realized that the restaurant owners were only too pleased to hear from him. After 50 years of being at the mercy of the centralized resellers, John’s service – fresh fish, straight off the boat – was exactly what they’d been waiting for.

I love this story, Fresh Fish, from the eBook Do Ideas. It simply questions an assumption that all other fishermen are making.

What’s the equivalent of the distributor for you in this story? What if that were not as important as you think?

Photo by Mohamed Malik

I love tracking my activity. I’ve been using a pedometer of some sort for almost five years. I even created units for distances I had measured in steps. Now that wearable computing is an accepted trend, I’m excited for our future. There’s one potential downside to devices collecting and presenting data to us—it’s easy to try to show too much. As a result of that downside, it’s tempting to show absolutely no data as an overreaction. This post is about one device that is showing just enough.

There are at least two personal use cases to retrieving data from a tracking device. One is to immerse myself in my own data. That is the navel-gazing use case and for that I should have as much data as possible. The promise of tracking devices is that they change habits. For that, you need data that inspires action. Much less data is needed for that use case.

Over the years I have tried several different Fitbit tracking devices. I loved the original Fitbit that could clip on to things, but I lost a couple of them because they could also clip off of things. The Fitbit Flex has become my everyday tracker now. It’s a wristband with a clear slot window on the top. The actual device slips into the wristband and displays five LEDs through the window as the entire interface.

I thought I would miss being able to check in on my exact step count and other data throughout the day. In truth, it greatly has simplified my experience with tracking. Here’s how the LEDs work:

• Your step goal is split into five segments
• Tap twice on the device to see your progress
• The number of solid LEDs are the segments you have completed
• The blinking LED represents the segment you are currently working toward

If you’re gunning for 10,000 steps per day, the math here is pretty simple. Each segment represents 2,000 steps. If you have a different goal, it’s harder to translate into a step count.

But here’s the kicker: I have learned that is okay.

Knowing my exact step count is not nearly as important as knowing approximately how close I am to my goal. For example: if it’s into the afternoon and the fourth LED is neither solid nor blinking, I probably should go for a short walk. It’s showing me just enough data to make a decision.

Fitbit provides a way to get at that additional information, through syncing with my smartphone or computer. But that’s more for navel-gazing than taking action.

Syncing for Data, More or Less

There are devices with more—and less—data feedback on the device. The Fitbit Force now has a step count (and a watch, but I hear it’s bulky). I expect that we’ll see some attempts at wearables that give us way too much data. And there will be devices that rely entirely on syncing with another device to show feedback. That has its own set of problems.

My friend Aaron Parecki wrote a post about the wearable tracker syncing problem. There are many different methods that devices with varied displays use. There seems to be some kind of drawback for each, along with a healthy dose of bugginess. The tradeoffs of battery power (of the tracking device and the syncing device), frequency and required user intervention all impact how well syncing performs on today’s devices.

The sync is likely the long-term solution, especially with semi-permanent displays like Google Glass. But even then there’s a need to prioritize certain data for the action-oriented use case. When I’m navel-gazing, I want as much data as possible. When I’m checking in throughout the day, I want to see my progress. In this case, I believe devices should show just enough to get a feel for how I’m doing.

It turns out, five LEDs can suffice. What would you do with a few good constraints?

Over the years I’ve written many posts about productivity. For starters, it’s a topic that interests me, because I’m always looking to get more out of less (part of why I love Fancy Hands). Also, the tricks to be more productive are usually very simple to apply–and I think Simplicity Rules!

The most common and effective techniques for productivity involve some form of time-boxing, artificial constraints that help you focus on what is important. Though I had been practicing variations of time-boxing, I first heard the term in this Adaptive Path article about designers and chefs.

Here are six ways you can being productive with time-boxing.

POWER HOUR

“Yes, the capitalization is necessary,” I wrote about my POWER HOUR technique in 2005. I felt like uppercase helped explain the power in the simple process:
Eliminate the distractions of email, instant messaging, phones, radio and anything else that will take your attention. Then work on one project for 60 minutes.

Lately I have found tackling my POWER HOUR first thing in the morning works best for me. I don’t even have the distraction of someone else’s priorities in my head from reading email. More often than not, I spend this hour writing now, because that’s one of my highest-valued tasks.

What will you do in your POWER HOUR?

60 Second Deadlines

If you don’t have an hour, how about a minute? This technique comes from my series on Designing the Obvious. Robert Hoekman, Jr., suggests taking 60 seconds to discover what is essential to a project:

“The project timeline has been cut in half. We have about 60 seconds to decide what to keep and what to throw away before we meet with the client in the conference room.”

Use this technique when you have a big project and want to get to something that is good enough. From your giant list of features, cross out things that aren’t absolutely essential.

Two Minute Rule

If you have more than 60 seconds, try the trick to get anything done in two minutes. That’s perhaps over-stated, but it plays on the reality that you can never do something you don’t start.

There are two parts to the two minute rule:

1. If something can be done in two minutes, do it
2. If something takes more than two minutes, start it

The Two Minute Rule comes from James Clear on Quora. It’s helped me jam through to-do lists by making just enough progress to have a better view of what to do next.

Pomodoro Technique

This one has its own website. The Pomodoro Technique is a way of scheduling an entire block of productive time.

Work heads down on a specific task for 25 minutes, then take a short break. Then do another “pomodoro,” the 25 minute timed work session. Every four pomodoros, take a longer break, 20 or 30 minutes.

Sometimes I’ll use a variation of this technique on with the Vitamin R application on my Mac. It helps you set what it calls “time slices” and even hides distracting apps from your view.

Four Day Work Week

Don’t confuse this with the more-hyped Four Hour Work Week. While more realistic, my guess is most people don’t see this one as very achievable, either. But the idea is sound because it builds in constraints:

The problem wasn’t a time issue, it was a mental issue. I knew I had a whole week to finish my work, so I spread it out over five (or seven!) days. If I knew I only had four days to finish a whole week of work, it would’ve motivated me to get things done more efficiently.

Ryan Carson, who originated this idea, has made it a part of the culture of two companies. His latest, Treehouse has raised 4.75 million and still closes up its office (in Portland!) on Thursday.

Workstation Popcorn

This final technique is new to me and I haven’t actively tried it yet. But I think I have found myself naturally gravitating toward something similar when I look for a new work spot to change my perspective.

Workstation Popcorn says to group your tasks into three roughly equal time chunks. Then, work from a different coffee shop or cafe for each of those chunks. You focus only on the group of tasks you’ve set aside for that location.

Using this and other time-boxing techniques, you can get the important things done in less time. Which one will you try first?