How can you avoid procrastinating at work?

While it is a common perception that procrastinators are just lazy, procrastination is actually a complex motivational issue, says organisational psychologist Brandon Koh, a senior lecturer at the Singapore University of Social Sciences’ S R Nathan School of Human Development.

Fellow organisational psychologist Ruchi Sinha, an associate professor (practice) at Nanyang Technological University’s Nanyang Business School, says procrastination arises when your brain is trying to protect you from uncomfortable feelings, at the cost of creating bigger problems later.

Understanding the root causes of your procrastination, which differs from person to person, is key to lasting change.

Many procrastinators are neither lazy, unmotivated nor poor planners, says Prof Sinha.

Instead, research indicates that most procrastinate because the thought of doing an important task makes them feel anxious, bored or overwhelmed.

Prof Sinha outlines four broad types of procrastinators: those who do not believe they can complete the task; perfectionists who are holding out for what they deem a better time; those who are overly optimistic about how easy a task is; and those who believe they perform best under tight deadlines.She adds: “Procrastination isn’t about managing your time, it’s about managing your emotions.

“Until you deal with the feelings that make you want to avoid the task, better planning won’t help much.”

This entails asking yourself what feelings arise towards the work you are procrastinating on, why these feelings have arisen, and challenging these reasons.

“Ask yourself: ‘Why am I avoiding this? Is it because I am scared of failing or because I am anxious about my skills and the complexity of the task?’

“When you truthfully answer, challenge that answer with: ‘What’s the worst that could realistically happen?’”

Then, reframe this situation as an opportunity to learn something new, Prof Sinha adds.

As for general strategies, Dr Koh suggests breaking goals down to smaller, manageable parts, which can build confidence by allowing you to feel a sense of accomplishment more often.

Prof Sinha suggests workers adopt a “two-minute rule”.

“If something takes less than two minutes, do it now. For bigger tasks, commit to just two minutes of work. Often, starting is the hardest part.”

Once you have started with the first two minutes, spend shorter chunks of time to chip away at the rest of the work, she says.

Consider giving yourself small rewards for each small goal you have completed, she adds.

Procrastinators can remove distractions they would otherwise latch on to, such as by clearing their desk and timetable.

Dr Koh says it helps to focus on the process – how work is done, why it matters, and the satisfaction of engaging in the process – rather than the final outcome or achievement standards of a task.

This approach tends to yield more intrinsic motivation compared with focusing on the outcome, which can feel far out of reach.

Other strategies include attacking perfectionism head-on by setting a “good enough” standard for first drafts to improve on later; practising self-compassion by speaking to yourself like you would a good friend; planning out work and taking short breaks in short intervals; and ruthlessly identifying priorities each day.

“If everything is urgent or important, then nothing will ever get done,” Prof Sinha quips.

Sometimes, procrastination can be a symptom of bigger problems that need more help, both experts say.

For instance, procrastination can be caused by burnout as well as workplace dissatisfaction, says Dr Koh.

“In such cases, it can be important to review if an individual’s values still align with their work, their team, and their organisation overall.”

Prof Sinha says a lack of discernible meaning or impact in the work we do and micromanagement from bosses can contribute too.

Dr Koh says employers and bosses have a role to play as well, by providing the necessary tools, training and support to boost workers’ capability and confidence.

“Managers may also demonstrate leadership by communicating clear strategic directions and goals for employees, as well as emphasising the value and impact the team manifests through their work.

“This can help employees foster more purpose and intrinsic motivation for their work.”

Prof Sinha also encourages bosses to avoid micromanaging employees.

“When employees have autonomy over how they approach their work, they’re more likely to dive in rather than avoid it.”

Source: The Straits Times