Intentionality Integrates Values, Capacity, and Planning for Goal Achievement

Key Quotes

"but there are the times that we do then and so what separates the times that we do finish what we've uh begin from the times that we don't and so this idea of it like when we finish what we start there was always an intention behind what we're doing but just because we set an intention to do something doesn't mean that we'll actually follow through with that thing so it's this idea of follow through and that idea of intentionality it really like for for the last 10 years or so i've really fundamentally believed that it's intentionality that lives at the core of productivity but then again the idea of that is quite beautiful but when the rubber meets the road on a daily basis we have to actually be able to follow through with those things and so it was almost the disconnect between why do we not always follow through with the intentions that we set uh observing that that really got me curious about the research and and what what strings we we can pull on behind the scenes in order to overcome the mental resistance we have the procrastination we have the fact that some things feel meaningless all that good stuff that's in the book"

Chris Bailey explains that the core of productivity lies in intentionality, but the real challenge is translating intentions into action. He highlights the disconnect between setting intentions and consistently following through, which drove his research into overcoming mental resistance and procrastination. Bailey suggests that understanding the underlying reasons for this disconnect is key to developing effective strategies for completion.

"every task that we have to do is connected to one or more of these values so if you have to write some boring thing some handbook project or something at work this is an example i keep coming back to because this was i i have vivid memories of having to write one when i worked at alcatel lucent a telecom company here in ottawa um and it was so aversive because i felt like it was something that i had to do uh you know it kind of mapped with the value of conformity almost because it was just something that i needed to do and not really connect with i didn't really connect with it but i happen to value you know benevolence that uh highly which is helping and serving other people and so when i reframed it to mentor new employees through the handbook project for myself it was it was the same task it was just the way that i approached the thing was far far more motivating"

Chris Bailey illustrates how aligning tasks with personal values can significantly increase motivation. He uses the example of writing a work handbook, which initially felt aversive due to its connection to the value of conformity. However, by reframing the task as an opportunity to mentor new employees, thereby connecting it to his highly valued principle of benevolence, the task became far more motivating.

"the one of the worst things that you can do for your productivity is trying to focus on things all day long because you get to the point where you're rereading the same email for the seventh time and it's just some simple thing that you need to respond to and what what you really need in that moment is just to go for a walk and it's kind of like what you say laura i'm going to butcher this by the way but you say something along the lines of like if you don't take a break yourself your brain will take one for you is that close that's pretty close yeah yeah something like that yes it's a loose approximation of what one of these great things that you say and and the research on our daily capacity for focus is a bit frustrating actually because it does show that we have four four and a half hours you know give or take a little bit it depends how naturally motivating we find our work"

Chris Bailey points out that attempting to focus for an entire day is counterproductive, leading to diminished attention and the need for involuntary breaks. He notes that research indicates a natural limit of about four to four and a half hours for focused work, depending on how intrinsically motivating the task is. Bailey suggests that acknowledging and working within this capacity, rather than fighting against it, is crucial for maintaining productivity.

"and and that's the thing that i think people get really wrong with goal attainment is you know they get the ratio of planning to action wrong like like you're getting at people i think have this idea where a goal is 95 acting towards it and it makes sense that bias right because they think how else am i going to achieve a goal but to just put one foot in front of the other but if you're not even walking in the right direction it doesn't matter how many feet you put after one another and and this is another thing that i find fascinating about this idea of becoming more intentional where like you're saying you know we have these these shorter term goals we have these longer term goals we have these values which are essentially our ultimate intentions in our life they're they're what we strive to get out of a life and it's fascinating you know one of the things when you look at the research there's a lot of different disparate parts of intentionality right we have our our momentary intentions right right now listening to this podcast or us chatting on the podcast we have the plans that this are a part of we have the goals that are broader than that we have the priorities that are broader than that we have the values um that are broader than that too each taking place over an increasingly long time span"

Chris Bailey argues that a common mistake in goal attainment is misjudging the balance between planning and action, often overemphasizing action. He explains that without proper direction, extensive action can be ineffective, likening it to walking without knowing the right direction. Bailey introduces the concept of an "intention stack," which layers momentary intentions, plans, goals, priorities, and values across increasing time spans, all contributing to intentionality.

"so uh my my daily not not daily daily's being generous but you have that great rule three times a week is a habit that's what i do with the gym three times a week i have a gym habit and one thing that i've done recently is i switched gyms because you know what one of the values one of the 12 values is called hedonism and you know some people have sultry connotations but it's just pleasure it's just sense pleasure and so one thing i started to do because i you know i wasn't enjoying the gym to the extent that i could have or should have is i started to treat the gym like a spa and so i i go there and i make sure i have a bit more time i'll you know make sure i have a time for the shower after i switched gyms so they have like fancy uh fancier shampoo and stuff it's more luxurious it's only 20 more a month which is probably like 55 us so it's not crazy either but it's very nice so treating the things that i'm struggling with kind of like a spa is is a weird tactic but that that frame for me where it becomes more about the hedonism the hedonistic side of of the experience it negates a lot of the aversion that i have or has so the gym treating the gym like a spa if if you're struggling with