Have you been wondering how on earth you ended up saying yes to all these commitments? Or are you struggling to find the time to do it all? If that’s the case, these four strategies will help you better manage your workload.
The iceberg yes
I recently read about the “Iceberg Yes” from Amantha Imber and it struck me as a vivid representation of what many of us experience. The main idea is that when we say yes, we often focus on the positive aspects, the rewards, the tip of the iceberg. However, we tend to underestimate or even ignore the hidden costs that liebeneath the surface.
Visualizing your commitments as an iceberg can help you estimate your time commitment more accurately.
Here are four strategies to improve your decision making:
1. Understand the size of your commitment
The next time you have to decide whether or not to do something, think about the iceberg. It may come in different sizes. For example, if the rewards are greater than the effort, such as presenting a report you’ve already completed, it’s manageable. Conversely, if the rewards seem attractive but the workload is enormous, it may not be worth it, such as preparing a talk on a topic outside your expertise. Make informed decisions based on both the rewards and the effort required and fit them into your schedule.
2. Avoid the planning fallacy
Be aware of the planning fallacy, which is the tendency to underestimate how long something will take and overestimate how quickly it can be completed.
Yes, it happens to all of us! Did you know that the Sydney Opera House took 10 years longer than expected and cost almost 15 times as much?
To avoid this, first recognize the fallacy, then build in extra time as a buffer. Track the time spent on repetitive tasks to use as a reference for future projects.
3. Consider the cost of saying yes
Saying yes comes at a cost. Every time you say yes to something, you are effectively saying no to something else. This is called opportunity cost.
The problem is that we rarely think about it in those terms. For example, saying yes to a meeting means saying no to writing a report or spending time with your family. Be aware of these trade-offs. Change your default response to no and make exceptions only for really important commitments. This approach encourages more thoughtful choices.
4. Choose discomfort over resentment
We tend to have a present bias that favors immediate gratification over long-term benefits. For instance, saying yes to avoid conflict with a coworker provides short-term comfort but leads to long-term overload. Brené Brown’s mantra, “Choose discomfort over resentment,” advises choosing short-term discomfort to avoid long-term regret. Whether it’s saying no to an unnecessary task or choosing to exercise despite the initial discomfort, this mindset helps align actions with priorities.
Bottom line
The next time you face a decision, consider the iceberg yes to make an informed choice. Try one of these four strategies to see if they help you manage your workload and improve your decision-making.
