Inside the Training

  • What is deep work and why it’s so important
  • The startling shortage of time for deep work
  • Overcoming emails as a barrier to deep work
  • Keeping meetings from eliminating deep work
  • Reviewing team member’s work without losing time for deep work
  • Making time for important instead of the urgent
  • Finding motivation for your hardest work
  • Increasing your attention span
  • Overcoming a people-pleasing mindset
image description

»On average, managers have fewer than seven hours per week of uninterrupted time to do deep versus shallow work. They spend the rest of their time attending meetings, sending e-communications or working in time increments of less than 20 minutes, a practice that makes it difficult to accomplish a specific task and in the worst cases can lead to employee burnout.«
Bain Partner, Eric Garton, in “The Case for Investing More in People


We'll never share your email with anyone. By downloading this resources, you agree to our privacy policy and to being added to our newsletter.