I respectfully disagree that inbox zero means you have control over your email. You don’t control the content, the order, or the volume of email that arrives. Inbox Zero is basically a reactive strategy—it says that your inbox is so high priority that you should attend to everything in it every day. Since you don’t control the content, that means shifting your brain through several topics just to scan your inbox in a single session. The order you have to think about those topics is determined by the order messages arrive, not by the importance or relevance of the topic to you. Brains don’t do well with rapid, random context switching. You’re using up brainpower just in the process of triaging the whole inbox. This isn’t just a philosophical issues. In “The Power of Full Engagement” by Tony Schwartz cites research that we only have a certain amount of mental capacity between each sleep cycle. Your brain doesn’t care what you use it on. You can use it up triaging your inbox just as easily as you can use it actually doing good, high-quality work. When I’ve paid close attention, I’ve noticed that email saps my actual productivity.

The amount of your email is determined by others, and the amount of time it takes to scan your inbox is proportional to the amount of email they send. Unless you’re in a completely reactive job and the only people who email you are people whose agenda aligns with yours, taking your time to sort through their email can waste a lot of time. I get about 100 emails a day. If I spent as much as 30 seconds on each one, that would take up the equivalent of a month and a half a year. There’s simply no way that’s a productive use of time in aggregate.

I believe that an empty inbox just means you’ve ceded control of your thinking and priorities to everyone who emails you. They control the volume, order, and substance of your attention for the time you’re processing your email. It *feels good* to have an empty inbox, but it also feels good to gorge on Oreo ice cream cake. That doesn’t mean that Oreo ice cream cake is good for you, only that it feels good. Inbox Zero has the extra sugary bonus that since *some* email is an essential part of our job, it’s easy to believe (with no evidence at all) that therefore it’s useful to spend some time on *all* email.

Rather than striving for inbox zero, I advocate learning to identify the truly relevant emails very, very quickly, with an absolute minimum of cognitive load or context switching.

Hint: consider the concept of semantic priming. When you consider a topic (or even just a word), your brain unconsciously brings to mind associated concepts. I’m assuming that this is part of what happens to drain the mental energy that email drains. How would you use semantic priming to your benefit while processing your inbox?

Hint #2: Consider that humans find it easier to choose between 2 things than 3, and that the framing of a choice–e.g. the choice to read/respond to an email versus to ignore it–will dramatically change the amount of mental energy needed to process that email.

Hint #3: Consider the behavior of people who send mail. Contrast their pre-email behavior (stamps, envelopes, etc.) and post-email. What was different? Why? What implications does this have for responding to senders?

Read my HBR.ORG blog post on Advanced Entrepreneurship: The Entrepreneurial Job Description.

I just attended a conference where each name tag had our name and the name of our company. I don’t really have a company name at the moment, other than “Stever Robbins, Inc.” Since that would look weird, I had them put “Just ask…” in the slot reserved for company name.

Some people said, “‘Just Ask?’ I’ve heard of you. Aren’t you some kind of web search engine.” No. I’m not.

Some people said, “What am I supposed to ask?” I thought that was a fine question, and we jumped right into fascinating—if self-referential—conversation.

One woman stands out, however. She said, “Why did you write that on your name tag?” “Because right now what I do doesn’t fit into any neat box and I didn’t want people to leap to assumptions and pigeonhole me in the wrong box.”

Amazingly, she then  ran down her mental list of boxes and tried to fit me in one: Are you a marketing person? No. Are you running a startup? No. Are you a musician? No. When that failed, she rolled her eyes and went on to the next person. Happily, his job title fit neatly into a box and she was able to resume her networking rhythm. What never seemed to occur to her was asking me, “How do you spend your time?” (A question that evokes much more interesting responses than “What do you do for a living?”) That would have led to a real answer. But even then, a real answer sometimes didn’t work. I’m not really doing anything that gives people a good hook to relate to:

Them: What are you doing right now?
Me: Preparing to promote my book on personal productivity.”
Them: Oh. That sounds very interesting. Have you ever read The Four-Hour Work Week? I love Tim Ferriss.
Me: Well, I …
Them: looking over my shoulder Oh, look! There’s someone who has a real job. I’m going to go talk to them. Bye, now.

The next evening at dinner, a young man sat down at our table at dinner and introduced himself. It was, of course, Tim Ferriss. We had a lovely conversation about body-building, self-hypnosis, allergies, and the mind-body interface. We never once discussed personal productivity.

During our dress rehearsal, I’d been sitting in front of the stage watching one of the other performers and while I was being a perfectly good little doobie, listening to my compatriot’s song, my sneaky, dastardly brain offered up a thought: “This is where you belong.”

The last time I had that thought, it scared me so much I (inadvertently) used self-hypnosis to wipe out every memory I had of performing, including the seven years I spent doing comedy improv. I think this time I’ll keep it and find out where it leads…

How to Prepare for Decision-Making Meetings on Harvard Business Review blogs (HBR.ORG) at http://blogs.hbr.org/cs/2010/04/preparing_for_decision-making.html

How to Get Noticed by Your CEO, on Yahoo Hotjobs at http://hotjobs.yahoo.com/career-experts-how_to_get_noticed_by_upper_management-118.

What’s made a huge impression is realizing how little the audience evers see of the actors. When I watch movies, plays, or TV, I leave with a feeling of connection with the characters, and by extension, the actors. While I intellectually know it’s nonsense, being in the play really drives the point home. What the actors bring to the experience is the authenticity of their emotions and emotional choices, but everything that knits those choices into a story—the dialog, the plot, the lights, the band, the sets—is staged and as close to identical as possible night after night. Almost none of it comes from the actors.

Shakespeare was Right—All the World’s a Stage

Then I realized that much of how we show up in the world is the same. No one we interact with gets the experience of us. They get the sum of their glimpses into us. But we expect them to behave as if they know us and our intentions.

Our reputation with any given person is the sum of the glimpses that person has had of us. If we had to reschedule a meeting twice with a prospect due to genuine emergencies, their experience of us is that we don’t make it to meetings on time. If we show up to a meeting with disheveled hair and bloodshot eyes, that’s the impression they have of us. Never mind that we were in a car accident the previous day and are still a bit vague from the drugs… they build an impression anyway.

This works for “good” reputations, too. Every time you put on a suit and go out to a business event where you nod, smile, and talk about the things that are “acceptable” in that context, you’re presenting a small slice of yourself. Never mind that you play in a rock band on weekends and have a complete reproduction of the Mona Lisa tattooed underneath that dress shirt… people at work build your reputation from the little building blocks you give them, that were carefully scripted by the current business culture.

The Scripts We Choose Determine the Impressions We Give

People only experience you through the glimpses you give them. What do you show the people around you? Do you let your idea of “expected” behavior be your script? When I was bitten by the theater bug last year, I mentioned it to my friend of 10 years, Steve. Steve’s a sales manager. After our conversation, he revealed he’s a sales manager whose degrees are in stage managing and directing. He directs 4-8 shows a year. He’d mentioned he did high school drama once or twice, but I figured he did it as a volunteer parent. He’d never shown me anything that suggested it was such a big part of his life. He was acting the script of the good, conservative businessman.

My friend Paul is at every networking event in Boston, handing out his card, flitting from person to person. Is it any surprise people know him as a major networker. Yet all he ever talks about is business, so his reputation is purely professional. People don’t feel like they know him, but they do know to call him when they need an introduction. He’s a whole person, but he’s living the high-powered, type-A networker script.

My script is a bit less mainstream. I talk about Evil Dead: The Musical and zombies. I write and produce a funny podcast on personal productivity, and do my best to find excuses to dress in jeans and T-shirts and wear colorful sneakers. That’s one glimpse into me. I also write about leadership, business strategy, entrepreneurship, and psychology. That’s another glimpse. Depending on where you get exposed to me, you’ll walk away with profoundly different impressions. People who love one of those characters may or may not relate to the other. Yet they’re both me.

Who Writes Your Script?

How do you show up? Be careful with your answer. Don’t consider how you want to show up, consider how you actually do show up: your appearance, the things you talk about, how you treat people. Are you brusque? Courteous? Fawning? Assertive? Tentative? Caring? Guarded? Open? Friendly? If you say things like, “people will just have to learn to deal with the fact that I don’t mince words,” have you ever really thought how you’re coming across when you don’t mince words? Have you considered the reputation that builds? Is it the reputation you want. The way you build reputation is by showing up more and more as the reputation you want to build. All the world’s a stage, we’re just actors, and you can let everyone around you write your script, or you can write your own. Your choice.

Stever in Corporate Mode