Leadership Thought #478 – When Technology Tools Can Become A Liability

The right technology can make an enormous difference, but it needs to be put in the proper perspective.

I remember when cell phones were a novelty, but then they became a regular, everyday tool. It was as if the world couldn’t have existed without them, but it did. Many technological tools have emerged since then, following a similar trajectory of becoming completely indispensable until something better came along. Now we have watches that provide instantaneous notifications when someone tries to reach you through text or email. You can know what your favorite sports team and or celebrity is up to whenever something happens, as it happens, regardless of whether it is consequential or not. In addition, you can review standard health metrics in real-time to detect any minor, second-to-second fluctuations in your body’s performance, which may seem strange at first. It has become too much.

I am not a doctor or scientist (thank goodness for society), but I can observe the negative consequences of these tools that were designed to make our lives and professional performance better:

• Individuals who used to be able to sit and engage in thoughtful conversations quickly lose focus if the attention ever drifts from them or what they think;
• Side conversations when others are talking have become a bigger issue than ever before in my professional lifetime;
• People get jittery if they don’t check their phones or watches repeatedly to see if anything interesting or important pops up (and it rarely does, if they are being honest with themselves);
• Manners have dropped off a bit as people get up, look out windows, and walk about when their colleagues are talking. It’s as if they can’t stand to sit still and stay engaged on any one thing for more than a brief period of time;
• Parties to a group conversation often half-listen and as a result only get half the facts and respond in a less than optimal fashion (often repeating things that have already been said);
• Impatience has become an acceptable character trait; if the conversational momentum isn’t fast paced, people check out, not allowing the interaction the proper time to come to fruition;
• Group participation has become more about performing once you have the floor rather than engaging with others;
• People attempt to do too much at once (and struggle to do it well), increasing their workload of unfinished tasks or things that must be managed;
• Micromanaging has become much easier for bosses since they can check in and inject themselves in real-time conversations as they see fit;
• You and your colleagues never get a needed, sustained break from one another;
• It feels like being busy has become equally, if not more,, important than being effective;
• People say they want to guard their time more carefully and, ironically, have less of it;
• You feel that something better is happening elsewhere, which makes you less effective.

I am not writing this blog to complain, but instead to raise a red flag. I can be just as guilty as anyone else of the above behaviors. In my experience, high-quality, focused conversations will always trump high-quantity, sporadic conversations. Doing a few things well will always beat doing too much in a mediocre fashion. Making personal connections with others, both in business and in life, still matters. And you can’t fully connect with another person if you’re constantly distracted. Moreover, listening always bonds you closer to another person than talking at them. Having quick answers to tough questions doesn’t work if you haven’t thought through the right questions to ask in the first place. Lastly, mutual respect is always laid upon a foundation of common courtesy.

Tools are only useful if they enable their users to become better, more effective individuals, whether as bosses, employees, spouses, or in other roles. As high performers, we typically rush to leverage technology to add even more activity to our already full plates and minds, which can lead to unrealistic expectations and increased stress. Overusing tools can be tempting, especially when they are readily available. However, never confuse inputs with outputs or objectives with activities. Being present is a skill that can significantly improve our lives, provided we cultivate the discipline to put it into practice, which in turn requires focus and concentration. As one of my colleagues is fond of saying, “there is no better place than here, nor better time than now.” Don’t get distracted when what you need is right in front of you.

The next time you’re in a meeting with someone, consider turning off your phone or removing your watch. Maybe take notes to keep you focused and ask clarifying questions. Make good eye contact. Try to listen more than you talk. Avoid reiterating previously discussed points. Avoid rushing through an agenda just to complete tasks. Do your best to enjoy the company of the people you’re with and engage them in productive conversation. Lead by example…