This is a story about workload...
The original idiom - which I have adapted to make it more inclusive - says that if you want a job doing, you should give it to a busy man. I notice that this is fairly true, from my anecdotal observations: the busier I am, the easier it is for me to deal with extra work being given to me.
One year ago I had the intolerable task of sitting quietly trying not to get noticed, and trying to keep my mouth shut. I knew that the very best thing I could do for my career and my bank balance, was not to rock the boat; not to attempt to say or do anything useful. The best thing I could do was act as a very expensive seat warmer. I was paid for being present, not for being useful or productive.
One year ago, seemingly minor things made me exceedingly anxious. If I had to get my car tested for roadworthiness, have a haircut, deal with the gas company, or any one of a million ordinary everyday tasks, I would find it unbelievably stressful, and I struggled to cope.
I have started to work 100+ hours a week again. To say that I'm busy would be a massive understatement. I am hyper-productive for the maximum amount of hours which human physiology allows for, without sleep deprivation causing me to have a psychotic episode. Unable to sleep, it's quite usual for me to open my laptop and start working in the middle of the night. I wake up well before my alarm clock. I am running in overdrive mode at the moment, also more commonly known as a manic episode.
Of course, with mania, I get very impatient and irritable about things which are not on the critical path. For example, I was asked to update a spreadsheet which detailed the activities I've been doing during the past couple of weeks, and how long I spent on each activity. To me, this is the most ridiculous waste of my time, given that 100% of my time has been spent on productive activities for one single organisation, so I really don't give a toss about how it's sliced and diced - all my valuable time has gone to benefit the organisation who wants me to waste time on an unproductive exercise, which leaves me less time to do productive activities. It's idiotic to get your highly paid staff to spend their time doing activities which are not valuable, when instead they could be doing something useful.
The argument would be that timesheets and suchlike are the way that we calculate how much to pay people, but this is demonstrably absurd. If the number of hours worked had any kind of relationship with the value delivered, then I would agree that it's important for us to record or time worked on task accurately, but there IS NO relationship between remuneration and hours worked. If I work the same number of hours as some of my colleagues, I am paid 5 or 6 times as much. Am I 5 or 6 times more productive and valuable? Sometimes I am less valuable, sometimes I am more valuable, and sometimes - although it's exceptionally rare - my remuneration tallies with the value that I'm delivering.
One of my colleagues said to me "you've got too much time on your hands" when he saw something I'd been doing, which he thought was a waste of time. Later, that piece of work I'd done turned out to be one of the most valuable things that anybody in the team ever produced - something that benefits every member of the team every single day, and perhaps many many other members of other teams, and indeed the whole organisation.
Value and productivity are very hard to measure. "Bums on seats" culture is dreadful. The number of hours that staff spend at their place of work has no bearing on how productive and valuable they are.
In the teams I get involved with, I try to instill a culture of "think it... do it". I want people to implement any innovative ideas the moment they have them. If the ideas turn out to be duds, so what? It only takes one or two great ideas that really pay off, to more than outweigh the small amount of wasted time doing things which had little value. So much time is wasted talking about priorities, and the pros and cons of doing something, and agonising over whether it could or should be done. The culture I bring to teams and organisations is one where everybody's encouraged to build stuff, even if it gets thrown away; even if it's silly!
It's much better for people to be productive and have their brains being kept busy, than looking busy. It's so much better for people's sense of job satisfaction, sense of purpose, sense of pride, sense of ownership, and a multitude of other great qualities that we want from the people in our teams and organisations.
There's no obvious value in the text-based adventure game which I hid inside one of our systems, as an easter egg, but the value is in the cultural tone that it sets: it's OK to build stuff; don't be afraid; don't be so serious... this is supposed to be fun and intellectually challenging.
As it turned out, now we have several tools which imitate the game I built, which perform useful functions for the organisation. Instead of attempting to "win" a "game", the objective is to find and fix problems, using the available clues, which is pretty much what every IT professional does for a day job, but it's a lot better if there's a half-decent interface to help with that task. Computer games are always brilliant at having the learning curve set to make them accessible, and they take advantage of the best available features: if all you have is a computer terminal that can print text and accept typed commands, then you can still create a brilliant game, even without fancy 3D graphics and sound.
I'm busy as hell, and you might say that the 2 hours I spent writing an adventure game were wasted, but in fact it was time well spent. The 5 minutes I spent battling with a spreadsheet where I had to record the hours I spent working on things, was a total waste of time and quite corrosive to the great working culture I'm trying so hard to create.