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HOW ORGANIZED ARE YOU?

(Please answer A, B or C.)

 A. VERY ORGANIZED. My desk is neat, I never miss an appointment or a deadline, my friends are amazed, my co-workers are jealous and my boss loves me.

 B. MODERATELY ORGANIZED. I manage to stay on top of things pretty well, but sometimes I feel overwhelmed, not sure what to do first, and I must admit that I’m a little jealous of my colleagues and my boss who seem more organized.

 C. COMPLETELY DISORGANIZED. In fact, I’ll be lucky if I can remember where I parked my car. That’s assuming I don’t get a text or a phone call in the next two minutes, which will completely throw me off and…what was the question again?

If you answered A, B or C, this book is for you! In Organize Your Mind, Organize Your Life, we share with you the six key ways in which you can use “top-down organization” to get more done in a lot less time—and feel good about it.

By “top-down organization,” we mean brain science. As you will see, there are amazing new insights gleaned about the way our brain works to organize our thoughts, actions and emotions. Through hightech brain scans, or neuroimaging, we can now “see” the response of the brain to various situations. Here’s an exciting example of what scientists have found.

THE ORGANIZED BRAIN IN ACTION

In a 2008 study, subjects were shown a series of pleasant, unpleasant and neutral pictures while they were attempting the difficult task of keeping in check their emotional reactions. Through the use of hightech brain imaging or neuroimaging, researchers were able to observe the “thinking” regions of the subjects’ brains (including areas called the prefrontal cortex and the anterior cingulate cortex) managing the “emotion”-generating parts of the brain. It’s an intriguing new study that sheds light into the brain’s own built-in system of organization and regulation—one that strives for order, one that can “tamp down” (suppress) our emotions when necessary.

As we will show you, once you can better manage your emotions, you can then begin to harmonize and focus the various “thinking” parts of your brain, opening up a whole new world before you. You’re on your way to achieving a more organized, less stressful, more productive and, in many ways, more rewarding life. And—here’s the most exciting part—the features in the brain’s magnificent self-regulation system come “preloaded” in every functioning human mind; these features can be accessed, initialized and utilized to allow you to become better organized and to feel more on top of things.

You just have to know how to do it. That’s what this book will show you.

WHAT MAKES THIS ORGANIZATION BOOK DIFFERENT?

This is not a book meant to give you tips on how to rearrange your desk, to make lists or to set up a better system for keeping track of your appointments.

This is a prescriptive book that will help you better organize your life by better organizing your mind, by making some basic changes in the way you think about and deal with your work, your colleagues, your family and yourself on a day-to-day basis. As a result, you will become better focused, more attentive, less distracted and better able to adapt to new situations and changes that, in the past, might have overwhelmed you.

Organize Your Mind, Organize Your Life is organized differently than most self-help books. At its core is a unique partnership between a leading Harvard clinician-researcher and a leader in coaching for health and well-being—a collaboration that serves as a model for the future and can help make a big impact on readers like yourself. In a physician-coach partnership, a new concept in personal health, a Doctor of Medicine diagnoses the problem, explains what you need to do and plants the seeds for you to make the change. Then, a certified wellness coach guides you through implementation of the change.

Here is our team:

PAUL HAMMERNESS, MD, is an Assistant Professor of Psychiatry, Harvard Medical School; Assistant Psychiatrist, Department of Psychiatry, Massachusetts General Hospital; and Child and Adolescent Psychiatrist, Newton Wellesley Hospital. Dr. Hammerness has been involved in research on the brain and behavior for the past 10 years, with a focus on Attention Deficit Hyperactivity Disorder (ADHD). He has lectured on the topic locally, nationally and internationally to other physicians, mental health professionals, educators and families. In his clinical practice, Dr. Hammerness sees on a daily basis what a clinically “disorganized” mind looks like across the age spectrum, whether it’s an eight-year-old who is struggling in school due to inattention or a forty-eight-year-old professional woman whose life-long organizational problems are now affecting her work and family life. From research, and from witnessing the struggles of people with clinically “disorganized” or distracted brains, Dr. Hammerness shares his insights into what a well-ordered brain can do.

MARGARET MOORE, aka Coach Meg, is codirector of the Institute of Coaching at McLean Hospital, and a founding advisor of the Institute of Lifestyle Medicine at Spaulding Hospital, both affiliates of Harvard Medical School, founder of a leading coach training school, Wellcoaches, and co-author of a coach training textbook. Margaret and the thousands of coaches she has trained have helped guide tens of thousands of clients through important and positive changes in their health, work and personal lives.

We mentioned the preponderance of books on getting organized that are available. Maybe there are a couple right next to this one. While many of them are good, they often use a bit of an outdated model that begins with organizing your surroundings—your office, your desk, your household—rather than organizing your mind. Dr. Hammerness and Coach Meg have a new approach based on the latest scientific literature that employs a top-down (that is, starting with your brain) organizational process—achieved by first understanding six key brain concepts and then employing specific coaching strategies to integrate each of these into your daily life, with astounding results.

These concepts refer to brain or “cognitive” traits and abilities that we all have but that most don’t recognize nor know how to utilize. Think of them as embedded features in your brain, waiting to be switched on. Dr. Hammerness will show you where the switch is located and how it works, and Coach Meg will show you how to engage it. So as with the four-wheel drive in your car, you can cruise smoothly over the roughest roads into a more organized and productive future.

These cognitive features can be learned and practiced through the innovative method of self-coaching. They will help you become better organized, less distracted, more focused—with a mind poised and ready to surf the heavy waves of distraction that come rolling in on us in today’s world.

To help you become better organized, we have organized this book into a prescriptive “one-two punch” that will enable you to understand clearly the brain science behind these cognitive skills, and then help you adapt it as part of your own make-up.

It’s science, followed by solution.

COACHING: THE ORGANIZATIONAL SECRET

That solution—how we will help you to get on top of things, to tap into your “embedded” organizational abilities, improve focus and attention and better structure your life—is one of the unique features of this book. To help you learn how to better function in this distracted world, we will use the new but highly effective psychological technique known as coaching, which coauthor Margaret Moore, aka Coach Meg, will explain further in the second chapter. Defined by some as the art and science of facilitating positive change, coaching is essentially a process for developing a road map for well-being—and becoming motivated and confident in our ability to implement it.

In this book, Coach Meg approaches the reader as she would one of her clients in practice. Think of her as your coach, a collaborator, helping guide you through the journey of positive change that is the hallmark of what successful coaching is all about. We will take the journey together, and the process begins with what it is that you’re feeling—about your emotions, about your sense of organization or lack thereof, about your life.

That’s the “one-two” prescriptive punch of this book.

Dr. Hammerness identifies and explains the organizing principles (or, as we call them, our Rules of Order) that are the hallmarks of an attentive, focused brain—one that is able to shift, adapt and function at maximum effectiveness even amidst the constant bombardment of stimulus that is today’s world.

Coach Meg shows you how to make these principles your own. She helps you help yourself and guides you step by step toward a more organized mind and, more importantly, toward becoming a better functioning person, enjoying a more productive life.

While their knowledge is rooted in neuroscience, psychology and the science of change that underlines coaching theory, their prescription for you is clear, practical, motivational and—most of all—doable.

You can improve your level of organization; you can learn to tune out the distractions in your life; you can learn to ride the waves of change in a fast-changing world.

Let’s go back to that little quiz. If you answered B or C (or even A—because maybe you’re rethinking that response as you realize you forgot to reply to the guy from sales who e-mailed you the other day), you are not alone.

By all measures, we are living in a distracted, unfocused world. Call it the flip side of the digital revolution that now gives us such fast access to unlimited amounts of information and that has opened up so many new channels of instant communication. It’s great to be able to use Facebook to find your old high school friends, right? It’s so convenient to use Google or Bing to find the study you were looking for as opposed to going to a library, isn’t it? Can you imagine not being able to send an e-mail to a colleague or a client?

Of course, when all those colleagues and clients e-mail you back and, at the same time, your boss is calling you, and your kids are texting you, and your friends are instant messaging you, well, then you might be forgiven for a bit of nostalgic longing. There was a time when you weren’t always so reachable, no matter where you were, no matter the time; and when you weren’t always being bombarded by so much stimuli, whether in the form of e-mail, texts, tweets or whatever new technology may emerge…well, any minute now. “‘Information overload’ has become almost a cliché,” writes the Institute for the Future, a think-tank in Palo Alto, California, in a 2010 report on cognitive overload. “We use the phrase half-jokingly to describe the stress associated with the onslaught of media that digital technology has unleashed on us. The sobering reality is that we ain’t seen nothing yet. The suffocation of endless incoming e-mail demanding immediate response, the twinge of guilt from falling behind on your RSS feeds, dread about a TiVo hard drive full of unwatched shows—these are all just a teaser for what’s to come. No matter how many computers surround us, collecting, aggregating and delivering information, we each have only one pair of eyes and ears, and more importantly, one mind, to deal with the data.”

One mind, indeed—but that’s where the solution lies.

THE DISTRACTION EPIDEMIC

Nowhere is information overload more evident than in the United States, where some people consider this the psychological equivalent to the obesity epidemic. We even have an unofficial president of Distracted America. No, not the one in the White House but rather in Albany, New York. There, the risks of distraction and disorganization were crystallized in a single, career-flame-out moment in the summer of 2009—a now-infamous moment that made Malcolm Smith a punch line and a punching bag, as well as a cautionary tale.

Smith, a Democrat, was the New York State Senate Majority Leader who famously fiddled with his BlackBerry, checking e-mails, while billionaire Thomas Golisano, a major independent political player in New York, was trying to talk to him. Golisano, who had made a special trip to Albany to meet with Smith, was furious. “When I travel 250 miles to make a case on how to save the state a lot of money and the guy comes into his office and starts playing with his BlackBerry, I was miffed,” he told reporters.

Golisano was so miffed that he went to the Republicans and told them he’d be happy to help unseat Smith, perhaps in the hopes of having him replaced with someone who could pay attention for a few minutes. Faster than you can say “you’ve got mail,” the state Republicans engineered a coup, Smith’s party was divided, the opposition was poised to take back control of the Senate, and the majority leader was being pilloried in the news media.

“Smith Fiddles with BlackBerry While Senate Burns!” read one headline.

“Blame it on the BlackBerry!” crowed another.

Wrong—blame it on distraction. What cost Smith dearly, and plunged one of the largest states in America into one of the worst constitutional crises in its nearly 235-year history, was (besides maybe some bad manners) a lack of focus, divided attention.

The problem isn’t limited to the United States, either. One of the biggest scandals in the British tabloids in 2010—right up there with Duchess of York Sarah Ferguson’s admission that she accepted bribes to give business officials access to her influential ex-husband—involved a union official who, during emergency meeting negotiations with British Airway officials hoping to avoid a strike, sent Twitter messages—some at the rate of three or four an hour. When airline officials found out he was tweeting while they were supposed to be talking, they were furious; the negotiations broke down and the strike was on, disrupting travel plans for thousands of people on one of the world’s biggest airlines. “Twitter Blamed for Wrecking British Airway Peace Talks,” screamed London’s Daily Telegraph on its front page. Again, the wrong culprit: Twitter is not to blame. Rather, it’s a brain unable to stay focused even in a critical meeting that demonstrates an inability to put down a handheld device and look another human in the eye.

Still, at least, Malcolm Smith and the British union official weren’t behind the wheel of a car. The National Highway Traffic Safety Administration estimates that at least 25 percent of all auto crashes involve some sort of driver distraction—and there are those who believe this number is steadily climbing as those distractions multiply with the addition of each new mobile communications device, every cell phone feature, every new satellite radio station, every new sign on the road.

But are the signs, the phones and the stations themselves really the problem? Once again, no.

The problem is that we can’t deal with them. The problem is that we can’t focus. The problem is that we’re overwhelmed and disorganized, and the net effect of the Distraction Crisis can be felt in the workplace, at home and in our individual health.

Some other distressing distraction-related statistics:

 Forty-three percent of Americans categorize themselves as disorganized, and 21 percent have missed vital work deadlines. Nearly half say disorganization causes them to work late at least two times each week.¹

 A lack of time management and discipline while working toward [financial] planners’ professional goals contributes to 63 percent of those surveyed facing obstacles regarding their health. There is a direct correlation between too much stress, deteriorating health and poor practice management.²

 Forty-eight percent of Americans feel that their lives have become more stressful in the past five years. About one-half of Americans say that stress has a negative impact on both their personal and professional lives. About one-third (31 percent) of employed adults have difficulty managing work and family responsibilities. And over one third (35 percent) cite jobs interfering with their family or personal time as a significant source of stress.³

 In a Gallup poll, 80 percent of workers said they feel stress on the job, nearly half said they need help in learning how to manage stress and 42 percent said their coworkers need help coping with stress. Job stress can lead to several problems, including illness and injury for employees, as well as higher insurance costs and lost productivity for employers.⁴

 According to the Centers for Disease Control and Prevention, 80 percent of our medical expenditures are now stress-related.⁵

 Seventy percent of employees work beyond scheduled time and on weekends; more than half cited “self-imposed pressure” as the reason.⁶

One specific category of disorganization or, to be precise, distraction has come to symbolize an era of divided attention: distracted driving. The Department of Transportation (DOT) has a special website dedicated to this problem (distraction.gov), in which readers are reminded about the perils of distracted driving, which is often thought of as just texting but also includes driving while talking on a cell phone, watching a video, reading a map or other behaviors that involve taking your eyes off the road or away from the safe operation of your vehicle.

The scope, effects and consequences of distracted driving are sobering, according to statistics compiled by DOT:

 Using a cell phone while driving, whether it’s hand-held or hands-free, delays a driver’s reactions as much as having a blood alcohol concentration at the legal limit of .08 percent.⁷

 Driving while using a cell phone reduces the amount of brain activity associated with driving by 37 percent.⁸

 Nearly six thousand people died in 2008 in crashes involving a distracted driver and more than half a million were injured.⁹

 The younger, inexperienced drivers under twenty years old have the highest proportion of distraction-related fatal crashes.

 Drivers who use hand-held devices are four times as likely to get into crashes serious enough to injure themselves.¹⁰

Lest we assume, as many seem to do, that distracted driving is purely a problem of the young; teenagers and young adults who are checking their friends’ Facebook status while doing ninety miles per hour on the interstate, think again: almost half of adults who send text messages have sent them while driving, according to a 2010 study by the Pew Research Center (the same study found that about one-third of sixteen-and seventeen-year-olds admitted that they had done the same). According to distraction.gov, half of all people in the United States admit to cell phone use while driving; one in every seven admit to sending cell phone text messages while driving. These are also folks who should know better: 65 percent of drivers with a higher education text or talk while driving.

All in all, the distracted driving crisis—part of that larger Distraction Epidemic—seems to some a part of an even greater problem, suggesting that the human race has reached a point of information overload—or at least a point where we feel so overwhelmed by the demands of our lives that we would risk our lives for one more text or phone call. In 2010, The New York Times published a series of articles about the supposedly dire effects of technology on our brain. In a USA TODAY story on the issue, one researcher concluded gloomily that “people are multi-tasking probably beyond our cognitive limits.”

A DISTRACTED FACT OF LIFE?

Some say there’s little that can be done about all of this. The pace of life is increasing and the distractions multiplying. Get used to it. You’re powerless. To which we say, baloney! While we may not be able to slow down technological change or the speed with which life unfolds around us—and in some cases, why would we want to?—we very definitely can find a way to better manage ourselves, in order to not only deal with change and complexity but also thrive amidst it. This book is designed to show you how.

Remember: for every driver driven to distraction and for every stressed-out person who has lost an assignment, a job or a vital piece of information because he or she was disorganized and distracted, there are people on the opposite end of the spectrum. These are individuals who know how to use their brain’s abilities to organize their lives, to stay focused on the tasks at hand and to enjoy greater productivity—and pleasure!—at work and at home.

Some of them you probably know: athletes such as Derek Jeter or Tom Brady, famous for their ability to block out distraction and focus on the little white ball or the white line on the field ahead, public servants such as General David Petraeus, making life-and-death decisions in the midst of a foreign country exploding in religious civil war; Steve Jobs, a visionary who manages one of the world’s largest and most influential corporations; Hillary Clinton, patiently mastering the minutiae and intricacies of a seemingly intractable conflict as she engages Palestinians and Israelis at the bargaining table. And the ranks of the super-organized are not limited to government, big business or the pressure cooker of professional sports: how about J.K. Rowling, whose disciplined imagination enabled her to create the Harry Potter world? (Imagine how organized she had to be to keep track of, much less create, the Hogwarts faculty and their complex histories.)

There are numerous examples of famous people whose achievements lie, at least to some degree, in their ability to stay calm, focused and organized, especially in the midst of crisis. There are many other very successful people whose names might not make headlines but who have, through both innate and learned skills, managed to harness their cognitive powers in a way that makes them extraordinarily productive, both on the job and at home.

Let’s meet two of them.

ORGANIZED MINDS AT WORK AND PLAY

By 8:30 am most mornings, Rob Shmerling has already exercised for an hour, has caught up on world and national news, and is well into responding to his e-mails.

For two hours, he exchanges messages with colleagues and scours various websites for the latest medical news. Dr. Shmerling is a physician and the clinical chief of the division of rheumatology at Beth Israel Deaconess Medical Center in Boston.

It’s a big administrative job at one of the country’s leading hospitals—but it’s not all that he does. Shmerling, fifty-four, also writes and does research—he has authored a total of forty-one journal articles, book chapters or reviews, as well as numerous web stories for nonexpert audiences. He also teaches and mentors medical students and residents. He is a husband and a father of two daughters. He volunteers at a women’s shelter once a week. He and his wife belong to a book club (Janice Y.K. Lee’s The Piano Teacher and Kathryn Stockett’s The Help are two recent novels they’ve enjoyed). He also “hacks away” at the piano, is an amateur photographer and, on weekends, enjoys long bike rides in the Massachusetts countryside.

Oh, and he washes and folds socks, too.

“I’m the laundry guy,” he says proudly. “Everybody in our house has their job, and that one’s mine.”

Actually it’s one of many jobs, as you can see.

How does Shmerling cram it all into one day, one week, one life, and make it look easy?

He admits that he is a creature of habit and was always fairly structured. “I can recall organizing the crayons by color in those sixty-four-Crayola packs as a little kid,” he says with a laugh. But, he’s quick to add, a lot of the skills that help keep him organized he learned because he had to. And he’s still learning. “I’ve gotten better at ignoring things,” he said. For example, “We have this e-mail system where a quick preview of the e-mail comes up on your screen, and at first it was distracting. Now I’ve gotten better at sticking with the matter at hand. If it’s a really important message, I can attend to it, but I don’t let them distract me as they pop up.”

In the hospital, things come at Dr. Shmerling fast and furious. A patient’s condition might change. An administrative problem may arise. A resident or a nurse or a colleague may need an immediate answer. And sometimes the decisions really are a matter of life and death. “I used to get more easily flustered when several things were coming at me,” he says. “Now I’ve learned how to deal with it. Now I can shift pretty quickly from one thing to another and prioritize.”

The problems that do come up are often complex ones—what course of action to prescribe to someone with arthritis, lupus or osteoporosis; dealing with patient complaints or concerns; helping to mediate or referee internal problems that arise, whether with staff or fellow physicians. He knows how to act, but he also knows how to think before he acts. “I try to imagine the range of options for a given situation and figure out fairly quickly if this is something I’ve seen before,” he explains. “If not, if it’s something better done by someone else, or if I’m going to need someone else’s help solving this, I mentally file it away, putting it aside for later.”

Putting his attention on and pulling it off, deftly and smoothly, as the need arises—that’s a sign, as we’ll see, of an organized mind. Dr. Shmerling does it with a range of tools, some high-tech, some not. “If I have to jump off something, I’ll bookmark what I was working on,” he says. “Either with a mental or actual Post-it note so I can return to the right place quickly later on.” He also has a nice trick for keeping track of his reading (and in his job, he does a lot of it—reports, memos, articles). If he’s reading a Word document on the computer, “I’ll yellow-highlight the line I’m on so I can get right back to the page and the line I was on, without wasting time scanning through the document, going ‘where was I?’”

Shmerling uses a PalmPilot to keep track of appointments and to have other important information at a glance when he needs it, even though, he admits, “I’m regularly laughed at for using a device so ancient.” And while you might think someone being held up as an exemplar of efficient organization would have an empty, ordered desk at the end of each day, it’s not the case. Dr. Shmerling’s offices at home and at the hospital are filled with stacks of books and papers—but, he says, “While it might not look organized to you, I know exactly where everything is.”

The efficiency allows him some simple pleasures during the work day. People who feel overworked often claim they have no time to read anything but e-mails or work-related documents. Shmerling not only finds time to read The Boston Globe every morning online, he spends an extra few minutes doing the popular Sudoku numbers puzzle; and is a diligent fan of Doonesbury and Dilbert (“Another efficient office guy!” he jokes). Indeed, while he is a hard-working professional and leads a busy life, Dr. Shmerling is not some obsessed workaholic, constantly looking to squeeze another hour out of his life to devote to work. He likes to have fun, he likes to laugh, he has a rich and satisfying personal life and, oh yes, some of that time he manages to save by being efficient and organized, he likes to waste.

Here’s an example: “I like to stop sometimes on my way to work and have Starbucks. If I was really trying to be a time management-efficiency nut, I could save a few minutes by making the coffee at home or grabbing it at the hospital cafeteria. But I like stopping at the coffee shop. It makes the ride more pleasant. Nothing wrong with a little down time.”

A graduate of Harvard Medical School, Shmerling is obviously a smart guy. But he is quick to point out that his academic pedigree has nothing whatsoever to do with his ability to be efficient. “There’s nothing I learned at Harvard or anywhere else specifically that taught me any of this,” he says. “None of it requires any particular advanced degree. The measures I take to keep organized could certainly be adopted by others.”

Some of those are common sense and can be found in any of the dozens of books about organization. “Make a list of what you need to do tomorrow, at the end of each day.” Fine. Good tip. But there’s more at play here. The skills that Shmerling demonstrates—his ability to shift from one problem or stimulus to another, to sustain his focus, to attend to several things at once while prioritizing quickly the one that is most demanding of his attention and to do it with ease and grace while maintaining composure and good humor—speak to qualities that are linked not to the layout of his office but the make-up of his mind.

It’s an organized mind and, while he may have certainly nurtured it, nature created it that way. We all have the systems, the functions in our mind that enable us to become better organized, whether our job involves, as Dr. Shmerling’s does, people’s lives—or our life savings, as is the case with our next organized role model.

Let’s take a peek at a typical day for another organized person.

Catherine Smith starts her morning on the roads and trails outside her Connecticut home. Her daily, three-mile run is not only good for her heart but also her head. “It’s a re-energizing time,” she says, “but I also use it to clear my head, to think and to reflect.” Thinking! What a concept. Who has the time? But using that time to plan and reflect may be one of the keys to Smith’s success—and quite a success she has been. Until recently, she was one of the highest ranking female business executives in the global operations of ING Insurance. Headquartered in Amsterdam, ING is one of the world’s largest insurance and financial services corporations. Smith was CEO of the division that oversees workplace retirement plans in the United States. She managed a business that employs about 2,500 people and serves nearly 5.5 million consumers at more than 50,000 private, public and nonprofit employers throughout the country. (You may very well have your retirement money in the division of ING that Smith oversaw.) Their combined assets today: a staggering $300 billion, literally more than the gross national product of many countries. And it was her responsibility.

Smith was accustomed to traveling one out of every two working days. On a daily basis she made decisions that involved millions of dollars—many of them representing people’s life savings and retirement money. “ING is doing important things,” she acknowledged. But she had fun doing it. “I have a lot of passion and energy,” she says when asked how she managed to stay on top of everything she needed to do. (She has since taken this passion and energy to a brand new role—and one no less demanding—serving the state of Connecticut as Commissioner of Economic and Community Development, a position to which she was appointed by the state’s governor, Dannel P. Malloy.)

A former colleague who traveled with her on a daylong business trip in New England while at ING commented admiringly in an e-mail how effortlessly Smith seemed able to meet all of the demands and responsibilities hurled at her:

Early morning: in Quincy, MA, visited one of the company’s major sites

Late morning: in car on the way back to Hartford area—did a phone interview with major trade publication

Noon: arrived at golf course in Bloomfield to play in an LPGA tournament that ING sponsored. Won longest drive contest!!

Evening: after her gold round, came in and spoke to the crowd about ING’s commitment to community and its role as a good corporate citizen

Late evening: caught up on e-mails

In addition to her innate talents, she has a mind that is fully engaged, a mind that is organized.

In her new job, she adds, she’s putting it to good use.

“Organization is even more important in this role!” says Smith, whose job includes helping to create jobs and attract new business to the state. “It’s requiring me more than ever to utilize good time management skills.”

Interesting point: Smith doesn’t make to-do lists, a supposedly common trait among organized people. She does make the most of her greatest resource, which is between the ears. “I use my reflective time to consider what things I got done, what things I need to do,” she says. Smith has also learned how to put aside things and return to them at a more opportune time. These could be complex problems or problem people. Like we all do sometimes, she can get frustrated or angry. The difference is that she knows how to manage those emotions. “It’s better to wait until you can speak thoughtfully and calmly,” she says. “I’ll leave that part of my work alone for a day or two, to get perspective and calm down.”

This reveals another part of her cognitive make-up: a mental nimbleness that allows her to jump off of one task and onto another without losing balance. “It’s rare that I go through a full day without some interruptions and changed priorities,” she says. “You cannot ignore many of these issues and need to be flexible in addressing them.” Another thing about Smith: while many might hail her as a paradigm of “multitasking” or as a “juggler,” she rejects that very terminology. “I try very hard not to multitask,” she says. “Instead, if I can stay focused on the task at hand I find I’m much more effective in completing it. If I try to spread my energies among several things simultaneously, more often than not, I end up with several half-done things.” Again, as in the case with Dr. Shmerling, it is not necessarily a driven mind or a person so single-minded that he or she is an automaton, bereft of joy and focused only on work or success. Catherine Smith, too, enjoys what by any definition would be considered a well-rounded, balanced and satisfying life. She has been married to the same man for twenty-seven years, and they’ve raised two happy and healthy children. She is a passionate outdoorswoman, who enjoys biking and hiking, and also is active in various volunteer and environmental causes. She is on the board of directors of Outward Bound USA (which serves 70,000 students and teachers annually) as well as a former director of the Connecticut Fund for the Environment.

Balance. Flexibility. Poise. An ability to tamp down the emotions and to shift and set your attention on something else with grace and ease. As we shall see, these are all qualities of the well-ordered mind. That is, a mind that is organized and can focus and pay attention. A mind that can stay afloat and buoyant in a turbulent sea of change.

It’s a mind, or a mind-set, that can be yours as well. While you may not have the academic pedigree of Dr. Shmerling or the business resume of Catherine Smith, you do have the capacity to engage and enhance the same cognitive skills that can improve your life. Whether your goals are simply to better focus on your required reading for school or work, better manage your day in order to have more time for your spouse and children or make a quantum leap forward in your career, the ability is there in your mind and in the resources that exist in you, like unused features in your computer that you have but may simply not know how to use.

In the next chapter, Dr. Hammerness will explain the principles—or Rules of Order—and the science behind them by using some cases from his own practice.

In Chapter 2, Coach Meg will show you how to get ready to take the journey of change.

In subsequent chapters, they will examine each of the Rules of Order in depth, giving you both the science behind it—so you have a better appreciation of just how organized your brain is (although you might not feel that way at the moment)—and specific suggestions on how to integrate each of these organizing principles into your life.

Citizens of Distracted America! Men and women all over the disorganized world! Join us in becoming more focused and productive. You have nothing to lose but your car keys, which, by the way, you probably left on the kitchen table.