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Brent Taylor

I design and deliver experiences that develop people, products, and services by taking them out of their comfort zones and into the field

Brent Taylor is the Principal at Three Times Left, a creative agency based in Nashville, Tennessee. He specializes in design thinking and leads an interdisciplinary team focused on innovative solutions and creative strategies. Taylor has a background that includes various roles in creative and strategic positions, which contribute to his expertise in guiding projects at Three Times Left.124

In addition to his role at Three Times Left, Taylor has previously worked with other organizations, enhancing his experience in the creative industry. His professional profile highlights a commitment to fostering creativity and collaboration within his team.34

Highlights

Feb 13 · linkedin

Camp Bow Wow Chattanooga opening 2/17! Spread the word Chat town

Jan 25 · linkedin

Sign me TF up!

"The issue in this evolution is not how many hours you’re now asked to work but the volume of work you’re assigned at any one time.

By volume, I’m referring to the total number of obligations that you’re committed to complete—from answering a minor question to finishing a major project. As this volume increases past a certain threshold, the weight of these efforts can become unbearably stressful. Humans are uniquely adept at crafting long-term strategic plans for accomplishing objectives. Our facility with planning, however, falters when confronting an in-box stuffed with hundreds of messages and a task list that fills multiple pages. When there’s too much for us to imagine actually completing, we short-circuit our executive functioning mechanisms, resulting in a feeling of anxious unease.

These psychological struggles aren’t the only cost to having too much work to do. Most professional commitments bring with them the need to coördinate with other people. If you agree to create a marketing plan for a new product, in addition to actually writing the plan, you probably need several meetings and a small avalanche of e-mails to pull together the necessary information and keep the project on track. In isolation, this overhead is reasonable. When you’re tackling too many such projects concurrently, however, the combined impact of all of the corresponding meetings and messages can take over most of your schedule, creating an overhead spiral of sorts in which you spend significantly more time talking about work than actually getting it done—a form of wheel-spinning freneticism that amplifies frustration and, ultimately, leads to burnout. During the early months of the pandemic, when the disruption of the moment generated a sudden increase in work volumes, I began to hear from many office workers who were facing eight straight hours of Zoom conferences. This collaboration reductio ad absurdum should rightfully be mocked, but similar situations are unavoidable in work environments where we keep piling tasks atop one another without consideration or constraint. In this context, Slow Work-style efforts to simply reduce official work hours might actually make matters worse, as they do little to mitigate the stress of overload. What we need is a movement to reduce the volume of work that is assigned to us in the first place—a movement I call Slow Productivity."

Related Questions

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Brent Taylor
Brent Taylor, photo 1
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Location

Nashville, Tennessee, United States