I like the phrase “target-rich environment.” I use it when we engage with print businesses that know they have a pretty long list of serious software challenges. There is no need to wallow in this state; accept where you are and know that you are now going to first “stop digging” because when you’re in a hole and you want out of it the best thing to do first is to stop digging! It can be paralyzing, this feeling that so much is not right with your print software. Where do you start?

This article is more about what not to do because I am seeing this far too often. I’ll summarize it in one sentence: “Start addressing everything all at once (in a panic).” This is exactly what notto do. I have come to realize this whole idea of multitasking is a complete joke. Nothing gets done (well) when you’re trying to do multiple things at a time. In the next meeting you’re in, simply wait for someone to start checking their phone (it will take about eight seconds), then ask them a question that has no context in the topic of the meeting or the current conversation. When they attempt to answer it—there’s your proof: you can’t do two things at once (well). You can do two things at once poorly, and then you can do them both over at a later date which is super efficient! Multitasking really means “doing everything twice.”

I’m a big fan of Cal Newport’s work around deep work. I have the benefit of working from home and guarding time every day where I don’t allow myself to be interrupted. I think this is part of my value proposition because in almost every print business I spend time in there is almost no room for the kind of deep work required to strategically implement software. My colleague Jane Mugford famously tells the story of the second Print MIS transition she led as the COO of a large print business. She realized the task required deep work (not her words), focused, uninterrupted work for her to truly understand the new system she was about to implement for her hundreds of employees. She chose to work from home several days per week in order to make this happen. The fact of the matter is you can’t do “deep/focused work” in an interrupt-driven culture.