The Myth of Multitasking: How "Doing It All" Gets Nothing Done
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About this ebook
“Remember this rule: the more responsibility you have, the more hats you wear, the more likely you are to become inefficient.”
In a compelling business fable, The Myth of Multitasking confronts a popular idea that has come to define our hectic, work-a-day world. This simple yet powerful book shows clearly why multitasking is, in fact, a lie that wastes time and costs money. Far from being efficient, multitasking actually damages productivity and relationships at work and at home.
In his groundbreaking book, management expert Dave Crenshaw offers clear solutions for dealing with today’s information-saturated world. He shows what to do when interrupted by co-workers and how to deal with distracting electronic communications such as e-mail and phone messages. Written with wit and a healthy dose of wisdom, The Myth of Multitasking helps business leaders and employees:
- Recognize why multitasking is a false construct
- Understand the difference between background-tasking and switch tasking
- Create a new and realistic weekly budget for using time
- Schedule recurring appointments with key people
For anyone who has difficulty focusing on the task at hand or paying attention to others when they are speaking, The Myth of Multitasking is an invaluable resource.
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Reviews for The Myth of Multitasking
1 rating1 review
- Rating: 5 out of 5 stars5/5Short and sweet. Served in a way a child would understand, as I think these kind of books should be written.
Book preview
The Myth of Multitasking - Dave Crenshaw
Praise for The Myth of Multitasking
"In Dave Crenshaw’s book The Myth of Multitasking: How ‘Doing It All’ Gets Nothing Done, he demonstrates how multitasking is, in fact, a lie that actually wastes time, energy, and money. Most of all, it robs us of life and our relationships with others."
—Chuck Norris, world-renowned actor and martial artist
We live in an ADHD world. And I’m glad we do. But as Dave understands, the secret is to do one important thing at a time, with focus. If you can take the time to focus on his message, you’ll be glad you did.
—Seth Godin, author of The Dip
Dave’s book is a time-management classic and a must-read for professionals at every level.
—Dorie Clark, author of Reinventing You and executive faculty at Duke University Fuqua School of Business
Move with speed but not with haste. Be ambitious and hold your focus. This is how you become a force for change. Dave’s book will help you create these habits.
—Michael Bungay Stanier, author of the WSJ bestseller The Coaching Habit
"The Myth of Multitasking provides just the medicine we need to create order from chaos. Dave Crenshaw restores deep focus to enable your most creative, strategic work."
—Jenny Blake, author of Pivot: The Only Move That Matters Is Your Next One
"The Myth of Multitasking will show you how to not just to be more productive, but how to treat people with greater respect. Dave’s book is essential reading to ease our overloaded minds."
—Jordan Harbinger, creator of The Jordan Harbinger Show
The Myth of
Multitasking
The Myth of
Multitasking
How Doing It All
Gets
Nothing Done
SeconD Edition
By Dave Crenshaw
Coral Gables
Copyright © 2008, 2021 by Dave Crenshaw.
Published by Mango Publishing Group, a division of Mango Media Inc.
Cover Design: Roberto Núñez
Cover illustration: MilletStudio/AdobeSotck
Layout & Design: Roberto Núñez
Mango is an active supporter of authors’ rights to free speech and artistic expression in their books. The purpose of copyright is to encourage authors to produce exceptional works that enrich our culture and our open society.
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Mango Publishing Group
2850 S Douglas Road, 2nd Floor
Coral Gables, FL 33134 USA
info@mango.bz
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The Myth of Multitasking: How Doing It All
Gets Nothing Done
Library of Congress Cataloging-in-Publication number: 2020949724
ISBN: (print) 978-1-64250-505-4, (ebook) 978-1-64250-506-1
BISAC category code SEL035000, SELF-HELP / Self-Management / Time Management
Printed in the United States of America
For Carlos Fuentes,
who taught me to move very slowly, but in a great rush.
Table of Contents
Chapter One
The Company
Chapter Two
The Owner
Chapter Three
The Lie
Chapter Four
The Cost
Chapter Five
The Origin
Chapter Six
The Exercise
Chapter Seven
The Example
Chapter Eight
The Question
Chapter Nine
The Meeting
Chapter Ten
The Expectation
Chapter Eleven
The Truth
Chapter Twelve
The Deal
Chapter Thirteen
The Change
Chapter Fourteen
The Steps
Chapter Fifteen
The Systems
Chapter Sixteen
The Follow-Up
Worksheets
Sources
Spread the Word
The Author
Work with Dave
Chapter One
The Company
Phil pulled into a space with visitor parking
painted on the asphalt. He shifted into park and checked the glowing digital clock on his dashboard. It was 8:54 a.m. He’d learned years ago that if he was going to teach efficiency and time management, it was important to walk the talk.
Grabbing his messenger bag from the back seat, he got out of his car and headed toward the sprawling industrial building. He paused to look up at the logo proudly displaying the words: GreenGarb: Clothes Mother Nature Intended.
The company’s founder and CEO was his next client.
Helen Whitman was easy to research online. A quick search returned plenty of information about her success. She’d spent most of a decade as an executive in a large, popular retail clothing chain.
Then, about three years ago, Helen had seen the fashion industry trending toward eco-friendly fashion. Trusting her gut, she jumped into eco-entrepreneurship. It was quite the leap, because GreenGarb’s sales were twenty million dollars last year and were still growing.
Despite its success—or more likely because of it—GreenGarb’s leader was hitting a brick wall. Helen was frustrated with feeling that, despite her brilliant ideas, nothing was being completed correctly or on time.
As Phil got closer to the building’s entrance, he thought about his first chat with Helen before being hired. Her situation was all too familiar. While Phil’s clients came from companies of many sizes and different industries, their stories were basically the same.
People felt stressed and undervalued. Employee workloads kept growing. Work-life balance was becoming unattainable. Everyone wanted more free time and less stress.
Phil’s job was to help. Coming from the outside and looking in, he often could see what those stuck in the mayhem could not. As a young consultant he was grateful—and maybe a touch nervous—for the opportunity to serve such an accomplished CEO.
GreenGarb’s reception desk was a few steps from the building’s main entrance. On his way in, Phil’s mouth felt a little dry. The woman at the desk greeted him with a lukewarm, May I help you?
I’m here to see Helen.
Do you have an appointment?
Yes. Yes, I do,
he said. My name is Phil. She’s expecting me.
One moment, please.
Without looking away from her monitor, the receptionist pressed a button and politely spoke into her headset.
Good morning, Helen. A gentleman named Phil is here. He said you’re expecting him.
She listened for the response, unplugged her headset, and said, This way, please.
Phil followed the receptionist through a door and into an open