 |
We spend much of our day on autopilot – not giving much thought to what we’re doing with our time. This is a problem.
|
222 |
 |
Without structure, it’s easy to allow your time to devolve into the shallow – e-mail, social media, Web surfing.
|
227 |
 |
Decide in advance what you’re going to do with every minute of your workday.
|
227 |
 |
…tasks that leverage your expertise tend to be deep tasks and they can therefore provide a double benefit: They return more value per time spent, and they stretch our abilities, leading to improvement.
|
231 |
 |
The notion that all messages, regardless of purpose or sender,… deserve a (timely) response, is absurdly unproductive.
|
247 |
 |
If you’re in a position to do so, consider sender filters as a way of reclaiming some control over your time and attention.
|
248 |
 |
…send fewer e-mails and ignore those that aren’t easy to process – and by doing so [you] will significantly weaken the grip your inbox maintains over your time and attention.
|
256 |
 |
…if you have the right people on the bus, the problem of how to motivate and manage people largely goes away.
|
42 |
 |
The moment you feel the need to tightly manage someone, you’ve made a hiring mistake.
|
56 |
 |
If you have the right people on the bus, they will be self-motivated.
|
74 |
