 |
…once you put aside the revolutionary rhetoric surrounding all things Internet… you’ll soon realize that network tools are not exceptional…
|
187 |
 |
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 |
 |
…leverage artificial deadlines to help you systematically increase the level you can regularly achieve…
|
168 |
 |
There’s no one correct deep work ritual – the right fit depends on both the person and the type of project pursued.
|
119 |
 |
…it takes time to ease into a state of concentration…
|
112 |
 |
…regularly resting your brain improves the quality of your deep work.
|
154 |
 |
…[the] potent mixture of job ambiguity and lack of metrics… allows behavior that can seem ridiculous… to thrive…
|
65 |
 |
…in the absence of metrics, most people fall back on what’s easiest.
|
59 |
 |
…without clear metrics… business behavior is vulnerable to unstable whim and shifting forces, and in this volatile scrum deep work has fared particularly poorly.
|
56 |
 |
…as knowledge work makes more complex demands of the labor force, it becomes harder to measure the value of an individual’s efforts.
|
55 |
