Episodes

  • Why Self-Improvement Should Be a Group Activity - DBR 100

    Why Self-Improvement Should Be a Group Activity - DBR 100
    Oct 3 2025
    Change is hard because we are habitual creatures. This episode explores how to leverage our powerful social nature to overcome the difficulty of self-improvement and achieve mastery. Getting better allows us to experience greater joy, agency, and efficiency, leading to less stress. Learn how to overcome cultural hurdles and utilize group dynamics for strong accountability, effective feedback, and deliberate practice. Overcoming Cultural Hurdles
    • The Cultural Fallacy: Our culture often worships "talent" and creates an illogical fallacy that admitting the need for improvement means admitting you are not very good. This prevents us from openly seeking to get better at externally important and visible activities.
    • Leveraging Social Nature: We must utilize our strong social instinct—a powerful force—to aid improvement. This means finding a group that is also committed to improving, making them less likely to use our efforts against us.
    Leveraging Social Accountability and Community
    • Accountability: Strong accountability is derived from our social nature, acting as motivation based on our instinct for approval, especially from those on the journey with us. Self-accountability is extremely difficult.
    • Seek and Accept Feedback: Establish people who will give you empirical feedback—an informal 360-degree review. We must learn not just how to give feedback, but how to receive it, giving others permission to observe and comment on our work.
    • Find Others on a Similar Journey: Create a community where people agree to be open and honest about new habits or skills they are trying to install. This honesty helps our brains become less defensive and provides tactical tips (e.g., using a kitchen timer instead of a phone for a workout).
    Improving Visibility and Observation
    • The Challenge of Self-Evaluation: It is very difficult to perform and evaluate your performance simultaneously. In the heat of the moment, the majority of your cognitive energy is focused on the content of the performance, leaving little room to observe mistakes or improper form.
    • Create "Game Film": Technology allows us to create our own "game film" (e.g., recording work or typing to count backspace usage).
    • Enlist Intentional Observation: Ask other people to be intentional observers. Group members can agree to watch each other, perhaps tracking a specific behavior like filler words during a presentation.
    Creating and Utilizing a Laboratory (Practice Environment)
    • The Need for a Lab: It's hard to get better when every activity is a "live fire exercise," as we push back to what was previously successful and are less likely to innovate due to fear. A laboratory is an environment intentionally set up for experiments.
    • Key Aspects of the Practice Facility:
      • Realism: The lab must resemble the actual performance environment.
      • Remove Barriers: Practice less when the environment is hard to set up. Configure gear so that only one button push is needed to start, or remove psychological barriers like using a headset so you don't annoy others.
      • Accountability for Utilization: External accountability is necessary for actually using the practice environment.
    • Utilize Coaching: Coaches are an efficiency tool that provides accountability, tips, shortcuts, and a curriculum. Always seek a coach who can articulate a plan for what you will learn. Paying for coaching turns improvement into an investment.
    Conclusion Because we are habitual creatures and change is hard, we must lean into external, social structures. The social instinct is key, providing the strong accountability and observation necessary for growth. By creating a dedicated, realistic practice "laboratory" and utilizing coaching, we can effectively engage in group self-improvement. All these things work together—the accountability, the observation, the dedicated environment, and the social nuance of shared effort. larry@dobusyright.com; linkedin.com/in/larrytribble
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    54 mins
  • Cognitive Ergonomics for the Pain of Productivity Anxiety - DBR 099

    Cognitive Ergonomics for the Pain of Productivity Anxiety - DBR 099
    Sep 27 2025
    Are you struggling with productivity anxiety—that feeling of drowning or running on a treadmill? You are not alone; 80% of workers report this struggle. This episode shifts the rhetoric away from self-blame, analyzing the underlying causes and symptoms of this pervasive problem. The solution is not treatment, but technique: a concept called Cognitive Ergonomics, which builds systems to support your attention and strengthen your cognition. The Pervasive Problem: Productivity Anxiety
    • Symptoms and Impact: Productivity anxiety often feels like drowning, being on a hamster wheel, or a treadmill where you are constantly speeding but not feeling like you are speeding up. The root word for anxiety means "choking". Under stress, we often respond emotionally rather than thinking things through rationally.
    • Cognitive Strain: Stress causes a lack of nuanced thought, leading to problems like all-or-nothing thinking, self-judgment, and catastrophizing.
    • Self-Perception: The strain leads to chronic dissatisfaction and feelings of inadequacy. This robs us of our agency because we feel incapable of dealing with the volume of information. This feeling is compounded when we perceive that other people do not appear to be suffering to the same degree, leading to guilt, shame, and comparison. This is not a personal failure, but an environmentally caused problem.
    The Causes: Technology and Culture Collision
    • Environmental Problem: The situation is a natural outgrowth of the technologies we have developed, married with the prevalent workplace culture. This is a collision of "convenience" technology and the prevailing "hustle culture".
    • Technology Misalignment: Almost all modern technology is concerned with convenience and speed, not supporting strong cognition. Faster communication is not equivalent to better quality or better volume. Our tools may, frankly, be making us "stupid".
    • Non-Actionable Information Load: The same cognitive asset we use for productive output is necessary to deal with all information. We are inundated with information that is not actionable for us, leading to claims on our attention that are simply beyond our mental ability to react effectively.
    • Workplace Culture: The culture presumes that environmental stress makes us more productive, which is the opposite of the reality. There is a cultural phenomenon that discourages contentment.
    The Solution: Techniques for Cognitive Ergonomics
    • The Need for Technique: The fundamental problem is that nobody is teaching us how to manage in this new environment. The solution lies in finding and implementing good techniques.
    • Applying Ergonomics to the Mind:Cognitive Ergonomics (or attention ergonomics) is about identifying and managing environmental factors that cause stress and inhibit our cognition. We should treat the constant, repetitive mental stress as similar to a physical Repetitive Stress Injury.
    • Benefits of Attention Management: Good attention management supports and prevents the hampering of cognitive work. It sharpens both fluid intelligence (imagination, rapid thinking) and crystallized intelligence (experience, wisdom, slower thinking).
    Conclusion We must stop ignoring the mental repetitive stress injury that the modern workplace imposes. The crucial element we are missing is technique. By employing the principles of attention ergonomics or mental ergonomics, we can manage this new environment and build systems that work for us, rather than constantly struggling to cope. This approach is the foundation upon which strong cognition—and therefore high performance in work and life—is built. The pursuit of cognitive ergonomics is the way to Do Busy Right. larry@dobusyright.com; www.linkedin.com/in/larrytribble
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    44 mins
  • The Art and Science of Focus for Knowledge Workers - DBR 098

    The Art and Science of Focus for Knowledge Workers - DBR 098
    Sep 20 2025
    In a world of constant distractions, our ability to focus is a skill under threat. This episode explores why mastering focus is not just about productivity but about doing our best work and leading a more thoughtful life. We'll delve into the modern crisis of attention, understand why our brains resist deep work, and learn actionable strategies to train your focus like a muscle. The Foundational Importance of Mental Clarity
    • Half the battle in focusing is clearing your mind.
    • This involves getting information out of your head and into a system where you can manage it.
    • A practical tactic is "parking downhill": when pausing a task, leave yourself a quick note about "what was next" to make it easy to restart.
    The Modern Crisis of Focus
    • The Reverse Flynn Effect suggests a reversal in the long-standing rise of IQ scores over the last 12 years, a period that correlates with the widespread use of mobile devices. This leads to the hypothesis that we are losing our ability to focus.
    • Evidence from math skills tests shows a high correlation between students who thoroughly complete demographic information and those who achieve higher test scores, suggesting that even basic math skills are a function of focus and persistence.
    • Our media consumption is trending toward shorter and shorter segments and rapid "cutscenes," which may hinder our ability to train for sustained focus. We are becoming a "soundbite culture".
    • Our brains are naturally wired to seek novelty, making sustained focus an uphill battle that must be trained.
    Practical Strategies for Cultivating Focus
    • Mindfulness: Even short periods (8-10 minutes) can be beneficial for building focus.
    • Reading: Reading is an excellent training ground for focus.
    • Savoring: Practice experiencing everyday tasks and enjoyable activities more deeply.
    • Managing Distractions: Actively work to prevent external interruptions and externalize internal thoughts so they don't clamor for attention.
    • Avoid Multitasking: Constantly switching your attention, like checking your phone during a movie, actively works against training focus.
    • Be Intentional: Make conscious choices about how you engage with information. Question whether your short-term curiosity is leading to the collection of trivial knowledge rather than deeper inquiry. Recognize that much of the information we consume is "junk food".
    Conclusion Just as we exercise our bodies, we must train our minds. Our modern information environment denies us the mental exercise necessary for sustained focus. By choosing to be intentional, savoring experiences, and pushing back against the constant pull of novelty, we can rebuild our capacity for focus and lead a richer, more productive life. larry@dobusyright.com; linkedin.com/in/larrytribble I'd enjoy hearing from you.
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    44 mins
  • Fables of Work: Hard Work #2 - Beyond the "Brute Force" Model - DBR 097

    Fables of Work: Hard Work #2 - Beyond the "Brute Force" Model - DBR 097
    Sep 13 2025
    "Work hard" is common advice, but what does it really mean? This episode challenges the one-dimensional view of success and "hustle culture." It explores the limitations of the "brute force method" and deconstructs "hard work" into four distinct "flavors." By understanding these different kinds of challenges, you can critically evaluate your own career path, define your version of success, and choose the "pain" you are best suited to deal with. Challenging the "Brute Force" Model of Success
    • We often see narratives of seemingly successful people who advocate for the "brute force method," which involves sacrificing life for intense, long hours.
    • The entrepreneur Emil Barr, for example, is presented as someone who works 12.5 hours a day, 7 days a week, with little sleep, to become a billionaire by age 30.
    • However, there are multiple valid paths to success. Many people define success as a "quiet life" with financial comfort rather than immense wealth, a philosophy akin to the "millionaire next door."
    • Impatience, not virtue, often determines the difference between these models.
    Deconstructing "Hard Work": Four Distinct "Flavors" "Hard work" is an ambiguous term that lumps different types of challenges together. It's important to recognize that useful and valuable work is challenging, but it doesn't always have to be a "white-knuckle" grind.
    1. Physically Demanding and Dangerous Work: This involves direct physical exertion and personal risk. Examples include military service, SEAL training, or being a firefighter or professional athlete. It requires overcoming fear, the use of physical skills, and the energy of the body.
    2. Long Hours / Brute Force: The work itself may not be dangerous, but the sheer volume and duration of effort make it hard. The "Elon Musk model" of 10-12 hour days, 7 days a week, is a prime example. This is the "brute force" model of success, probably derived from #1 above.
    3. Cognitively Hard Work: This involves creating new knowledge, solving complex problems with no clear answers, and pushing intellectual boundaries. Examples include computer programming, thought leadership, or inventing new concepts. This type of work is draining, but for some, it is not particularly painful.
    4. Emotionally Hard Work: This involves navigating emotionally charged situations, often in leadership roles or careers such as therapy or pastoral work. It requires patience, strong communication, and the ability to endure frustration, such as a doctor facing grieving families. This work is emotionally draining, but perhaps less so for some than for others.
    These four types are all underpinned by the underlying qualities of grit and persistence. Success and flourishing requires these qualities. Maybe best to think of them as Choosing Your Own Challenge
    • What is "painful" for one person might not be for another, highlighting the individual nature of hard work. Some might, indeed, find the brute force method to be the right one for them.
    • What is most important to note is that the brute force method is not the only path. It is not even required, but is most likely simply a sign of impatience.
    • From the four types above, and perhaps others, we should choose the "flavor of pain" or struggle that we are best adapted to dealing with or find most acceptable.
    • Instead of searching for an elusive "passion," a more productive approach is to understand what challenges or flavors you are willing and able to embrace to a greater degree than others.
    • This understanding can help you navigate your career and life choices with greater clarity and purpose, moving beyond a simplistic and potentially damaging narrative of sacrificing everything for success. This is a core principle in enabling us to Do Busy Right.
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    51 mins
  • What is Attention Compass and how will it help me? (Classic Episode) - DBR 096

    What is Attention Compass and how will it help me? (Classic Episode) - DBR 096
    Sep 6 2025
    What is Attention Compass and How will it help me? (Classic Episode) This is one of a series of posts that are going to discuss Attention Compass in detail. Attention Compass is my proprietary tool and workflow to put you in control of your information and attention - making you a better more confident knowledge worker and reducing your stress over your productivity. I think many people are struggling with the problem(s) that Attention Compass solves – overwhelm, associated stress, and fear that things are falling through the cracks. If that's you, I want to serve you as best I can. So, I'll tell you how to implement your own Attention Compass. If you try to do it and struggle, give me a call and I'll help you get it fixed. We'll start with some assumptions that explain why Attention Compass is built the way it is. This will help you make decisions about how you want to use your Attention Compass. It should also help you figure out more about why you want to have an Attention Compass. Underlying assumptions
    • There are more than we could ever…
      • There are more things to do than we could ever get done
      • There are more things to know than we could ever learn
      • This makes us fear forgetting/losing/missing something
    • This fear is low-level, continually stressful for us
      • Our memories are unreliable as to time, particularly in the future
      • We know this so we create artifacts and systems, but our brains don't trust them
      • Misusing the 'workbench', the productive asset, our mind/brain
      • That means we need to get things off our mind
    Implications
    • More than we can look at and more than we can get done = a ton of stuff
    • This means that we have to store it in a system
    • Task management
      • We get paid on delivering artifacts and we call the work to do so 'tasks'; tasks need to be first-class citizens in our information management system; a task is just a specific kind of information
      • Managing 'time' vs. managing 'attention'
    Properties of the system
    • Electronic is best, mostly because it'll be a lot of stuff
    • And we need to use a backlog (metaphor) to store it
      • What a backlog is
      • Backlog justification (vs. PMI 'calendar' and WBS)
    • And we have to make and track postponement decisions
      • When we say we're 'not doing' something, we're usually postponing; these decisions need to be tracked
    • About Attention Compass
      • So, these things mean that you need a personal Information Management System; Attention Compass is precisely that
    The four workflows (most frequent to least)
    • Capture
      • Observing the internal and external worlds
      • Capture is semi-continuous, event-driven
    • Processing
      • Turn it in to want it is and put it where it belongs
    • Daily review
      • Don't have to make a to-do list, just pull from the backlog
      • Validate against other commitments
    • Weekly Review – the bigger picture
      • Maximum clarity and control
    So what? Now you understand some of the ideas of Attention Compass. Pick one and work to implement it in your life - tracking your postponement decisions is a good example. You can go to my website for instructions on how to make a physical system (called a "tickler file") that will put you in complete control of your postponements. As you create this habit, you will begin to see a new clarity and confidence about your tasks and attention management. This should encourage you to continue your efforts to improve in this critical area of your knowledge work life. larry@dobusyright.com or www.linkedin.com/in/larrytribble
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    58 mins
  • From Sirens to Tags: Categorizing Information for Executive Function - DBR 095

    From Sirens to Tags: Categorizing Information for Executive Function - DBR 095
    Aug 29 2025
    We are constantly bombarded with information, and the challenge is to make that flow work for us, not against us. This episode explores how our brains instinctively make meaning and categorize information. It defines an organizational scheme that supports your attention, not interrupts it, by fostering an emergent, personal approach to managing information. Discover how to develop a system that feels natural and fluid, making it easier to maintain focus. The Instinctive Process of Meaning-Making
    • Our brains make an immediate and "blindingly quick" decision about incoming information: "keep it versus ignore it".
    • This immediate sense-making process is similar to hearing a siren. You instinctively categorize whether it's important to you (e.g., in your lane of traffic) or "nothing to do with me".
    • This process applies to all environmental signals and information we encounter, including emails and social media notifications.
    Refining Categories: Actionable vs. Reference Information
    • If information is a "keep," the next step is a processing loop to make "more detailed meaning" and put it into "more specific categories".
    • The first major refinement is distinguishing between actionable information (things you need to do) and reference information (things you need to see again later).
    • Actionable information is categorized by questions like, "When do I need to act on it?" and "What level of priority does it have?". A simple scheme could be "One Now, Two Next, Three Soon, Four Later, Five Someday".
    • Reference information requires more nuanced categorization to ensure you can find it again when you need to. The categories must "make sense to us" individually.
    The Emergent Nature of Personal Categorization
    • An effective organizational scheme must be emergent and deeply personal to you.
    • Trying to force your information into someone else's imposed categories creates friction, slows you down, and often leads to losing the information because your brain doesn't naturally respond to them.
    • Creating your own schema is "fluid and natural".
    • While your system should be personal, some generic categories are widely useful, such as:
      • Action Tags: Used to prioritize actionable information (e.g., "One Now," "Two Next").
      • People Tags: For important individuals when they are the source of information or need to be informed.
      • Project Tags: To group all related information for a specific project.
      • Historical/Reference Tags: For areas of knowledge or work specialties.
    Conclusion An effective organizational scheme isn't about rigid, imposed rules; it's about supporting your natural ability to make meaning and categorize information. Don't fight your brain; design a system that works with it by creating categories that make sense to you.

    larry@dobusyright.com; www.linkedin.com/in/larrytribble
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    54 mins
  • The Hidden Personal Secret to Group Information Management - DBR 094

    The Hidden Personal Secret to Group Information Management - DBR 094
    Aug 23 2025
    Is your team's knowledge siloed and difficult to find? We often focus on personal organization, but effective group information management is the key to a cohesive and successful team. This episode challenges traditional, top-down approaches and presents a more effective, individual-centric solution. Discover how empowering every team member to manage their own information can transform your group's ability to share knowledge, find what they need, and collaborate more effectively. The Problem with Traditional Approaches
    • The "Best Practice" Trap: Many teams use shared document repositories with a centralized schema, often created by a single "librarian" or manager.
    • A Mismatch with Mental Models: This one-size-fits-all schema forces team members to think in a way that doesn't align with how their own brains naturally work, which is inefficient and difficult.
    • The Challenge of Finding Information: When information is misfiled in large digital repositories, it's often as good as lost. Global search is not an ideal "finding mechanism" for re-locating specific documents you've seen before, leading to significant user frustration.
    The Solution: Building from the Individual Up
    • Leverage Personal Information Management (PIM): The key is to ensure every team member is a good manager of their own information.
    • The Card Catalog Analogy: Like a public library's card catalog, which helps users find books without needing to learn the complex library schema, every team member should build their own personal "card catalog" of links to shared information.
    • How it Works: Individuals find a document in the shared repository and capture a link to it in their own private system. This personal system is organized according to their own mental schema, making it easy for them to find the information again later. Team members share links to documents instead of sending attachments.
    • The Benefit: Once individuals are proficient at managing their own information, the group's ability to access and build on collective knowledge transforms. The structure of the central repository becomes far less critical, and the complex challenge of group information management becomes more straightforward.
    Conclusion Traditional, centralized information systems are often suboptimal, leading to frustration and inefficiency. The most effective way to foster shared knowledge is to invest in and enhance every individual's personal information management skills. When people become better managers of their own information, they also become better managers of their own tasks and attention—skills that benefit the entire organization. This shift from a top-down to an individual-up approach is the key to a more effective and collaborative future for your team.

    larry@dobusyright.com
    www.linkedin.com/in/larrytribble
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    46 mins
  • The Strategic "No" - the Master Skill of Attention Management - DBR 093

    The Strategic "No" - the Master Skill of Attention Management - DBR 093
    Aug 16 2025
    Your attention is your most valuable asset, but it's constantly under assault from an "infinite" number of tasks and requests. This episode provides the understanding and practical tactics to confidently say "no," reclaim your productive potential, reduce overwhelm, and intentionally direct your life and work. Learn to master this crucial skill and manage the things you're not doing. Key Takeaways:
    • The Challenge of Saying "No"
      • We tend to be people-pleasers and our default is to say "yes," even when we don't want to.
      • However, every time you say "yes" to something, you are inherently saying "no" to something else.
      • Your attention is a finite resource, similar to having a limited amount of money or a lifespan of "4,000 weeks."
      • It's critical to learn how to say "no" and condition your brain to get comfortable with the idea.
    • Tactic 1: The Strategic "No" Through a Prioritized, Exhaustive List
      • Your brain's mental list of tasks is often inaccurate and incomplete, making it difficult to confidently decline new requests.
      • The solution is to maintain a complete, prioritized list of all your potential tasks.
      • With a clear, written list, you can quickly compare a new request against your highest priorities and confidently say "no" or "not yet."
      • This approach can be used to gain agreement from "powerful people" like your boss or spouse.
    • Tactic 2: The Strategic "No" Through Clear Shared Expectations
      • Another critical component is establishing a shared set of expectations about the roles you play in each other's lives.
      • Managing expectations upfront allows the other person to seek a solution elsewhere if you cannot help.
      • The goal is to "unsubscribe" from requests entirely, not just to delete or delay them. This means making it clear, "please don't ask me again for this specific thing."
      • When saying "no," it can be helpful to offer an alternative supply, such as finding someone else who can fulfill their need.
    Conclusion:
    • Mastering the art of the strategic "no" is not a convenience; it's an absolute necessity for effective task and attention management.
    • By using a prioritized list and setting clear expectations, you build the confidence to say "no."
    • It is better to disappoint someone once by clearly stating your boundaries than to repeatedly let them down by implicitly agreeing to something you can't deliver.
    • This clarity fosters trust and allows others to plan effectively. Don't just delay or delete; unsubscribe.
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    47 mins