I had thought, for instance, that people who prioritized well would perform well, and they did, but the best performers in our study also did something else. Once they had focused on a few priorities, they obsessed over those tasks to produce quality work. That extreme dedication to their priorities created extraordinary results. Top performers did less and more: less volume of activities, more concentrated effort. This insight overturns much conventional thinking about focusing that urges you to choose a few tasks to prioritize. Choice is only half of the equation—you also need to obsess.
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