Traction Control Quotes

In order to live our values in each of these domains, we must reserve time in our schedules to do so. Only by setting aside specific time in our schedules for traction (the actions that draw us toward what we want in life) can we turn our backs on distraction. Without planning ahead, it’s impossible to tell the difference between traction and distraction.

By turning our values into time, we make sure we have time for traction.

Traction draws you toward what you want in life, while distraction pulls you away.

I want to grab her and confess that I'm an unbeliever. That being on that machine makes me feel like I'm running in some sucking substance worse than mud. I can find no foothold, no traction. That I feel out of control, inches from the lip of the abyss. That while we've been sitting here, there's this angry, hungry maw in me that is fathoms deep. But even though Ruth's only a hair thinner than I am, she's way on the other side of the fat girl spectrum, looking at me from the safe, slightly smug distance of her own control and conviction.

triggers can now be identified for what they rightly are: tools. If we use them properly, they can help us stay on track. If the trigger helps us do the thing we planned to do in our schedule, it’s helping us gain traction. If it leads to distraction, then it isn’t serving us.

Viewed through the lens of this critical question, triggers can now be identified for what they rightly are: tools. If we use them properly, they can help us stay on track. If the trigger helps us do the thing we planned to do in our schedule, it’s helping us gain traction. If it leads to distraction, then it isn’t serving us.

Before moving on, consider what your schedule currently looks like. I’m not asking about the things you did, but rather the things you committed to doing in writing. Is your schedule filled with carefully timeboxed plans, or is it mostly empty? Does it reflect who you are? Are you letting others steal your time or do you guard it as the limited and precious resource it is? By turning our values into time, we make sure we have time for traction. If we don’t plan ahead, we shouldn’t point fingers, nor should we be surprised when everything becomes a distraction. Being indistractable is largely about making sure you make time for traction each day and eliminating the distraction that keeps you from living the life you want—one that involves taking care of yourself, your relationships, and your work.

The most effective way to make time for traction is through “timeboxing.” Timeboxing uses a well-researched technique psychologists call “setting an implementation intention,” which is a fancy way of saying, “deciding what you’re going to do, and when you’re going to do it.” It’s a technique that can be used to make time for traction in each of your life domains. The goal is to eliminate all white space on your calendar so you’re left with a template for how you intend to spend your time each day. It doesn’t so much matter what you do with your time; rather, success is measured by whether you did what you planned to do. It’s fine to watch a video, scroll social media, daydream, or take a nap, as long as that’s what you planned to do. Alternatively, checking work email, a seemingly productive task, is a distraction if it’s done when you intended to spend time with your family or work on a presentation. Keeping a timeboxed schedule is the only way to know if you’re distracted. If you’re not spending your time doing what you’d planned, you’re off track.

When Musk took delivery of his F1, CNN was there to cover it. “Just three years ago I was showering at the Y and sleeping on the office floor,” he told the camera sheepishly, “and now obviously, I’ve got a million-dollar car… it’s just a moment in my life.” While other McLaren F1 owners around the world—the sultan of Brunei, Wyclef Jean, and Jay Leno, among others—could comfortably afford it, Musk’s purchase had put a sizable dent in his bank account. And unlike other owners, Musk drove the car to work—and declined to insure it. As Musk drove Thiel up Sand Hill Road in the F1, the car was the subject of their chat. “It was like this Hitchcock movie,” Thiel remembered, “where we’re talking about the car for fifteen minutes. We’re supposed to be preparing for the meeting—and we’re talking about the car.” During their ride, Thiel looked at Musk and reportedly asked, “So, what can this thing do?” “Watch this,” Musk replied, flooring the accelerator and simultaneously initiating a lane change on Sand Hill Road. In retrospect, Musk admitted that he was outmatched by the F1. “I didn’t really know how to drive the car,” he recalled. “There’s no stability systems. No traction control. And the car gets so much power that you can break the wheels free at even fifty miles an hour.” Thiel recalls the car in front of them coming fast into view—then Musk swerving to avoid it. The McLaren hit an embankment, was tossed into the air—“like a discus,” Musk remembered——then slammed violently into the ground. “The people that saw it happen thought we were going to die,” he recalled. Thiel had not worn a seat belt, but astonishingly, neither he nor Musk were hurt. Musk’s “work of art” had not fared as well, having now taken a distinctly cubist turn. Post-near-death experience, Thiel dusted himself off on the side of the road and hitchhiked to the Sequoia offices, where he was joined by Musk a short while later. X.com’s CEO, Bill Harris, was also waiting at the Sequoia office, and he recalled that both Thiel and Musk were late but offered no explanation for their delay. “They never told me,” Harris said. “We just had the meeting.” Reflecting on it, Musk found humor in the experience: “I think it’s safe to say Peter wouldn’t be driving with me again.” Thiel wrung some levity out of the moment, too. “I’d achieved lift-off with Elon,” he joked, “but not in a rocket.

You can’t call something a distraction unless you know what it is distracting you from. Planning ahead is the only way to know the difference between traction and distraction.

REMEMBER THIS •​External triggers often lead to distraction. Cues in our environment like the pings, dings, and rings from devices, as well as interruptions from other people, frequently take us off track. •​External triggers aren’t always harmful. If an external trigger leads us to traction, it serves us. •​We must ask ourselves: Is this trigger serving me, or am I serving it? Then we can hack back the external triggers that don’t serve us.

What these creative professionals understand is that focus not only requires keeping distraction out; it also necessitates keeping ourselves in. After we’ve learned to master internal triggers, make time for traction, and hack back external triggers, the last step to becoming indistractable involves preventing ourselves from sliding into distraction. To do so, we must learn a powerful technique called a “precommitment,” which involves removing a future choice in order to overcome our impulsivity. Although researchers are still studying why it is so effective, precommitment is, in fact, an age-old tactic. Perhaps the most iconic precommitment in history appears in the ancient telling of the Odyssey. In the story, Ulysses must sail his ship and crew past the land of the Sirens, who sing a bewitching song known to draw sailors to their shores. When sailors approach, they wreck their ships on the Sirens’ rocky coast and perish. Knowing the danger ahead, Ulysses hatches a clever plan to avoid this fate. He orders his men to fill their ears with beeswax so they cannot hear the Sirens’ call. Everyone follows Ulysses’s orders, with the exception of Ulysses, who wants to hear the beautiful song for himself. But Ulysses knows that he will be tempted to either steer his ship toward the rocks or jump into the sea to reach the Sirens. To safeguard himself and his men, he instructs his crew to tie him to the mast of the ship and instructs them not to set him free nor change course until the ship is in the clear, no matter what he says or does. The crew follows Ulysses’s commands, and as the ship passes the Sirens’ shores, he is driven temporarily insane by their song. In an angry rage, he calls for his men to let him go, but since they cannot hear the Sirens nor their captain, they navigate past the danger safely.

Ultimately, group chat is simply another communication channel, not so dissimilar from email or text messages. When used appropriately, it can have myriad benefits, but when abused or used incorrectly, it can lead to a flood of unwanted external triggers. The secret lies in the answer to our critical question: Are these triggers serving me, or am I serving them? We should use group chat where it helps us gain traction and weed out the external triggers that lead to distraction.

All behaviors, whether they tend toward traction or distraction, are prompted by triggers, internal or external.

The Model S also offered a way to fix issues in a manner that people had never before encountered with a mass-produced car. Some of the early owners complained about glitches like the door handles not popping out quite right or their windshield wipers operating at funky speeds. These were inexcusable flaws for such a costly vehicle, but Tesla typically moved with clever efficiency to address them. While the owner slept, Tesla’s engineers tapped into the car via the Internet connection and downloaded software updates. When the customer took the car out for a spin in the morning and found it working right, he was left feeling as if magical elves had done the work. Tesla soon began showing off its software skills for jobs other than making up for mistakes. It put out a smartphone app that let people turn on their air-conditioning or heating from afar and to see where the car was parked on a map. Tesla also began installing software updates that imbued the Model S with new features. Overnight, the Model S sometimes got new traction controls for hilly and highway driving or could suddenly recharge much faster than before or possess a new range of voice controls. Tesla had transformed the car into a gadget—a device that actually got better after you bought it. As Craig Venter, one of the earliest Model S owners and the famed scientist who first decoded man’s DNA, put it, “It changes everything about transportation. It’s a computer on wheels.” The

BIG-HEARTED New Yorkers would get a $100 state tax break for adopting a homeless pet under a proposed bill being championed by some lawmakers. City Councilwoman Julissa Ferreras (D-Queens) will introduce the resolution next week, urging state legislators to approve the tax credit after previous attempts to get it passed in Albany have failed to gain traction. "Encouraging New Yorkers with a tax credit to adopt pets is not only compassionate but would bring relief to our overburdened animal shelters and to animal lovers who want to adopt but can’t afford the initial costs," Ferreras said. Animal Care & Control of NYC took in more than 30,000 homeless dogs and cats last year. About 21,000 were taken by animal rescue groups and 6,100 were adopted from the shelter.

The most effective way to make time for traction is through “timeboxing.” Timeboxing uses a well-researched technique psychologists call “setting an implementation intention,” which is a fancy way of saying, “deciding what you’re going to do, and when you’re going to do it.” It’s a technique that can be used to make time for traction in each of your life domains.

You can’t call something a distraction unless you know what it is distracting you from. Planning ahead is the only way to know the difference between traction and distraction. •​Does your calendar reflect your values? To be the person you want to be, you have to make time to live your values. •​Timebox your day. The three life domains of you, relationships, and work provide a framework for planning how to spend your time. •​Reflect and refine. Revise your schedule regularly, but you must commit to it once it’s set.

Chapter 1: Living the life you want requires not only doing the right things but also avoiding doing the wrong things. •​Chapter 2: Traction moves you toward what you really want while distraction moves you further away. Being indistractable means striving to do what you say you will do. PART 1: MASTER INTERNAL TRIGGERS •​Chapter 3: Motivation is a desire to escape discomfort. Find the root causes of distraction rather than proximate ones. •​Chapter 4: Learn to deal with discomfort rather than attempting to escape it with distraction.

PART 2: MAKE TIME FOR TRACTION •​Chapter 9: Turn your values into time. Timebox your day by creating a schedule template. •​Chapter 10: Schedule time for yourself. Plan the inputs and the outcome will follow. •​Chapter 11: Schedule time for important relationships. Include household responsibilities as well as time for people you love. Put regular time on your schedule for friends. •​Chapter 12: Sync your schedule with stakeholders.

PART 3: HACK BACK EXTERNAL TRIGGERS •​Chapter 13: Of each external trigger, ask: “Is this trigger serving me, or am I serving it?” Does it lead to traction or distraction? •​Chapter 14: Defend your focus. Signal when you do not want to be interrupted. •​Chapter 15: To get fewer emails, send fewer emails. When you check email, tag each message with when it needs a reply and respond at a scheduled time. •​Chapter 16: When it comes to group chat, get in and out at scheduled times. Only involve who is necessary and don’t use it to think out loud.

Imagine a line that represents the value of everything you do throughout your day. To the right, the actions are positive; to the left, they are negative. On the right side of the continuum is traction, which comes from the Latin trahere, meaning “to draw or pull.” We can think of traction as the actions that draw us toward what we want in life. On the left side is distraction, the opposite of traction. Derived from the same Latin root, the word means the “drawing away of the mind.

Mostly they worried that many creators would realize they couldn’t get enough traction to earn livable wages. Most wouldn’t. Many would still try.

Mook worried that an anti-Hillary candidate would gain traction while voters wondered about the fire in her belly. If she’s slow to get in, he thought, people will think she doesn’t want it enough, that she’s not hungry enough. Plus, there was a golden opportunity for Hillary to take control of the party and put her stamp on it at a time when Obama’s brand had been scraped by the shoals of a low-turnout election. She could be a rescuer, a savior, of the Democratic Party.

When everyone follows their process, it’s much easier for managers to manage, troubleshoot, identify and solve issues, and therefore grow the business. The clear lines of process enable you to let go and gain more control. Your business now becomes more scalable, which means that you can add more customers, transactions, revenue, and employees while reducing complexity.

Most people don’t want to acknowledge the uncomfortable truth that distraction is always an unhealthy escape from reality. How we deal with uncomfortable internal triggers determines whether we pursue healthful acts of traction or self-defeating distractions.

The culmination of identifying, documenting, and having everyone follow the core processes of your business is your Way. When you have a clear Way, you immediately increase the value of your business, strengthen your control over it, and give yourself options.

By now, however, we should have learned that treating the planet as if it were a simple, predictable, passive object in a controlled laboratory experiment is scientifically inexcusable. Yet the same old time-blind hubris is allowing the seductive idea of climate engineering, sometimes called geoengineering, to gain traction in certain academic and political circles.

Indeed, trust is central to democracy and these processes have already damaged trust considerably, and will continue to disenfranchise citizens to the point that they may increasingly lose faith in democracy, regarding it as corrupt and a waste of time. They will vote for political parties that are suspicious of democracy, at least when the country is ruled by those whom they perceive to be enemies. Depending on their perspective, these parties will be of the far right or far left by current standards. Movements not unlike the Lapua Movement will gain traction in circumstances like this, as will groups from the extreme left. And the kind of generally wealthy people who become involved in Finnish politics – in Finland individual candidates must fund their own campaigns – will be increasingly distrusted and perceived as, essentially, ‘other;’ as not part of the in-group. This will, unfortunately, have ramifications for their safety, especially as people begin to blame those who advocated and enforced Multiculturalism for its future consequences.    This distrust will start to spread, like a disease, to other organs of the Finnish state. The police will be increasingly perceived – especially if they are seen to enforce unpopular policies with regard to not being allowed to criticise immigration – not as protectors of the Finnish people but as ‘enemies of the people.’ Distrust of the police, will result in the establishment of para-military forces of the kind that have been so prevalent in the recent history of Northern Ireland. This can already be observed with patrols in Finland by the Soldiers of Odin. If this seems too far fetched, it should be remembered that in the 1970s, trust in the police in strongly Catholic parts of Northern Ireland was so low that the British state simply had no control in many of these areas.

Traction helps us accomplish goals; distraction leads us away from them.

When a small but growing company like Santa Monica Seafood begins to dominate a segment of the fresh fish market, putting pressure on big companies like Sysco or U.S. Foods, they simply step in and buy them out.” Danreb snapped his fingers. “Poof! No more competition. If the smaller company won’t sell, then the larger corporation, with more resources, squeezes them; usually by cutting off distribution and shipping. It’s more coordinated and integrated than the Mafia, and most of it is even legal. Coca-Cola and PepsiCo do the same thing. They watch and monitor their sector, and when another drink company starts to get traction, they buy it or cut off its distribution. When was the last time you were in a restaurant or stadium or arena that served both Coke and Pepsi? Never happens. They split up the market. And chances are, any other available beverage that isn’t owned by Coke or Pepsi is at least distributed by them, which is another means of control. The point is, if you start to be successful, you get crushed, unless you are in the club.” “You said

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Most people don’t want to acknowledge the uncomfortable truth that distraction is always an unhealthy escape from reality. How we deal with uncomfortable internal triggers determines whether we pursue healthful acts of traction or self-defeating distractions. For Chance, racking up Striiv points provided the escape she was looking for. For other people, the escape comes from checking social media, spending more time in the office, watching television, or, in some cases, drinking or taking hard drugs.

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Her Honda bucked sharply left. Red Bull splashed in her lap. The steering wheel went rigid in her grip and she fought it for a stomach-fluttery second (turn into the skid, turn into the skid) before twisting the vehicle back under control, still moving forward and uphill — but losing speed. Losing traction. “No, no, no.” She pumped the gas. The all-weather tires gripped and released in the sludgy snow, heaving the car in violent contractions. Steam sizzled off the hood. “Come on, Blue—