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Seek Out the Sequencers by Paul Edwards

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Categories: Practice Management, HR and Accounting;
Seek Out the Sequencers 

These employees’ methodical approach to work is like a musician’s knowledge of when to play each note— and offers opportunities to focus and recharge

by Paul Edwards

We’ve been taught that being (and hiring) a successful multitasker will set you apart from the rest of the business world. When we evaluate ourselves and our best team members, we often place their ability to multitask at the top of our priorities for a must-have to succeed.

Soon, you have an office of people who are excellent at putting out fires daily, switching between tasks constantly to ensure everything gets done (even if not in the best way). Sounds exhausting, doesn’t it? Could this be what has led to the massive burnout problem in our workplaces?

In an era where the hum of multitasking runs through every corner of our professional and personal lives, a quiet yet profound shift needs to take root, and it’s up to us as leaders to recognize and coach it. It’s the art of sequencing—a methodical approach to self-organizing that brings order to the juggling act of multitasking.

We believe and have found that the very act of multitasking is causing burnout and fatigue among our team members and ourselves. This may also lead to the loss of engagement among all our employees. The fact is that managers who properly sequence themselves and their teams have less burned-out teams. It’s almost as if we are addicted to multitasking, and predictably, it has both short- and longer-term negative effects.

Multitasking: A modern myth
To begin, let’s demystify multitasking. Often lauded as a coveted skill, it’s the act of handling multiple tasks simultaneously. Picture an office manager filling in for an absent front-desk employee. She also answers emails from an employee on maternity leave while taking care of payroll and intermittently helping the scheduled and random patients who walk through the doors. Additionally, she needs to start calling around to fill chairs because three patients called and canceled their afternoon posttreatment retainer checks. Oh! And the insurance company just faxed in $5k worth of clawbacks, and someone will have to spend an hour arguing with them.

It’s a common scene in orthodontic practices worldwide. What’s the problem with this?

Scientific scrutiny tells us that your employee must spend four times longer than these tasks normally take to make any headway. Studies in cognitive psychology suggest that what we perceive as multitasking is actually rapid task-switching, which can lead to decreased efficiency and increased errors. The brain, it seems, isn’t designed for such a scattergun approach to attention.

Sequencing: A return to focus
Sequencing is the practice of completing tasks one after another, deliberately and with focus. It’s akin to a symphony, where a lot is happening but each note is played in turn, creating a harmonious whole. Orchestras are not given all the notes and told to play them; they’re given a score of thousands of notes and the order in which each is to be done together.

In the perfect workplace, where we also might have control over the work, this translates to an employee who gets to tackle a project, gives it their undivided attention and then moves on to the next with a clear mind. As described earlier, a perfect workplace does not exist. Still, we are making the case that, given all the chaos, there are ample opportunities to sequence work and reduce the negative impact of switching tasks.

Let’s also take a moment to recognize the benefits of sequencing, which are multifaceted. There’s an increase in efficiency and quality of work as the full force of an individual’s cognitive abilities is directed at fewer tasks at a time. It also reduces the mental fatigue of constant off-and-on-ramping task-switching, allowing for sustained productivity and opportunities for recharging.

The neuroscience of focus
Delving deeper, neuroscience offers insights into why sequencing supports multitasking. When we focus on a single task, the brain activates specific neural pathways, enhancing our cognitive abilities such as problem-solving and critical thinking. In contrast, when we switch between tasks, these pathways are disrupted, decreasing brain function efficiency. (Cue burnout in the workplace and less creativity.)

The call for sequencing ahead of multitasking isn’t just a matter of productivity; it’s deeply rooted in the neuroscientific understanding of how our brains function. At the heart of this understanding lies the prefrontal cortex, the brain’s command center for executive functions, which includes focus, decision-making and prioritizing tasks.

According to a study by David E. Meyer, Joshua S. Rubinstein and Jeffrey E. Evans, tasks take an average of 20%–40% longer to complete when you attempt to do them all at once. The researchers discovered that switching tasks so frequently created a “switch cost” that affected the time required and accuracy of task completion.

The prefrontal cortex operates efficiently when we engage in sequencing, focusing on one task at a time. This singular focus allows for what neuroscientists call “cognitive ease.” In this state, the brain conserves energy, reduces stress levels and enhances its ability to solve complex problems.

Unfortunately, multitasking puts the brain in a state of “cognitive overload.” This occurs because our brains aren’t inherently wired to handle multiple tasks simultaneously. When we try to multitask, we force the prefrontal cortex into a rapid toggling between tasks. This constant switching comes at a cost, which can include mistakes, decreased memory retention and reduced quality of work.

Further, neuroimaging studies reveal that task-switching increases the production of cortisol, the stress hormone, and adrenaline, which can overstimulate the brain and lead to mental fog or scrambled thinking. This can even reshape the brain’s structure, leading to a diminished capacity for concentration and deep thought. An analogy might be to consider the damage from working out in the gym too much. At some point, the effort diminishes the outcomes.

How to find sequencers
When scouting for talent, the emphasis on multitasking prowess is pervasive. However, everyone these days is a good multitasker; we have to be able to keep up with everything the world demands! So, the narrative needs to shift: The ideal candidate in today’s fast-paced yet quality-conscious environment is someone who can sequence effectively and multitask.

Such candidates demonstrate an ability to prioritize tasks, manage time efficiently and maintain high attention to detail. They’re adept at breaking down complex projects into manageable steps, tackling each part with focus and precision. A sequencer not only looks for ways to put out all the fires as they happen, they also look for ways to figure out why the fires are happening and how to prevent them in the first place.

Identifying a sequencer in a pool of candidates requires them to give you the correct answers to a specific set of questions. Look for signs of methodical planning, a track record of handling projects from inception to completion, and a preference for deep work over surface-level engagement. In interviews, ask candidates to describe how they would handle a complex project, paying close attention to their approach to task management.

Here are some other questions you could ask that would help you identify a sequencer:
  • “Can you describe a time when you had multiple tasks to complete with tight deadlines? How did you prioritize and manage these tasks?” This question helps understand the candidate’s ability to organize and prioritize tasks and key sequencing aspects effectively. If they utter the words “I make lists and reorganize my lists at the end of every day,” you’d better hire them before I do.
  • “How do you handle interruptions or unexpected tasks when deeply focused on a project?” This question aims to assess the candidate’s ability to maintain focus and adapt their sequence of tasks when faced with disruptions. If they say, “I seem able to handle everything” but can’t tell you how, that’s a sign that they are an excellent multitasker. We are not looking for them.
  • “Tell us about a complex project you worked on. How did you or your manager break down the project into manageable tasks?” This question seeks to evaluate the candidate’s approach to decomposing complex projects into sequential steps—a critical skill for effective sequencing. If they say things like “I put things in order and like to organize tasks together,” marry them.
Adopting sequencing doesn’t just benefit individual employees; it also has profound implications for small-business culture. A sequencing-oriented workplace values depth over breadth and quality over quantity. It’s a culture that fosters deep thinking, innovation and meticulous work—all crucial elements for success in a competitive market and key elements of keeping employees engaged.

Sequencing vs. multitasking: A balanced approach
It’s important to remember sequencing can only exist alongside multitasking. However, knowing which one to spend the most time on is vital to decreasing burnout and increasing daily efficiency. This interplay between sequencing and multitasking is crucial; it’s about maintaining workflow even when immediate demands are being made on our time.

Sequencing doesn’t imply a rigid, one-track mindset. Flexibility and adapting to changing priorities are crucial in any dynamic work environment. The key is to strike a balance, allowing for focused, deep work while maintaining the agility to shift gears when necessary. This methodical approach to task management is indispensable in a profession where meticulousness and accuracy are valued and necessary. Sequencing ensures that each step in patient care or practice management minimizes errors and maximizes efficiency.

However, the nature of orthodontic work, stacked with unexpected developments and patient needs, demands more than just a linear approach. This is where the art of multitasking enters, adding depth and adaptability to the meticulous structure provided by sequencing.

In this context, multitasking is not about juggling tasks with reckless abandon, but about possessing the agility to respond to unforeseen challenges without disrupting the workflow or, in some cases, ultimately setting aside something that can be done later. In these instances, the ability to multitask becomes invaluable. It allows orthodontic professionals to momentarily step out of the sequence without losing track of it, addressing urgent matters swiftly and then seamlessly returning to the planned course of action.

Also, perform sanity checks with your staff who may be in the thick of multitasking and unable to get out. How can you help them align with sequencing? Can you take anything off their plate and delegate it to someone else? What tools might they need to better organize their tasks? Having those conversations before your employees reach burnout will show them you do genuinely have their best interests at heart.

Conclusion
While multitasking may seem efficient on the surface, sequencing truly unlocks productivity and quality in work. As technology allows us to ask our team members to do more and more, we are at the crossroads of a changing work paradigm. It’s time for businesses, educators and individuals to embrace and encourage our teams to understand better the need to self-organize their own work toward sequencing.

As we venture further into the 21st century, the narrative of the ideal worker continues to evolve. Sequencing is emerging as a vital skill in an increasingly complex and fast-paced world. It represents a shift towards a more thoughtful, deliberate approach to work that values quality and depth.

Moving away from glorifying multitasking to an appreciation of focused, sequential work is not just a shift in work style—it’s a cultural change that values depth, quality and well-being.

Author Bio
Paul Edwards Paul Edwards is the CEO and co-founder of CEDR Solutions, a leading provider of on-demand HR support for dental practices of all sizes and specialties across the United States. With more than 25 years of experience as a manager and business owner, Edwards is well known throughout the dental and health care communities for his expertise when it comes to helping owners and managers effectively solve HR problems and enhance their management skill sets. He provides regular HR guidance on his blog and podcast at cedrsolutions.com.


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