Cal Important Quotes

Passion comes after you put in the hard work to become excellent at something valuable, not before. In other words, what you do for a living is much less important than how you do it.

Maybe you should say goodbye, Cal.' 'No.' 'It might be important.' 'It might make her die.

We tend to place a lot of emphasis on our circumstances, assuming that what happens to us (or fails to happen) determines how we feel. From this perspective, the small-scale details of how you spend your day aren’t that important, because what matters are the large-scale outcomes, such as whether or not you get a promotion or move to that nicer apartment. According to Gallagher, decades of research contradict this understanding. Our brains instead construct our worldview based on what we pay attention to.

Then he paused, and I could tell that whatever he was going to say was really important. There was even a chance he might use more than five words to say it. "Or maybe your magic isn't destructive after all. The rain of Doritos, the bed things, this...Maybe it's just that you create too big, you know?" When I could find my voice, I said, "Cal, that might be the nicest thing anyone's said to me since we got here." He twirled one of the naked roots between his finger and didn't meet my eyes. "It's true." The he glanced up and gazve one of those half smiles I was really starting to like.

Digital minimalists see new technologies as tools to be used to support things they deeply value—not as sources of value themselves. They don’t accept the idea that offering some small benefit is justification for allowing an attention-gobbling service into their lives, and are instead interested in applying new technology in highly selective and intentional ways that yield big wins. Just as important: they’re comfortable missing out on everything else.

Fall leaves are brilliant with gold and red. You can cup them in your hand and wonder at them, be amazed at their uniqueness and glory. But eventually they are gone, brown, crumbling, scattered on the wind. But the tree remains. The tree is what is important. The tree lives on. That was a difficult knowledge to bear, and an even more difficult life to live. Of course, being the leaf wasn't exactly desirable either.

It’s easy to be seduced by the small amounts of profit offered by the latest app or service, but then forget its cost in terms of the most important resource we possess: the minutes of our life.

Look through people,” I tell her, my voice muffled by the helmet. “Smile without kindness. No small talk, no court talk. Act as if you have a million secrets, and you’re the only one important enough to know them all.” She nods, taking this all in stride. After all, Cal and I have both instructed her on how to pass as Maven. This is merely a reminder, a last glance at the book before the test. “I’m not a fool,” she replies coldly, and I almost punch her in the jaw. She is not Maven rings in my head, louder than a bell. “I think you’ve got it,” Kilorn says as he stands. He grabs my arm, pulling me slightly away. “Mare nearly killed you.

The more you try to do, the less you actually accomplish.” They elaborate that execution should be aimed at a small number of “wildly important goals.” This

Decades of work from multiple different subfields within psychology all point toward the conclusion that regularly resting your brain improves the quality of your deep work. When you work, work hard. When you’re done, be done. Your average e-mail response time might suffer some, but you’ll more than make up for this with the sheer volume of truly important work produced during the day by your refreshed ability to dive deeper than your exhausted peers.

When an entire cohort unintentionally eliminated time alone with their thoughts from their lives, their mental health suffered dramatically. On reflection, this makes sense. These teenagers have lost the ability to process and make sense of their emotions, or to reflect on who they are and what really matters, or to build strong relationships, or even to just allow their brains time to power down their critical social circuits, which are not meant to be used constantly, and to redirect that energy to other important cognitive housekeeping tasks. We shouldn’t be surprised that these absences lead to malfunctions.

Thoreau demonstrated similar concern, famously writing in Walden that “we are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas, it may be, have nothing important to communicate.

When Carl Jung wanted to revolutionize the field of psychiatry, he built a retreat in the woods. Jung’s Bollingen Tower became a place where he could maintain his ability to think deeply and then apply the skill to produce work of such stunning originality that it changed the world. In the pages ahead, I’ll try to convince you to join me in the effort to build our own personal Bollingen Towers; to cultivate an ability to produce real value in an increasingly distracted world; and to recognize a truth embraced by the most productive and important personalities of generations past: A deep life is a good life.

Once you’ve identified these goals, list for each the two or three most important activities that help you satisfy the goal. These activities should be specific enough to allow you to clearly picture doing them. On the other hand, they should be general enough

This strategy is classic digital minimalism. By removing your ability to access social media at any moment, you reduce its ability to become a crutch deployed to distract you from bigger voids in your life. At the same time, you’re not necessarily abandoning these services. By allowing yourself access (albeit less convenient) through a web browser, you preserve your ability to use specific features that you identify as important to your life—but on your own terms.

recognize a truth embraced by the most productive and important personalities of generations past: A deep life is a good life.

Deep work is so important that we might consider it, to use the phrasing of business writer Eric Barker, “the superpower of the 21st century.

The key to meaningful work is in the decision to keep returning to the efforts you find important. Not in getting everything right every time.

The important thing about little bets is that they’re bite-sized. You try one. It takes a few months at most. It either succeeds or fails, but either way you get important feedback to guide your next steps. This

I’d swap with Amelia if I was you. So she doesn’t have to sit beside him.” “What about you?” “Who would you rather he sat next to, me or your sister? Move.” “I’ve a better idea,” he whispered back. “How about I swap with you and make out like I have to tel Aaron something, and then you could cal Amelia over to you like you have something important to tel her. The lights wil go out, and Amelia won’t bother switching back.” “Evans, that is a fabulous idea.” “Rivers, I know.

Self-Determination Theory (SDT), which is arguably the best understanding science currently has for why some pursuits get our engines running while others leave us cold.8 SDT tells us that motivation, in the workplace or elsewhere, requires that you fulfill three basic psychological needs—factors described as the “nutriments” required to feel intrinsically motivated for your work: Autonomy: the feeling that you have control over your day, and that your actions are important Competence: the feeling that you are good at what you do Relatedness: the feeling of connection to other people

People play differently when they’re keeping score,” the 4DX authors explain. They then elaborate that when attempting to drive your team’s engagement toward your organization’s wildly important goal, it’s important that they have a public place to record and track their lead measures. This scoreboard creates a sense of competition that drives them to focus on these measures, even when other demands vie for their attention. It also provides a reinforcing source of motivation. Once the team notices their success with a lead measure, they become invested in perpetuating this performance.

I want to spend time on what’s important, instead of what’s immediate,

Deciding what not to do is as important as deciding what to do,

A job...is a way to pay the bills, a career is a path towards increasingly better work, and a calling is work that's an important part of your life and a vital part of your identity.

In all of these examples, it’s not just the change of environment or seeking of quiet that enables more depth. The dominant force is the psychology of committing so seriously to the task at hand. To put yourself in an exotic location to focus on a writing project, or to take a week off from work just to think, or to lock yourself in a hotel room until you complete an important invention: These gestures push your deep goal to a level of mental priority that helps unlock the needed mental resources. Sometimes to go deep, you must first go big.

This new science of performance argues that you get better at a skill as you develop more myelin around the relevant neurons, allowing the corresponding circuit to fire more effortlessly and effectively. To be great at something is to be well myelinated. This understanding is important because it provides a neurological foundation for why deliberate practice works. By focusing intensely on a specific skill, you’re forcing the specific relevant circuit to fire, again and again, in isolation. This repetitive use of a specific circuit triggers cells called oligodendrocytes to begin wrapping layers of myelin around the neurons in the circuits—effectively cementing the skill. The reason, therefore, why it’s important to focus intensely on the task at hand while avoiding distraction is because this is the only way to isolate the relevant neural circuit enough to trigger useful myelination. By contrast, if you’re trying to learn a complex new skill (say, SQL database management) in a state of low concentration (perhaps you also have your Facebook feed open), you’re firing too many circuits simultaneously and haphazardly to isolate the group of neurons you actually want to strengthen. In

Maybe she’ll have a file labeled, My Evil Plan,” I suggested. “That would be super helpful.” It had taken us three days to come up with a strategy to get into the office. Cal was distracting Lara with questions about his own powers and how they might be useful to “the cause,” while Jenna and Archer kept an eye on Mrs. Casnoff. Since she’d taken to just wandering in circles around the pond, that wasn’t particularly challenging. Which left the most important part to me and Elodie using Elodie’s magic to get into the office and search it for anything that might help us stop the Casnoffs. As far as plans went, it wasn’t exactly D-day, but it was the best next step. Now Elodie looked at my reflection and said, “It’s weird. Looking in a mirror and seeing you.” Yes, I think we’ve established this is kind of awful for everyone involved. Can we go now? We don’t have much time.”

First things first: Always go to class! The importance of this rule cannot be overmphasized. It doesn't matter if your class meets at 6:00 A.M., at the top of the steepest hill on campus, on saturday mornings—wake up, get dressed, and go to the lecture on time. As Lydia, a straight-A student from Dartmouth, explains, if you skip class, "it'll take twice as long studying to make up for what you missed." This is why class attendance is so important. Not because learning is power, or it's what your parents would want you do, but because it saves you time. if you attend class regularly, you will significantly cut down on the amount of studying required to score high grades. Don't make this negotiable. Even if you're tired, hung over, or extremely busy, find a way to make it there.

There’s a gravity and sense of importance inherent in deep work—whether you’re Ric Furrer smithing a sword or a computer programmer optimizing an algorithm. Gallagher’s theory, therefore, predicts that if you spend enough time in this state, your mind will understand your world as rich in meaning and importance.

In Cal’s view, morals involve something more than terminology. Ben damn near lost his mind over the importance of using the proper terms for people in wheelchairs, and he clearly felt pretty proud of himself for doing that, but he didn’t mention ever doing anything useful for one single person in one single wheelchair

morals involve something more than terminology. Ben damn near lost his mind over the importance of using the proper terms for people in wheelchairs, and he clearly felt pretty proud of himself for doing that, but he didn’t mention ever doing anything useful for one single person in one single wheelchair, and Cal would bet a year’s pension that the little twerp would have brought it up if he had. And on top of that, the right terms change every few years, so that someone who thinks like Ben has to be always listening for other people to tell him what’s moral and immoral now. It seems to Cal that this isn’t how a man, or a woman either, goes about having a sense of right and wrong.

the second force that encourages behavioral addiction: the drive for social approval. As Adam Alter writes: “We’re social beings who can’t ever completely ignore what other people think of us.”18 This behavior, of course, is adaptive. In Paleolithic times, it was important that you carefully managed your social standing with other members of your tribe because your survival depended on it.

In Cal’s view, morals involve something more than terminology. Ben damn near lost his mind over the importance of using the proper terms for people in wheelchairs, and he clearly felt pretty proud of himself for doing that, but he didn’t mention ever doing anything useful for one single person in one single wheelchair, and Cal would bet a year’s pension that the little twerp would have brought it up if he had.

Perhaps Marshall’s most striking habit was his insistence on leaving the office each day at 5:30 p.m. In an age before cell phones and email, Marshall didn’t put in a second shift late into the night once he got home. Having experienced burnout earlier in his career, he felt it was important to relax in the evening. “A man who worked himself to tatters on minor details had no ability to handle the more vital issues of war,” he once said.

This concept upends the way most people think about their subjective experience of life. We tend to place a lot of emphasis on our circumstances, assuming that what happens to us (or fails to happen) determines how we feel. From this perspective, the small-scale details of how you spend your day aren’t that important, because what matters are the large-scale outcomes, such as whether or not you get a promotion or move to that nicer apartment. According to Gallagher, decades of research contradict this understanding. Our brains instead construct our worldview based on what we pay attention to. If you focus on a cancer diagnosis, you and your life become unhappy and dark, but if you focus instead on an evening martini, you and your life become more pleasant—even though the circumstances in both scenarios are the same. As Gallagher summarizes: “Who you are, what you think, feel, and do, what you love—is the sum of what you focus on.

the deep work novice. As I established in the opening to this rule, the ability to rapidly switch your mind from shallow to deep mode doesn’t come naturally. Without practice, such switches can seriously deplete your finite willpower reserves. This habit also requires a sense of confidence in your abilities—a conviction that what you’re doing is important and will succeed. This type of conviction is typically built on a foundation of existing professional accomplishment. Isaacson,

He also can't see any reason not to let himself sit there and think about Donna, seeing as he already fucked up and called her. Cal never had much time for nostalgia, but thinking about Donna seems like an important thing to do every now and then. EH sometimes gets the feeling that Donna has methodically erased all their good times from her memory, so that she can move on into her shiny new life without ripping herself up. If he doesn't keep them in his, they'll be gone like they never happened.

These interviews emphasize an important point: Compelling careers often have complex origins that reject the simple idea that all you have to do is follow your passion. This observation may come as a surprise for those of us who have long basked in the glow of the passion hypothesis. It wouldn’t, however, surprise the many scientists who have studied questions of workplace satisfaction using rigorous peer-reviewed research. They’ve been discovering similar conclusions for decades, but to date, not many people in the career-advice field have paid them serious attention.

Marshall was more effective at his job because of his ability to focus on important issues—giving each full attention before moving on to the next. If he had instead accepted the status quo of the War Department operation, with sixty officers pulling him into their decision making and hundreds of commands looking for his approval on routine activity, he would have fallen into the frantic and predictably busy whirlwind familiar to most managers, and this almost certainly would have harmed his performance. Indeed, if something like a hyperactive hive mind workflow had persisted in the 1940s War Department, we might have even lost the war.

In an age of network tools, in other words, knowledge workers increasingly replace deep work with the shallow alternative—constantly sending and receiving e-mail messages like human network routers, with frequent breaks for quick hits of distraction. Larger efforts that would be well served by deep thinking, such as forming a new business strategy or writing an important grant application, get fragmented into distracted dashes that produce muted quality. To make matters worse for depth, there’s increasing evidence that this shift toward the shallow is not a choice that can be easily reversed. Spend enough time in a state of frenetic shallowness and you permanently reduce your capacity to perform deep work.

Summary of Rule #4 The core idea of this book is simple: To construct work you love, you must first build career capital by mastering rare and valuable skills, and then cash in this capital for the type of traits that define compelling careers. Mission is one of those traits. In the first chapter of this rule, I reinforced the idea that this trait, like all desirable career traits, really does require career capital—you can’t skip straight into a great mission without first building mastery in your field. Drawing from the terminology of Steven Johnson, I argued that the best ideas for missions are found in the adjacent possible—the region just beyond the current cutting edge. To encounter these ideas, therefore, you must first get to that cutting edge, which in turn requires expertise. To try to devise a mission when you’re new to a field and lacking any career capital is a venture bound for failure. Once you identify a general mission, however, you’re still left with the task of launching specific projects that make it succeed. An effective strategy for accomplishing this task is to try small steps that generate concrete feedback—little bets—and then use this feedback, be it good or bad, to help figure out what to try next. This systematic exploration can help you uncover an exceptional way forward that you might have never otherwise noticed. The little-bets strategy, I discovered as my research into mission continued, is not the only way to make a mission a success. It also helps to adopt the mindset of a marketer. This led to the strategy that I dubbed the law of remarkability. This law says that for a project to transform a mission into a success, it should be remarkable in two ways. First, it must literally compel people to remark about it. Second, it must be launched in a venue conducive to such remarking. In sum, mission is one of the most important traits you can acquire with your career capital. But adding this trait to your working life is not simple. Once you have the capital to identify a good mission, you must still work to make it succeed. By using little bets and the law of remarkability, you greatly increase your chances of finding ways to transform your mission from a compelling idea into a compelling career.

Glass emphasizes the importance of the hard work required to develop skill. “All of us who do creative work… you get into this thing, and there’s like a ‘gap.’ What you’re making isn’t so good, okay?… It’s trying to be good but… it’s just not that great,” he explained in an interview about his career.1 “The key thing is to force yourself through the work, force the skills to come; that’s the hardest phase,

What interests me about Charness’s study, however, is that it moves beyond the 10,000-hour rule by asking not just how long people worked, but also what type of work they did. In more detail, they studied players who had all spent roughly the same amount of time—around 10,000 hours—playing chess. Some of these players had become grand masters while others remained at an intermediate level. Both groups had practiced the same amount of time, so the difference in their ability must depend on how they used these hours. It was these differences that Charness sought. In the 1990s, this was a relevant question. There was debate in the chess world at the time surrounding the best strategies for improving. One camp thought tournament play was crucial, as it provides practice with tight time limits and working through distractions. The other camp, however, emphasized serious study—pouring over books and using teachers to help identify and then eliminate weaknesses. When surveyed, the participants in Charness’s study thought tournament play was probably the right answer. The participants, as it turns out, were wrong. Hours spent in serious study of the game was not just the most important factor in predicting chess skill, it dominated the other factors. The researchers discovered that the players who became grand masters spent five times more hours dedicated to serious study than those who plateaued at an intermediate level. The grand masters, on average, dedicated around 5,000 hours out of their 10,000 to serious study. The intermediate players, by contrast, dedicated only around 1,000 to this activity.

Once you’ve identified these goals, list for each the two or three most important activities that help you satisfy the goal. These activities should be specific enough to allow you to clearly picture doing them. On the other hand, they should be general enough that they’re not tied to a onetime outcome. For example, “do better research” is too general (what does it look like to be “doing better research”?), while “finish paper on broadcast lower bounds in time for upcoming conference submission” is too specific (it’s a onetime outcome). A good activity in this context would be something like: “regularly read and understand the cutting-edge results in my field.

As psychologists, Ericsson and the other researchers in his field are not interested in why deliberate practice works; they’re just identifying it as an effective behavior. In the intervening decades since Ericsson’s first major papers on the topic, however, neuroscientists have been exploring the physical mechanisms that drive people’s improvements on hard tasks. As the journalist Daniel Coyle surveys in his 2009 book, The Talent Code, these scientists increasingly believe the answer includes myelin—a layer of fatty tissue that grows around neurons, acting like an insulator that allows the cells to fire faster and cleaner. To understand the role of myelin in improvement, keep in mind that skills, be they intellectual or physical, eventually reduce down to brain circuits. This new science of performance argues that you get better at a skill as you develop more myelin around the relevant neurons, allowing the corresponding circuit to fire more effortlessly and effectively. To be great at something is to be well myelinated. This understanding is important because it provides a neurological foundation for why deliberate practice works. By focusing intensely on a specific skill, you’re forcing the specific relevant circuit to fire, again and again, in isolation. This repetitive use of a specific circuit triggers cells called oligodendrocytes to begin wrapping layers of myelin around the neurons in the circuits—effectively cementing the skill. The reason, therefore, why it’s important to focus intensely on the task at hand while avoiding distraction is because this is the only way to isolate the relevant neural circuit enough to trigger useful myelination. By contrast, if you’re trying to learn a complex new skill (say, SQL database management) in a state of low concentration (perhaps you also have your Facebook feed open), you’re firing too many circuits simultaneously and haphazardly to isolate the group of neurons you actually want to strengthen.

Treat shallow work with suspicion because its damage is often vastly underestimated and its importance vastly overestimated.

Over a hundred years earlier, Thoreau demonstrated similar concern, famously writing in Walden that “we are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas, it may be, have nothing important to communicate.

These interviews emphasize an important point: Compelling careers often have complex origins that reject the simple idea that all you have to do is follow your passion.

The most common response to these complications is to suggest modest hacks and tips. Perhaps if you observe a digital Sabbath, or keep your phone away from your bed at night, or turn off notifications and resolve to be more mindful, you can keep all the good things that attracted you to these new technologies in the first place while still minimizing their worst impacts. I understand the appeal of this moderate approach because it relieves you of the need to make hard decisions about your digital life—you don’t have to quit anything, miss out on any benefits, annoy any friends, or suffer any serious inconveniences. But as is becoming increasingly clear to those who have attempted these types of minor corrections, willpower, tips, and vague resolutions are not sufficient by themselves to tame the ability of new technologies to invade your cognitive landscape—the addictiveness of their design and the strength of the cultural pressures supporting them are too strong for an ad hoc approach to succeed. In my work on this topic, I’ve become convinced that what you need instead is a full-fledged philosophy of technology use, rooted in your deep values, that provides clear answers to the questions of what tools you should use and how you should use them and, equally important, enables you to confidently ignore everything else.

your world is the outcome of what you pay attention to, so consider for a moment the type of mental world constructed when you dedicate significant time to deep endeavors. There’s a gravity and sense of importance inherent in deep work—whether you’re Ric Furrer smithing a sword or a computer programmer optimizing an algorithm. Gallagher’s theory, therefore, predicts that if you spend enough time in this state, your mind will understand your world as rich in meaning and importance.

By leveraging a radical change to your normal environment, coupled perhaps with a significant investment of effort or money, all dedicated toward supporting a deep work task, you increase the perceived importance of the task.

People who are trying to be the best get used to tough evaluations. They get used to high standards. Sometimes the evaluations come from coaches like Cal. More often they come from within. But it’s important that the evaluations come at the right time and are directed at the right stuff.

You “like” my status update and I’ll “like” yours. This agreement gives everyone a simulacrum of importance without requiring much effort in return.

It won’t take many walks with a friend, or pleasantly meandering phone calls, before you begin to wonder why you previously felt it was so important to turn away from the person sitting right in front of you to leave a comment on your cousin’s friend’s Instagram feed.

Generally, critics feel that by embracing novel ecosystems, we are abandoning hope of undoing the damage done by humans, or offering a free pass to companies or governments that damaged them in the first place. Still, with around a third of all ice-free land now thought to be covered by novel ecosystems, it grows increasingly important to wrestle with what these mongrel, immigrant communities mean for the future of our planet as a whole. And it is in abandoned places, where human-impacted land is not being managed—where non-native species and native species alike are left to their own devices, without heavy-handed but well-meaning intervention—that we might begin to view alien invasions over a longer period of time, and perhaps come to to appreciate that, in time, an ecosystem might start to adapt to its new citizens and find a new sense of balance.

The narratives in this book are bound by a common thread: the importance of ability. The things that make a great job great, I discovered, are rare and valuable. If you want them in your working life, you need something rare and valuable to offer in return. In other words, you need to be good at something before you can expect a good job.

Deep work is not, in other words, an old-fashioned skill falling into irrelevance. It’s instead a crucial ability for anyone looking to move ahead in a globally competitive information economy that tends to chew up and spit out those who aren’t earning their keep. The real rewards are reserved not for those who are comfortable using Facebook (a shallow task, easily replicated), but instead for those who are comfortable building the innovative distributed systems that run the service (a decidedly deep task, hard to replicate). Deep work is so important that we might consider it, to use the phrasing of business writer Eric Barker, “the superpower of the 21st century.

The little-bets strategy, I discovered as my research into mission continued, is not the only way to make a mission a success. It also helps to adopt the mindset of a marketer. This led to the strategy that I dubbed the law of remarkability. This law says that for a project to transform a mission into a success, it should be remarkable in two ways. First, it must literally compel people to remark about it. Second, it must be launched in a venue conducive to such remarking. In sum, mission is one of the most important traits you can acquire with your career capital. But adding this trait to your working life is not simple. Once you have the capital to identify a good mission, you must still work to make it succeed. By using little bets and the law of remarkability, you greatly increase your chances of finding ways to transform your mission from a compelling idea into a compelling career.

you have duties during the declutter beyond following your technology rules. For this process to succeed, you must also spend this period trying to rediscover what’s important to you and what you enjoy outside the world of the always-on, shiny digital.

(This issue is so important to Stephenson that he went on to explore its implications—positive and negative—in his 2008 science fiction epic, Anathem, which considers a world where an intellectual elite live in monastic orders, isolated from the distracted masses and technology, thinking deep thoughts.)

As the authors of The 4 Disciplines of Execution explain, “The more you try to do, the less you actually accomplish.” They elaborate that execution should be aimed at a small number of “wildly important goals.” This simplicity will help focus an organization’s energy to a sufficient intensity to ignite real results

Reason #3: The Work That Evening Downtime Replaces Is Usually Not That Important

Ironically for the inventor of the iPhone, Jobs was not the type of person who would be interested in maintaining important relationships through ongoing drips of digital pings.

Hours spent in serious study of the game was not just the most important factor in predicting chess skill, it dominated the other factors.

job, in Wrzesniewski’s formulation, is a way to pay the bills, a career is a path toward increasingly better work, and a calling is work that’s an important part of your life and a vital part of your identity.

Determination Theory (SDT), which is arguably the best understanding science currently has for why some pursuits get our engines running while others leave us cold.8 SDT tells us that motivation, in the workplace or elsewhere, requires that you fulfill three basic psychological needs—factors described as the “nutriments” required to feel intrinsically motivated for your work: Autonomy: the feeling that you have control over your day, and that your actions are important Competence: the feeling that you are good at what you do Relatedness: the feeling of connection to other people

A now voluminous line of inquiry, initiated in a series of pioneering papers also written by Roy Baumeister, has established the following important (and at the time, unexpected) truth about willpower: You have a finite amount of willpower that becomes depleted as you use it.

(1) your attention is focused tightly on a specific skill you’re trying to improve or an idea you’re trying to master; (2) you receive feedback so you can correct your approach to keep your attention exactly where it’s most productive. The first component is of particular importance to our discussion, as it emphasizes that deliberate practice cannot exist alongside distraction, and that it instead requires uninterrupted concentration. As Ericsson emphasizes, “Diffused attention is almost antithetical to the focused attention required by deliberate practice” (emphasis mine).

Discipline #1: Focus on the Wildly Important As the authors of The 4 Disciplines of Execution explain, “The more you try to do, the less you actually accomplish.” They elaborate that execution should be aimed at a small number of “wildly important goals.” This simplicity will help focus an organization’s energy to a sufficient intensity to ignite real results. For an individual focused on deep work, the implication is that you should identify a small number of ambitious outcomes to pursue with your deep work hours. The general exhortation to “spend more time working deeply” doesn’t spark a lot of enthusiasm. To instead have a specific goal that would return tangible and substantial professional benefits will generate a steadier stream of enthusiasm. In a 2014 column titled “The Art of Focus,” David Brooks endorsed this approach of letting ambitious goals drive focused behavior, explaining: “If you want to win the war for attention, don’t try to say ‘no’ to the trivial distractions you find on the information smorgasbord; try to say ‘yes’ to the subject that arouses a terrifying longing, and let the terrifying longing crowd out everything else.

Discipline #2: Act on the Lead Measures Once you’ve identified a wildly important goal, you need to measure your success. In 4DX, there are two types of metrics for this purpose: lag measures and lead measures. Lag measures describe the thing you’re ultimately trying to improve. For example, if your goal is to increase customer satisfaction in your bakery, then the relevant lag measure is your customer satisfaction scores. As the 4DX authors explain, the problem with lag measures is that they come too late to change your behavior: “When you receive them, the performance that drove them is already in the past.” Lead measures, on the other hand, “measure the new behaviors that will drive success on the lag measures.” In the bakery example, a good lead measure might be the number of customers who receive free samples. This is a number you can directly increase by giving out more samples. As you increase this number, your lag measures will likely eventually improve as well. In other words, lead measures turn your attention to improving the behaviors you directly control in the near future that will then have a positive impact on your long-term goals.

Where you’ll work and for how long. Your ritual needs to specify a location for your deep work efforts. This location can be as simple as your normal office with the door shut and desk cleaned off (a colleague of mine likes to put a hotel-style “do not disturb” sign on his office door when he’s tackling something difficult). If it’s possible to identify a location used only for depth—for instance, a conference room or quiet library—the positive effect can be even greater. (If you work in an open office plan, this need to find a deep work retreat becomes particularly important.) Regardless of where you work, be sure to also give yourself a specific time frame to keep the session a discrete challenge and not an open-ended slog.

craftsman approach to tool selection stands in opposition to the any-benefit approach. Whereas the any-benefit mind-set identifies any potential positive impact as justification for using a tool, the craftsman variant requires that these positive impacts affect factors at the core of what’s important to you and that they outweigh the negatives. Even though the craftsman approach rejects the simplicity of the any-benefit approach, it doesn’t ignore the benefits that currently drive people to network tools, or make any advance proclamations about what’s “good” or “bad” technology: It simply asks that you give any particular network tool the same type of measured, nuanced accounting that tools in other trades have been subjected to throughout the history of skilled labor.

most out of your deep work sessions, build rituals of the same level of strictness and idiosyncrasy as the important thinkers mentioned previously.

The law of the vital few, however, reminds us that the most important 20 percent or so of these activities provide the bulk of the benefit. Assuming that you could probably list somewhere between ten and fifteen distinct and potentially beneficial activities for each of your life goals, this law says that it’s the top two or three such activities—the number that this strategy asks you to focus on—that make most of the difference in whether or not you succeed with the goal.

We did not know the truth, not then, not for a long time, that we had never been alone. Forever at our heels, unseen eyes. The all-seeing eyes. The gift of my inception. Cal had become too important to me. To the mind behind the eyes, I was no longer safe, no longer theirs alone.

The 4 Disciplines of Execution explain, “The more you try to do, the less you actually accomplish.” They elaborate that execution should be aimed at a small number of “wildly important goals.

This understanding is important because it provides a neurological foundation for why deliberate practice works. By focusing intensely on a specific skill, you’re forcing the specific relevant circuit to fire, again and again, in isolation. This repetitive use of a specific circuit triggers cells called oligodendrocytes to begin wrapping layers of myelin around the neurons in the circuits—effectively cementing the skill. The reason, therefore, why it’s important to focus intensely on the task at hand while avoiding distraction is because this is the only way to isolate the relevant neural circuit enough to trigger useful myelination.

For each such tool, go through the key activities you identified and ask whether the use of the tool has a substantially positive impact, a substantially negative impact, or little impact on your regular and successful participation in the activity. Now comes the important decision: Keep using this tool only if you concluded that it has substantial positive impacts and that these outweigh the negative impacts.

Most people easily accept the idea that you have a right to control your own incoming communication, as they would like to enjoy the same right. More important, people appreciate clarity. Most are okay to not receive a response if they don't expect one.

It took them seven years, but their efforts culminated in the 2017 release of Lead Yourself First. The book summarizes, with the tight logic you expect from a federal judge and former military officer, the authors’ case for the importance of being alone with your thoughts.

Cesium!" Understanding came to Hank Mahenili. Any informed engineer knew the importance of this element. "Just what is cesium, Dad? And what is it used for?" "Technically, son, its atomic number is 55, and its atomic weight is 132.91. Its use?" Mr. Brewster smiled. "I’ll tell you this, we’ll never get to the moon without it." "You mean it’s used in rocket propulsion?" Biff asked. "That’s right, Biff. It’s a high-thrust, long-life rocket propulsion fuel. Most costly." "More than gold?" Li asked eagerly. "Much more, Li. If you and Biff had about ten pounds of it between you, you’d have your education paid at any college you wanted to go to—M.I.T., Cal Tech—any of them." "Wow! Must be worth more than a thousand dollars a pound, then," Biff said, his voice filled with amazement.

Also, I'm way more important to the band than him. I'm the front man. I stand in front." You'd think she was trying to murder kittens instead of making a more concentrated effort to help Cal feel like he can open up a little. Honestly, Zac should be thanking her, and instead she gets this. "You strut around on the stage gyrating like you're fucking ghosts against an imaginary wall in front of everyone. That's not important.

Briony dips out from beneath Saint’s stance, grabbing another blade from inside her high-heeled boot, sending it directly into the skull of one of Cal’s bodyguards approaching her from behind. He shuffles on his feet before falling back onto the concrete beneath him like a collapsing wall as she quickly and effortlessly props one knee up and grabs another knife from under her skirt. With the precision of a skilled assassin, she sends the knife into the chest of the other bodyguard. Her training shines through her fluid movements. He cries out, gripping the blade that’s stuck directly in the center of his chest. Pulling it out, he tosses it to the floor with an echoed clang, stalking forward on heavy feet, his deadly gaze set on her as he pulls a gun from his side. She stands straight before him, her chin lifted, staring at him defiantly. He raises the gun at her, and she closes her eyes. I pull violently against my cuffs, needing to be freed before he can hurt her, no matter if that means ripping my arms off at the shoulders. But before I get ahead of myself, the guard takes two more steps, stumbling slightly before a shot from across the room earns him a bullet to the back of his head. The man’s blood splatters across Briony’s face and neck as she flinches. Callum looks entirely stunned while Nox’s barrel remains set on him, both of them with arms outstretched, guns ready to fire. Bishop Caldwell gasps in horror when Baret steps out from behind the stage area, his own smoking weapon aimed directly at him and his attempt to escape. His decrepit old hands shake before him as he surrenders on his knees like the fucking coward he is. Alastor grabs a gun from within his suit jacket and rushes towards me, placing it against my temple. “Now, now, now...” he says calmly, looking around the room. “Let’s just all take a nice deep breath before someone important gets hurt, huh?

The important thing about little bets is that they’re bite-sized. You try one. It takes a few months at most. It either succeeds or fails, but either way you get important feedback to guide your next steps. This approach stands in contrast to the idea of choosing a bold plan and making one big bet on its success.

Gallagher’s writing emphasizes that the content of what we focus on matters. If we give rapt attention to important things, and therefore also ignore shallow negative things, we’ll experience our working life as more important and positive. Csikszentmihalyi’s theory of flow, by contrast, is mostly agnostic to the content of our attention. Though he would likely agree with the research cited by Gallagher, his theory notes that the feeling of going deep is in itself very rewarding. Our minds like this challenge, regardless of the subject.

Shallow Work: Noncognitively demanding, logistical-style tasks, often performed while distracted. These efforts tend to not create much new value in the world and are easy to replicate. In an age of network tools, in other words, knowledge workers increasingly replace deep work with the shallow alternative—constantly sending and receiving e-mail messages like human network routers, with frequent breaks for quick hits of distraction. Larger efforts that would be well served by deep thinking, such as forming a new business strategy or writing an important grant application, get fragmented into distracted dashes that produce muted quality.

without these accountability tools, I tended to procrastinate on this work, turning my attention to more urgent but less important matters.

Overall, Pardis’s most important commitment was to patience. She didn’t try to force a direction for her working life, but instead built up her career capital and kept her eyes open for the interesting directions she knew this process would uncover.

what deliberate practice actually requires. Its core components are usually identified as follows: (1) your attention is focused tightly on a specific skill you’re trying to improve or an idea you’re trying to master; (2) you receive feedback so you can correct your approach to keep your attention exactly where it’s most productive. The first component is of particular importance to our discussion, as it emphasizes that deliberate practice cannot exist alongside distraction, and that it instead requires uninterrupted concentration. As Ericsson emphasizes, “Diffused attention is almost antithetical to the focused attention required by deliberate practice” (emphasis mine).

Though Grant’s productivity depends on many factors, there’s one idea in particular that seems central to his method: the batching of hard but important intellectual work into long, uninterrupted stretches. Grant performs this batching at multiple levels.

focus completely and without distraction on a single research task. (He typically divides the writing of a scholarly paper into three discrete tasks: analyzing the data, writing a full draft, and editing the draft into something publishable.) During these periods, which can last up to three or four days, he’ll often put an out-of-office auto-responder on his e-mail so correspondents will know not to expect a response. “It sometimes confuses my colleagues,” he told me. “They say, ‘You’re not out of office, I see you in your office right now!’” But to Grant, it’s important to enforce strict isolation until he completes the task at hand.

As Cochran recalls in a blog post he wrote about his experiment for the Harvard Business Review, these simple statistics got him thinking about the rest of his company. Just how much time were employees of Atlantic Media spending moving around information instead of focusing on the specialized tasks they were hired to perform? Determined to answer this question, Cochran gathered company-wide statistics on e-mails sent per day and the average number of words per e-mail. He then combined these numbers with the employees’ average typing speed, reading speed, and salary. The result: He discovered that Atlantic Media was spending well over a million dollars a year to pay people to process e-mails, with every message sent or received tapping the company for around ninety-five cents of labor costs. “A ‘free and frictionless’ method of communication,” Cochran summarized, “had soft costs equivalent to procuring a small company Learjet.” Tom Cochran’s experiment yielded an interesting result about the literal cost of a seemingly harmless behavior. But the real importance of this story is the experiment itself, and in particular, its complexity.

Does it really help your work to be constantly connected? To do so, she did something extreme: She forced each member of the team to take one day out of the workweek completely off—no connectivity to anyone inside or outside the company. “At first, the team resisted the experiment,” she recalled about one of the trials. “The partner in charge, who had been very supportive of the basic idea, was suddenly nervous about having to tell her client that each member of her team would be off one day a week.” The consultants were equally nervous and worried that they were “putting their careers in jeopardy.” But the team didn’t lose their clients and its members did not lose their jobs. Instead, the consultants found more enjoyment in their work, better communication among themselves, more learning (as we might have predicted, given the connection between depth and skill development highlighted in the last chapter), and perhaps most important, “a better product delivered to the client.

By leveraging a radical change to your normal environment, coupled perhaps with a significant investment of effort or money, all dedicated toward supporting a deep work task, you increase the perceived importance of the task. This boost in importance reduces your mind’s instinct to procrastinate and delivers an injection of motivation and energy.

it’s not just the change of environment or seeking of quiet that enables more depth. The dominant force is the psychology of committing so seriously to the task at hand. To put yourself in an exotic location to focus on a writing project, or to take a week off from work just to think, or to lock yourself in a hotel room until you complete an important invention: These gestures push your deep goal to a level of mental priority that helps unlock the needed mental resources. Sometimes to go deep, you must first go big.

Discipline #1: Focus on the Wildly Important

If you want to observe the power of control up close in the workplace, look toward companies embracing a radical new philosophy called Results-Only Work Environment (or, ROWE, for short). In a ROWE company, all that matters is your results. When you show up to work and when you leave, when you take vacations, and how often you check e-mail are all irrelevant. They leave it to the employee to figure out whatever works best for getting the important things done. “No results, no job: It’s that simple,” as ROWE supporters like to say.

When you study the type of careers that make others remark, “That’s the type of job I want,” this trait almost always plays a central role. Once you understand this value of control, it changes the way you evaluate opportunities, leading you to consider a position’s potential autonomy as being as important as its offered salary or the institution’s reputation.

If you want to observe the power of control up close in the workplace, look toward companies embracing a radical new philosophy called Results-Only Work Environment (or, ROWE, for short). In a ROWE company, all that matters is your results. When you show up to work and when you leave, when you take vacations, and how often you check e-mail are all irrelevant. They leave it to the employee to figure out whatever works best for getting the important things done. “No results, no job: It’s that simple,” as ROWE supporters like to say. If