Concentration Is The Key To Success Quotes

Throughout my career, I have discovered and rediscovered a simple truth.It is this: the ability to concentrate single-mindedly on your most important task, to do it well and to finish it completely, is the key to great success, achievement, respect, status and happiness in life.

The key to developing a deep work habit is to move beyond good intentions and add routines and rituals to your working life designed to minimize the amount of your limited willpower necessary to transition into and maintain a state of unbroken concentration.

Vanity. It’s possible that one of the reasons you got on the path of mastery was to look good. But to learn something new of any significance, you have to be willing to look foolish. Even after years of practice, you still take pratfalls. When a Most Valuable Player candidate misjudges a ball and falls on his duff, he does it in the sight of millions. You should be willing to do it before your teacher and a few friends or fellow students. If you’re always thinking about appearances, you can never attain the state of concentration that’s necessary for effective learning and top performance.

Still another factor is compatibility with vested interests. This book, like probably every other typed document you have ever read, was typed with a QWERTY keyboard, named for the left-most six letters in its upper row. Unbelievable as it may now sound, that keyboard layout was designed in 1873 as a feat of anti-engineering. It employs a whole series of perverse tricks designed to force typists to type as slowly as possible, such as scattering the commonest letters over all keyboard rows and concentrating them on the left side (where right-handed people have to use their weaker hand). The reason behind all of those seemingly counterproductive features is that the typewriters of 1873 jammed if adjacent keys were struck in quick succession, so that manufacturers had to slow down typists. When improvements in typewriters eliminated the problem of jamming, trials in 1932 with an efficiently laid-out keyboard showed that it would let us double our typing speed and reduce our typing effort by 95 percent. But QWERTY keyboards were solidly entrenched by then. The vested interests of hundreds of millions of QWERTY typists, typing teachers, typewriter and computer salespeople, and manufacturers have crushed all moves toward keyboard efficiency for over 60 years.

The stronger your mind is, the more insignificant your problems appear. This is the source of inner peace, so concentrate. This is one of the greatest keys to success.

You perform at your highest potential only when you are focusing on the most valuable use of your time. This is the key to personal and business success. It is the central issue in personal efficiency and time management. You must always be asking yourself, What is the most valuable use of my time right now? Discipline yourself to work exclusively on the one task that, at any given time, is the answer to this question. Keep yourself on track and focused on your most important responsibilities by asking yourself, over and over, What is the most valuable use of my time right now? How you can apply this law immediately: 1. Remember that you can do only one thing at a time. Stop and think before you begin. Be sure that the task you do is the highest-value use of your time. Remind yourself that anything else you do while your most important task remains undone is a relative waste of time. 2. Be clear about the most valuable work that you do for your organization. Whatever it is, resolve to concentrate on doing that specific task before anything else. Why are you on the payroll? What specific, tangible, measurable results are expected of you? And of all the different results you are capable of achieving, which are the most important to your career at this moment? Whatever the answer, this is where you must focus your energies, and nowhere else.

Man is the highest expression of individual life, because he thinks. We sometimes blame God for our misfortune, but the fact remains that we are entirely responsible for our success or failure, happiness or misery. Man makes himself, creates his own personality, character and circumstances. Destiny is fixed by subconscious action; you are not the slave of circumstance, but the creator of your own destiny. We attract to ourselves only that which corresponds to our subconscious impressions, and you can always make a new start and create new conditions by changing your subconscious impressions. If you have thought failure, think success; replace sick thoughts with thoughts of health. If there is any reason for unhappiness, resolutely put it out of your mind, for LIKE ATTRACTS LIKE, and the more you think of discordant conditions, the more such conditions will manifest for you. CONCENTRATE ON WHAT YOU WANT. When you do think you are impressing that desire on your subconscious mind; NEVER let your thoughts dwell on what you DO NOT WANT.

This book, like probably every other typed document you have ever read, was typed with a QWERTY keyboard, named for the left-most six letters in its upper row. Unbelievable as it may now sound, that keyboard layout was designed in 1873 as a feat of anti-engineering. It employs a whole series of perverse tricks designed to force typists to type as slowly as possible, such as scattering the commonest letters over all keyboard rows and concentrating them on the left side (where right-handed people have to use their weaker hand). The reason behind all of those seemingly counterproductive features is that the typewriters of 1873 jammed if adjacent keys were struck in quick succession, so that manufacturers had to slow down typists. When improvements in typewriters eliminated the problem of jamming, trials in 1932 with an efficiently laid-out keyboard showed that it would let us double our typing speed and reduce our typing effort by 95 percent. But QWERTY keyboards were solidly entrenched by then. The vested interests of hundreds of millions of QWERTY typists, typing teachers, typewriter and computer salespeople, and manufacturers have crushed all moves toward keyboard efficiency for over 60 years. While the story of the QWERTY

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

Concentration: the Key to Success   “Wealthy men and women are noted for their power of concentration”, Don King.   Concentration is the great secret of power and success. Studies have revealed this surprising fact: on a sample of people who succeed in their life (success in the broad sense, that is they reached a goal they set for themselves, whether it is to become rich, to ace a difficult exam or to be successful at a certain skill, etc.), ALL had incredible focus ability. Their particularity was that in any condition, even the most difficult (ambient noise, stressful situations, limited furniture or financial resources etc.), these people remained fully concentrated.   But let’s have a closer look on what concentration really means.

like to make practices stimulating, fun, and, most of all, efficient. Coach Al McGuire once told me that his secret was not wasting anybody’s time. “If you can’t it get done in eight hours a day,” he said, “it’s not worth doing.” That’s been my philosophy ever since. Much of my thinking on this subject was influenced by the work of Abraham Maslow, one of the founders of humanistic psychology who is best known for his theory of the hierarchy of needs. Maslow believed that the highest human need is to achieve “self-actualization,” which he defined as “the full use and exploitation of one’s talents, capacities and potentialities.” The basic characteristics of self-actualizers, he discovered in his research, are spontaneity and naturalness, a greater acceptance of themselves and others, high levels of creativity, and a strong focus on problem solving rather than ego gratification. To achieve self-actualization, he concluded, you first need to satisfy a series of more basic needs, each building upon the other to form what is commonly referred to as Maslow’s pyramid. The bottom layer is made up of physiological urges (hunger, sleep, sex); followed by safety concerns (stability, order); love (belonging); self-esteem (self-respect, recognition); and finally self-actualization. Maslow concluded that most people fail to reach self-actualization because they get stuck somewhere lower on the pyramid. In his book The Farther Reaches of Human Nature, Maslow describes the key steps to attaining self-actualization: experiencing life “vividly, selflessly, with full concentration and total absorption”; making choices from moment to moment that foster growth rather than fear; becoming more attuned to your inner nature and acting in concert with who you are; being honest with yourself and taking responsibility for what you say and do instead of playing games or posing; identifying your ego defenses and finding the courage to give them up; developing the ability to determine your own destiny and daring to be different and non-conformist; creating an ongoing process for reaching your potential and doing the work needed to realize your vision. fostering the conditions for having peak experiences, or what Maslow calls “moments of ecstasy” in which we think, act, and feel more clearly and are more loving and accepting of others.

Concentration is the key to success in anything in life. You need concentration to carry on a conversation, to raise children, to stay positive, to be able to communicate effectively, to succeed academically, to meditate, to succeed in business, to become good at sports, to achieve the goals you set for yourself, and the list can go on and on.

You can gain great insights about investing from a careful study of Buffett’s Generals. He was constantly appraising the value of as many stocks as he could find, looking for the ones where he felt he had a reasonable ability to understand the business and come up with an estimate for its worth. With a prodigious memory and many years of intense study, he built up an expansive memory bank full of these appraisals and opinions on a huge number of companies. Then, when Mr. Market offered one at a sufficiently attractive discount to its appraised value, he bought it; he often concentrated heavily in a handful of the most attractive ones. Good valuation work and proper temperament have always been the two keys pillars of his success as an investor. Buffett

Keith came from behind his desk and put his arm around my shoulder. "Calm down, Marco,” he said, leading me to the more comfortable love seat. “There's an un-blending process happening here. The various defender parts have a positive intention in defending against the pain from the abuse. It just happens to be in an incorrect manner.” Keith returned to his seat and leaned back in his chair. He took a deep breath. “When you're concentrating on one particular personality trait, the other parts work in conjunction, in different combinations with each other. They try to prevent you from getting to the core of the respective trait and having to relive the pain and shame from the abuse.” He leaned forward, punctuating his words. “The key ... to un-blending ... the defender parts ... successfully ... is to understand each attribute ... as it steps in to do its job. They protect you from the harmful emotions that are associated from the abuse.” Gazing at me over his wire-rimmed glasses, he said matter-of-factly, “Getting the defender parts to step aside so you can concentrate on the characteristic you want to address is the un-blending process. Once you are able to get through all the various defensive parts that get in the way of dealing with the core part, the true self is now able to answer the part in question in a divine loving place." I sat, pulled on my ear while thinking that over for a moment. "So, the true self is present to bear witness to all the feelings, beliefs, memories, and experiences of the inadequate part." Keith smiled. He leaned forward, resting his elbows on the desktop, his chin perched atop his clasped hands. "In essence, the past is being stirred up so all the associated burdens, pressures, and pain can be released and relieved. Following this unburdening process, the respective part can be cleansed. It can then be recomposed in a more constructive manner—similar to wiping a virus-infected computer hard drive clean ... then reprogramming it with anti-virus protected software." I stood up. With a few deep diaphragmatic breaths, I cleared my mind. While attempting to decipher what part came in and threw me off course, I sucked in my lips, vigorously shaking my head. Skepticism came in as a defensive part. I got back in Keith’s face. “This psychological un-blending is full of shit. The defense against the abuse is another trick to get me to believe that this crap actually works.” I flung my hands in the air. “How is this going to unburden the weight I carry on my shoulders every moment of the day? All my deficient personality traits are a result of me being a dirtball loser.” I shook my head. “I’m not worthy of the slightest bit of solace or happiness that this punishment called life has to offer.” Keith took a deep breath in and a longer breath out. "Marco, you're a miracle. A remarkable good-hearted human being. You're the most determined individual that I've come across in my thirty years of practice.

The ability to concentrate singlemindedly on your most important task, to do it well and to finish it completely, is the key to great success, achievement, respect, status, and happiness in life. This key insight is the heart and soul of this book. This

The growing necessity of deep work is new. In an industrial economy, there was a small skilled labor and professional class for which deep work was crucial, but most workers could do just fine without ever cultivating an ability to concentrate without distraction. They were paid to crank widgets—and not much about their job would change in the decades they kept it. But as we shift to an information economy, more and more of our population are knowledge workers, and deep work is becoming a key currency—even if most haven’t yet recognized this reality.

Here was my first lesson: This type of skill development is hard. When I got to the first tricky gap in the paper’s main proof argument, I faced immediate internal resistance. It was as if my mind realized the effort I was about to ask it to expend, and in response it unleashed a wave of neuronal protest, distant at first, but then as I persisted increasingly tremendous, crashing over my concentration with mounting intensity. To combat this resistance, I deployed two types of structure. The first type was time structure: “I am going to work on this for one hour,” I would tell myself. “I don’t care if I faint from the effort, or make no progress, for the next hour this is my whole world.” But of course I wouldn’t faint and eventually I would make progress. It took, on average, ten minutes for the waves of resistance to die down. Those ten minutes were always difficult, but knowing that my efforts had a time limit helped ensure that the difficulty was manageable. The second type of structure I deployed was information structure—a way of capturing the results of my hard focus in a useful form. I started by building a proof map that captured the dependencies between the different pieces of the proof. This was hard, but not too hard, and it got me warmed up in my efforts to understand the result. I then advanced from the maps to short self-administered quizzes that forced me to memorize the key definitions the proof used. Again, this was a relatively easy task, but it still took concentration, and the result was an understanding that was crucial for parsing the detailed math that came next. After these first two steps, emboldened by my initial successes in deploying hard focus, I moved on to the big guns: proof summaries. This is where I forced myself to take each lemma and walk through each step of its proofs—filling in missing steps. I would conclude by writing a detailed summary in my own words. This was staggeringly demanding, but the fact that I had already spent time on easier tasks in the paper built up enough momentum to help push me forward.

The key to developing a deep work habit is to move beyond good intentions and add routines and rituals to your working life designed to minimize the amount of your limited willpower necessary to transition into and maintain a state of unbroken concentration. If you suddenly decide, for example, in the middle of a distracted afternoon spent Web browsing, to switch your attention to a cognitively demanding task, you’ll draw heavily from your finite willpower to wrest your attention away from the online shininess. Such attempts will therefore frequently fail. On the other hand, if you deployed smart routines and rituals—perhaps a set time and quiet location used for your deep tasks each afternoon—you’d require much less willpower to start and keep going.

Stephenson summarizes his communication policy as follows: Persons who wish to interfere with my concentration are politely requested not to do so, and warned that I don’t answer e-mail… lest [my communication policy’s] key message get lost in the verbiage, I will put it here succinctly: All of my time and attention are spoken for—several times over. Please do not ask for them. To further justify this policy, Stephenson wrote an essay titled “Why I Am a Bad Correspondent.” At the core of his explanation for his inaccessibility is the following decision: The productivity equation is a non-linear one, in other words. This accounts for why I am a bad correspondent and why I very rarely accept speaking engagements. If I organize my life in such a way that I get lots of long, consecutive, uninterrupted time-chunks, I can write novels. But as those chunks get separated and fragmented, my productivity as a novelist drops spectacularly.

Here was my first lesson: This type of skill development is hard. When I got to the first tricky gap in the paper’s main proof argument, I faced immediate internal resistance. It was as if my mind realized the effort I was about to ask it to expend, and in response it unleashed a wave of neuronal protest, distant at first, but then as I persisted increasingly tremendous, crashing over my concentration with mounting intensity. To combat this resistance, I deployed two types of structure. The first type was time structure: “I am going to work on this for one hour,” I would tell myself. “I don’t care if I faint from the effort, or make no progress, for the next hour this is my whole world.” But of course I wouldn’t faint and eventually I would make progress. It took, on average, ten minutes for the waves of resistance to die down. Those ten minutes were always difficult, but knowing that my efforts had a time limit helped ensure that the difficulty was manageable. The second type of structure I deployed was information structure—a way of capturing the results of my hard focus in a useful form. I started by building a proof map that captured the dependencies between the different pieces of the proof. This was hard, but not too hard, and it got me warmed up in my efforts to understand the result. I then advanced from the maps to short self-administered quizzes that forced me to memorize the key definitions the proof used. Again, this was a relatively easy task, but it still took concentration, and the result was an understanding that was crucial for parsing the detailed math that came next. After these first two steps, emboldened by my initial successes in deploying hard focus, I moved on to the big guns: proof summaries. This is where I forced myself to take each lemma and walk through each step of its proofs—filling in missing steps. I would conclude by writing a detailed summary in my own words. This was staggeringly demanding, but the fact that I had already spent time on easier tasks in the paper built up enough momentum to help push me forward. I returned to this paper regularly over a period of two weeks. When I was done, I had probably experienced fifteen hours total of deliberate practice–style strain, but due to its intensity it felt like much more. Fortunately, this effort led to immediate benefits. Among other things, it allowed me to understand whole swaths of related work that had previously been mysterious. The researchers who wrote this paper had enjoyed a near monopoly on solving this style of problem—now I could join them.

The key to developing a deep work habit is to move beyond good intentions and add routines and rituals to your working life designed to minimize the amount of your limited willpower necessary to transition into and maintain a state of unbroken concentration

He who does not rule himself is not a success.

I speak now of the mission the Elders of the council granted to you in the conference chamber. As you remember, your part in the coming task is twofold. In one phase of this you will accompany us to act with us in the great war that must be fought. We have developed a plan in which your help as an advance and secret agent is necessary. You will be told more about that later, when we have embarked. “Now, however, your other mission begins, here on Nor. It is the mission of love for your fellow men. No matter how successful we are in rescuing the men of Atlan, it cannot be that we will rescue all of them. Many must not be rescued! There is nothing we could do for them, poisoned as they are to the point of death. Nor must we allow any of this poison to escape to the dark worlds where it can infect others. Too, the dero influence is dangerous, and madness must not spread over the universe. “Thus, it has been given to you to inscribe on imperishable plates of telonion, our eternal metal, a message to future man which will be placed on and in Mu so that those who have the intelligence to find and read it may benefit by the truths of growth and defense against a too-soon death by age. “After the passing of Atlan science from Mu, men will begin to die at the same age, and their sons will all be the same size at the same age. This will be caused by accumulations of sun-poison in the water of Mu, which will stop all growth in mankind at almost the very beginning of their development. They will scarcely get beyond childhood before they will begin to die. “These plates you will inscribe will contain a message that is a key and a path to the door that will open life value to these future men, whose fate we know and pity, but cannot prevent. We can only teach them what we know that will enable them to get the most out of their life on Mu. The dero will not be able to read, and thus will die as they should. Those whose minds are powerful enough to escape complete dero-robotism will read and profit. “You can tell them how to attain this life growth by freeing their food and water intake of all the poisons that will be found in it in the natural state. The age poisons can be removed by centrifuge and by still; their air can be made a nutrient by proper treatment and freed of all its detrimental ions by field sweeps of electric. The exd on which the basic integration of life feeds can be concentrated (just as it was in your body in the growth school tank) in energy flows which greatly increase the rate of growth and the solidity and weight of the flesh. “Tell future man to do these things, Mutan Mion, and their reward will be great. You have seen what the reward of such effort can be—in thousands of years of life’s fullness—even on a planet under a detrimental sun. We cannot save those men yet unborn. We can only leave for them the heritage that is rightfully theirs, the heritage of our sciencon knowledge. And you, Mutan, in your infinite love and pity for your fellow men, shall perform this task with all the energy that your love makes possible!

Focus, Consistency, and Impact. 1. Focus is your ability to maintain your concentration and avoid distraction or procrastination while working on your tasks. 2. Consistency means developing the habit of working on your key tasks every day, week after week, month after month, and year after year. 3. Impact means identifying your key tasks (the ones that have the greatest impact on your long-term success) and working on them as often as possible. Productivity can then be defined as having consistent focus on your most impactful tasks. Now, let’s see what you can do specifically to stay focused on your most important task each day.

The key to productivity can be summarized in three words: Focus, Consistency, and Impact. 1. Focus is your ability to maintain your concentration and avoid distraction or procrastination while working on your tasks. 2. Consistency means developing the habit of working on your key tasks every day, week after week, month after month, and year after year. 3. Impact means identifying your key tasks (the ones that have the greatest impact on your long-term success) and working on them as often as possible. Productivity can then be defined as having consistent focus on your most impactful tasks.

The ability to concentrate single-mindedly on your most important task, to do it well and to finish it completely, is the key to great success, achievement, respect, status, and happiness in life.

The ability to concentrate single-mindedly on your most important task, to do it well and to finish it completely, is the key to great success,

The ability to concentrate singlemindedly on your most important task, to do it well and to finish it completely, is the key to great success, achievement, respect, status, and happiness in life.

The ability to concentrate single-mindedly on your most important task, to do it well, and to finish it completely is the key to great success.

Quitters never win and winners never quit” is bad advice: it’s true that quitters can’t win, but in fact winners quit all the time. The key to quitting successfully is quitting the right things at the right time. Strategic quitting is a hallmark of successful organizations and people. Serial and reactive quitting are habits of unsuccessful people.

Ford’s starting point was that the key for effective production is to concentrate on improving the overall flow of products through the operations. His efforts to improve flow were so successful that, by 1926, the lead time from mining the iron ore to having a completed car composed of more than 5,000 parts, on the train ready for delivery, was 81 hours!3 Eighty years later, no car manufacturer in the world has been able to achieve, or even come close, to such a short lead time.