Key takeaways: -The best way to fortify your relationship against infidelity is to learn to live with uncertainty and openly communicate your desires (Key takeaways: -The best way to fortify your relationship against infidelity is to learn to live with uncertainty and openly communicate your desires (versus trying to safeguard against temptation) -The best way to bring the tempting parts of an affair into your stable relationship is to "collaborate in transgression" (basically, do things with your partner that are outside of your comfort zone)
Best quote to summarize: "Our partners do not belong to us; they are only on loan, with an option to renew -- or not. Knowing that we can lose them does not have to undermine commitment; rather, it mandates an active engagement that long-term couples often lose. The realization that our loved ones are forever elusive should jolt us out of complacency, in the most positive sense."...more
Worth reading if only for the first section about how energy flows throughout the day. I ended up skimming some of the later chapters that were less iWorth reading if only for the first section about how energy flows throughout the day. I ended up skimming some of the later chapters that were less interesting to me.
Key takeaways: -all of us experience three stages throughout the day: a peak, trough, and rebound -afternoon calls are generally more negative than morning calls -important meetings, negotiations, etc. should be done earlier in the day -most of us should do our analytic work before lunch -if you are a night owl (about 1/4 of the population), you start peaking in late afternoon and early evening -do not let mundane tasks creep into your peak period -the typical worker reaches the most unproductive moment of the day at 2:55pm -frequent short breaks are more effective than occasional ones (work for 52 minutes and break for 17) -walking breaks improve mood and reduce fatigue in the late afternoon -take your breaks with other people, outside, moving, and fully detached from work -ideal nap is between 10-20 mins (set your timer for 25 as it takes most people around 7 mins to fall asleep) -make a strong start and if it fails, find a way to start again using a temporal landmark -use motivation waves to go beyond your core work, master new techniques, generate leads so that in a motivation trough you can just work on your core role -ask your team, "Assume it's 18 months from now and the project is a complete disaster. What went wrong?" -teams that were behind by just one point at halftime are more likely to win -use midpoints to re-energize you and remind you that you have to get to work -Kiva gives a specific deadline a few weeks away for completing their application (resulted in a 25% rise in completion) -But for creative tasks, deadlines can sometimes reduce intrinsic motivation and lower creativity -When people's individual goals align with those of their organization, they are happier and more productive -At the end of your workday, write down what you accomplished - progress is the biggest motivator fora job - then lay out your plan for the following day - then write a thank you email -Email response time is the single biggest predictor of whether employees are satisfied with their boss -By thinking is smaller time units like days not years, people feel closer to their future self
Potential limitations: -N/A
Next action: -Track energy levels throughout day for one week to find out when your peak performance times are...more
If you can get through the often annoying dialogue and occasional philosophical musings, this book will be a game-changer for you. It's written for enIf you can get through the often annoying dialogue and occasional philosophical musings, this book will be a game-changer for you. It's written for entrepreneurs who run businesses that are dependent on them showing up and doing the work each day. There are some really great perspective shifts around why it's important to get altitude in your business and how to do that by creating systems that can run without you.
Key takeaways: -Most entrepreneurs assume that because they are good at the technical work of the business (e.g. coaching), that will be enough to ensure a successful business. -There are three business personalities - the entrepreneur (visionary), the manager (pragmatist), and technician (doer). We need to balance these parts of ourself and/or build a team around us for balance. Otherwise most people just default to being technicians. -Build your business as though it will be franchised and/or sold. Whether or not you do either of those things, this mindset will force you to treat your business like a prototype for thousands of businesses, which forces you to be intentional and build systems that extract yourself from the technical work. It will also create more consistent results for you and your clients. -Manage by delegation, not by abdication. To do this you must understand the role you are outsourcing and have it systematized before delegating it to someone else. Then you must monitor that person. -Know what you want your company to look like when it's done and then build from that place right from the beginning. -McDonald's keeps it's promise, and that consistency is why it's so successful. -Build your business around the skills of ordinary people. This forces you to do the hard work of creating systems that guarantee success, instead of relying on extraordinary people. -Create an operations manual which describes how you do things in the business -Know what business you are actually in - the emotional payoff beyond the product or service you sell (e.g. selling pies vs caring) -Ask, "What would most serve my customer here?" -Create an organization chart, put yourself in all the roles, systematize and optimize each one, then hand it over to someone with no experience in that role and have them learn to do it your way -Create a game to play through your business that signifies your idea about the world. Outline the rules of the game and keep your team focused on playing that game. -"If your customer doesn't perceive he needs something, he doesn't, even if he actually does."
Potential limitations -Harder, though not impossible, to apply this to a personal brand or business -Potential danger of systematizing your business to the point where it becomes sterile and losing the human component
Next action: -Create an organization chart for the business and begin systematizing each role...more