 |
Listen twice as much as you talk, and treat your connection’s time and input as being more important than your own.
|
112 |
 |
…avoiding mistakes is one of those unseen, unheralded achievements that are not allowed to take up our time and thought.
|
36 |
 |
…real leadership development involves a process that takes time. It doesn’t happen in a day.
|
166 |
 |
…knowledge workers in real offices… found that an interruption, even if short, delays the total time required to complete a task by a significant fraction.
|
52 |
 |
…it takes time to ease into a state of concentration…
|
112 |
 |
To master the art of deep work… you must take back control of your time and attention from the many diversions that attempt to steal them.
|
182 |
 |
…once you put aside the revolutionary rhetoric surrounding all things Internet… you’ll soon realize that network tools are not exceptional…
|
187 |
 |
If you service low-impact activities… you’re taking away time you could be spending on higher-impact activities. It’s a zero-sum game.
|
202 |
 |
…network tools… can claim your time and attention… [and] if used without limit can be particularly devastating to your quest to work deeper.
|
205 |
 |
…when it comes to relaxation, don’t default to whatever catches your attention… but instead dedicate some advance thinking to… how you want to spend your [day]…
|
212 |
