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Hourly wages and the classic 40-hour work week have trained us to measure our labor by the number of hours we log. However, this mindset is dead wrong when applied to today's professionals. The value of lawyers, consultants, and analysts isn't the time they spend, but the value they create through their knowledge.

when managers judge their employees' work by the time they spend at the office, they impede the development of productive habits. By focusing on hours worked instead of results produced, they let professionals avoid answering the most critical question: "Am I currently using my time in the best possible way?" As a result, professionals often use their time inefficiently.

this manager praised his or her employee not for the value that he added to the meetings that he attended, but merely for his physical presence. Given this structure of rewards, it is no surprise that we keep seeing unnecessary and unproductive meetings.

people who claimed their “usual” workweeks were longer than 75 hours were off, on average, by about 25 hours. You can guess in which direction. Those who claimed that a “usual” workweek was 65–74 hours were off by close to 20 hours. Those claiming a 55–64-hour workweek were still about 10 hours north of the truth. Subtracting these errors, you can see that most people top out at fewer than 60 work hours per week.

We live in a competitive world, and boasting about the number of hours we work has become a way to demonstrate how devoted we are to our jobs.

organizational psychologists. Work, they say, is "elastic," meaning that it stretches and shrinks to fit the time allotted.

Parkinson's Law: work expands to fill the time available for its completion.

an elderly lady of leisure can spend the entire day in writing and despatching a postcard to her niece at Bognor Regis. An hour will be spent in finding the postcard, another in hunting for spectacles, half-an-hour in a search for the address, an hour and a quarter in composition, and twenty minutes in deciding whether or not to take an umbrella when going to the pillar-box in the next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil.

“If you’re designing a website and not thinking about the user experience on mobile and tablets, you’re going to disappoint a lot of users,” he warns. Designer Tom Muller thinks big brands getting on board will lead to agencies “increasingly using responsive design as a major selling point, persuading clients to future-proof digital marketing communications”. When doing so, Clearleft founder Andy Budd believes we’ll see an end to retrofitting RWD into existing products: “Instead, RWD will be a key element for a company’s mobile strategy, baked in from the start.” Because of this, Budd predicts standalone mobile-optimised sites and native apps will go into decline: “This will reduce the number of mobile apps that are website clones, and force companies to design unique mobile experiences targeted towards specific customers and behaviours.”

During 2012, the average site size crept over a megabyte, which designer/developer Mat Marquis describes as “pretty gross”, but he reckons there’s a trend towards “leaner, faster, more efficient websites” – and hopes it sticks. He adds: “Loosing a gigantic website onto the web isn’t much different from building a site that requires browser ‘X’: it’s putting the onus on users, for our own sakes.”

Designer and writer Stephanie Rieger reckons that although people now know “web design isn’t print,” they’ve “forgotten it’s actually software, and performance is therefore a critical UX factor”.

Justin Pearse recently wrote a nice article on the state of digital content. He argues that content needs to be thoughtful, meaningful and well executed for it to be effective – it should be less about the brand, and more about the audience.

While his argument is absolutely correct, it pivots on the idea that engagement often begins and ends with a piece of content. The reality is that the failure of content marketing is in the belief that content exists in a vacuum.If you create a piece of content and don't support it, you're probably going to be disappointed. In other words, if we define experience as the beginning-to-end engagement with a brand, then content is simply part of the spectrum.

Digital content needs to be supported by great user experience (UX), solid digital strategy, attentive channel management and smart technology. To reiterate – it must be part of a system.

Many mouseover interactions are completely dysfunctional on a touch device

Instead of buying a state of the art monitor, buying a cheap monitor and several low-end devices to test your work on might be a better investment.

Hiding content and showing it on mouseover was considered to be a decent design pattern

Three out of four workers access social media on the job from their mobile devices at least once a day, and 60% access it multiple times, according to a survey of more than 1,100 employees in North America

But they’re not goofing off, the survey shows. Nearly half said connecting with co-workers was the top reason they used social media at work, followed by connecting with others on a fun social platform and connecting with customers.

Twitter is overwhelmingly the most popular social media site accessed at work for both personal and professional use at 70%, followed by Facebook at 65% and LinkedIn at 51%.

These days, developing a successful online presence requires approaching traditional digital efforts like link-building, web traffic, lead generation, and sales from a decidedly more editorial, content-rich approach: a hybrid marketing and storytelling strategy that drives customer actions by creating, documenting, distributing, and optimizing content. Some companies have created their own internal content development departments or are working with agencies to create everything from infographics to documentaries that highlight where the values, interests, and personality of brand and customer overlap. Coca Cola believes so strongly in the power of content that they are relying on this approach to help them double the size of their business by 2020.

While your office probably looks a lot different than a newsroom, approaching content strategy by thinking like a magazine publisher or a television producer is an effective way to approach content development and promotion. Utilizing influential voices to develop and promote content can help ensure that you meet the first requirement of securing readership and viewers--be interesting.

The people who already create for you: We often hear “write about what you know” because it comes easiest. Identify the talented storytellers within your own walls. Those with an intimate knowledge of company activities are primed to create impactful content, even on a tight deadline. Identify employees who are weekend filmmakers, amateur photographers, poets, and guitar players and invite them to bring these talents to the table.

Sixty-nine percent of the heads of households in the U.S. play computer and video games. And 97% of young people — your emerging talent pool — play them

Endless sameness. People come to work and, without climactic events, do essentially the same thing every day forever — like a mountain climber who never sees a peak ahead.

Little sense of personal achievement. Most people lack sharply measured goals. They can work diligently every day but never have a significant success — or failure.

In terms of specific days and times to post on Facebook, here are some of the stats I found: Engagement rates are 18% higher on Thursdays and Fridays. I love the way this was explained in Buddy Media’s study: as they put it, “the less people want to be at work, the more they are on Facebook!”

Another study found that engagement was 32% higher on weekends, so the end of the week is definitely a good rough guide to start experimenting with.

The best time of day to post on Facebook is debatable, with stats ranging from 1pm to get the most shares, to 3pm to get more clicks, to the broader suggestion of anytime between 9am and 7pm. It seems that this generally points to early afternoon being a solid time to post, and anytime after dinner and before work being a long shot.

“Posting pictures to Facebook only works well, if the pictures are self-explanatory.”

Pictures outperform everything. Our friends at KISSmetrics put it the best way, showing that this counts for likes, clicks, shares and comments alike:

if you have created a Twitter following that you can use to validate your blogpost headlines and ideas, I think this is one of the most powerful ways to make sure none of your precious time goes to waste. You can of course use that same technique for Facebook too, in case Twitter is not your forte.

Email remains a workhorse for marketers: It’s cheap and reasonably effective

According to an April 2013 Economist Intelligence Unit survey of US and UK web users, email ranked as among the top outreach channel at each stage of the purchase process, from introduction, to final prepurchase assessment to post-purchase follow-up.

The greatest percentage of marketers still felt challenged to create relevant and compelling content that will really draw in recipients. This ranked as the No. 1 challenge among B2B and B2C respondents to achieving their marketing objectives, but it was also considered the most effective tactic, cited by 71% of B2B marketers and 65% of B2C marketers. If marketers can create strong content, they believe it really does work at converting consumers.

Leaders at some companies have begun to include employees — not just senior executives, corporate spokespeople, and other authorized communicators — in the work of telling their company story. "Employee-generated content" is one term for this practice. Our term for it is inclusion, and it's one element of a new leadership model that we call organizational conversation.

That's a big departure from how leaders have traditionally managed the flow of ideas and information within their company. And, not surprisingly, there is a reluctance within many organizations to move in that direction. Recently, when we surveyed participants in an Executive Education program at Harvard Business School, more than half of them (51%) said that the goal of "encouraging employee voice" had "no priority" or had a "low priority" at their company.

People today are skeptical of slickly produced brand messages. They're skeptical of slick official spokespeople, too. Leaders who want to build public trust in their company brand, therefore, often recruit employees to serve as brand ambassadors. Training people who work for a company to speak for that company is a marketing practice that doubles as an engagement-building practice.

Teams are often tempted to show off by producing brilliant technical solutions that amaze their peers and management. But often customers would prefer a product that just works effortlessly. From a customer's point of view, the best solutions solve a problem in the simplest way and hide the work that developers are so proud of.

"When you start looking at a problem and it seems really simple, you don't really understand the complexity of the problem. And your solutions are way too oversimplified. Then you get into the problem, and you see it's really complicated. And you come up with all these convoluted solutions....That's where most people stop." Not Apple. It keeps on plugging away. "The really great person will keep on going," said Jobs, "and find...the key underlying principle of the problem and come up with a beautiful, elegant solution that works."

Development teams often assume that their products are done when no more features can be added. Perhaps their logic should be the reverse: Products get closer to perfection when no more features can be eliminated. As Leonardo da Vinci once said, "Simplicity is the ultimate sophistication."

If you still want to work in the tech world but are reconsidering coding, designer Nick Marsh suggests doing something coders find useful. Brilliant as great developers are, there are plenty of things that they hate doing or are just no good at. Coding requires a level of focus bordering on tunnel vision, and if there’s one thing developers hate, it’s distractions. For a coder “distractions” mean dealing with business people, management, customers or, in fact, anyone outside the engineering team. If you want to get popular with developers, spare them from some of these interactions, which they often see as a shocking waste of their time. A great product manager, for example, is as crucial to success as a competent coder. It doesn’t matter how clear the code is, if nobody wants the product. Translate the language of the developers into that of the users and vice versa. Promote the product. All makers of creative work want their work to be used. Marsh concludes that it’s much more important to understand coders than to understand code

Posting pictures to Facebook only works well if the pictures are self-explanatory.

Use digits rather than words. “10 ways to…” works better than “Ten ways to….” This is often a common blogging mistake that can easily be avoided.

Being specific, while also showing that the article will be in depth, is one of the most important things to focus on.

Among all the networks and specific centers in our brains, there are three that are known for being used in creative thinking. The Attentional Control Network helps us with laser focus on a particular task. It’s the one that we activate when we need to concentrate on complicated problems or pay attention to a task like reading or listening to a talk. The Imagination Network as you might have guessed, is used for things like imagining future scenarios and remembering things that happened in the past. This network helps us to construct mental images when we’re engaged in these activities. The Attentional Flexibility Network has the important role of monitoring what’s going on around us, as well as inside our brains, and switching between the Imagination Network and Attentional Control for us.

1. an idea is nothing more or less than a new combination of old elements 2. the capacity to bring old elements into new combinations depends largely on the ability to see relationships

Preparing your brain for the process of making new connections takes time and effort. We need to get into the habit of collecting information that’s all around us so our brains have something to work with.