Category Archives: Blog

What You Are Doing is NOT Yoga. You are doing Asanas/Poses, which is 1/8th of Yoga (Spread The Word)

I beseech all yoga lovers, yoga teachers and truth spreaders to spread this message. You know it means a lot when you see ‘beseech’ in a sentence.

A sad video on a new yoga gimmick called Beer Yoga was the last straw for me. Every now and then a new craze would pop up with the word yoga in it and I knew I would end up writing this posts sooner or later.

What you know as yoga is really called asana/pose/posture and only an eight of what true yoga really embodies.

Below is a summary of the 8 limbs of yoga followed by pictures to make it clearer:
1 – Yama (abstinence)
Non-voilence, truthfulness, non-stealing, continence, and non-greed.
2 – Niyama (observance)
Purity, contentment, accepting but not causing pain, study of spiritual books and worship of God (self-surrender).
3 – Asana (posture)
4 – Pranayama (breath control)
5 – Pratyahara (sense withdrawal)
6 – Dharana (concentration)
7 – Dhyana (meditation)
8 – Samadhi (contemplation, absorption or superconscious state)

To read more click here – The Yoga Sutras of Patanjali by Swami Satchidananda

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Food Gardens workshop for City of Joondalup by Terra Perma

Food Gardens workshop for City of Joondalup by Terra Perma
Such a great talk with lots and lots of great info. Summary below for my future reference. * means that it blew my mind.

Terra Perma – Food Gardens workshop for City of Joondalup from Terra Perma on Vimeo.

– Pests and weeds have a beneficial ecological role. Pests attract good predators so let it happen.
– Analyse your site to see where the sun is passing. In summer a lot of intense sun will be bad so you can plan shady plants and trees at multiple heights. Same for winter, breeze/winds, etc.
– Where you walk past most often is where you can plant things that need the most attention. Think about design function in this way. Raised beds are easier to reach further in.
– Instead of the usual pets, why not chooks?
– Hi production plants like herbs are better in containers instead of crappy sand.
– TORK soil – Texture (sand/silt/clay), Organic matter like compost/mulch, Rock minerals, Kelp. Fill haft a jar with your soil and the other half with water, shake it up and let it settle. You’ll see the 3 textures so you’ll know what to add.
* Apples don’t just give us fruits. It comes along with birds and bees and beauty and and and!
* Annuals are when you plant something, it grows, then you grow it again after it goes to seed while perennials will be there for 3-5 years so more reward less effort. I’m sure I missed a part about the magic of deciduous trees that give a good shade in the summer and shed leaves in autumn/fall/winter so they are good as other plants get more light.
* SEED SAVING (this one really blew mine mind even though it was pretty obvious). You don’t only save seeds because they’re free or you keep on cycling but you save them because every generation will be stronger and more adapted to the soil. It changes genetically! (I’m so excited to learn this!)
– Talks about water tanks, clay in the soil to hold the same amount of water when it rains. Grey water or access to a bore. Tap water has chlorine which is antibacterial while the soil needs the bacteria so think about other options. Types of drippers. Wicking beds.
– Shade cloths are good pest solutions. Pests and weeds were all part of nature and human life. Also if you kill things like rats in a nontoxic way you can just put it under a tree and you don’t need to get blood and bone. I use a couple of facebook groups to know more about plants and animals. WA gardeners and Insects of Perth & South West Western Australia. So find out what the bugs and things are and then find out natural predators or solutions like getting frogs etc. – Benefits of ponds and Q and A to Z time.

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Excellent Talk on Negotiations – How Creatives Should Negotiate by Ramit Sethi

Excellent Talk on Negotiations – How Creatives Should Negotiate by Ramit Sethi

Click to get the book, ebook or audiobook

My Notes:
– Reframes negotiating as a good thing and you can use it anywhere! Gyms, credit cards, phone companies, etc.
– Gives you scrips you can good. Links with other goodies below.
– Build rapport by talking about how long you’ve been with them. Stay cool.
– Ask what else can they do or offer.
– What to do when others negotiate with you.
– Ask open ended questions not yes or no questions.
– In a job interview never answer salary requirements question.
– Women find it harder to ask but they also smile more which helps.
– How to take or turn down offers that are close to what you do like wedding photography. I don’t have the equipment right now, I’m not an expert but I’ll try.
– Don’t feel bad for charging what your worth is and first sell yourself to yourself. Creatives should not underestimate themselves. Don’t feel bad monetising your work. Don’t defend yourself, take it or leave it.
– Start of with an hourly rate and see what competitors charge.
– When you work for free tell them what your normal rate is and say you’re doing it because you want 3 referrals or whatever condition you decide because sometimes there are other things more valuable than money.
– Be prepared to answer ‘your greatest weakness’ question. Tell a good story as humans cannot stop listening to a good story.

Show notes from original post on Tim’s blog – http://tim.blog/2016/06/15/how-creatives-should-negotiate/
Optimizing your spending with credit card companies, cable and telephone providers, the gym — you name it. [07:46]
Ramit’s word-for-word negotiation script (tested with tens of thousands of people and multiple companies). [11:43]
Why you shouldn’t feel guilty about negotiating. [13:01]
Mock negotiation (waiving a credit card late fee). [14:50]
The importance of rapport. [17:28]
Is rent negotiable? [18:50]
Negotiating even when you’ve already got the best price in town. [21:21]
How can you negotiate if you don’t have a perfect track record or the advantage of being a long-time customer? [22:28]
What to do when clients use your negotiation tactics on you? [23:18]
Are there gender differences in negotiation? [25:32]
How to answer the “What are your salary requirements?” question. [28:19]
The difference between theory and practice in negotiation. [31:21]
Your credit card was just sold to a new company. How long should you wait to negotiate with the new company? [31:55]
Can you negotiate insurance? [33:34]
Can you negotiate with monopolies? [34:32]
What Ramit learned by videotaping his negotiation style that changed everything. [35:43]
Why being “too busy” is a good problem for creatives to have. [43:08]
How to overcome the mindset of “I hate selling myself.” [43:53]
Understanding the needs of your client base, upping your rate, and justifying it (to yourself) without guilt. [50:25]
When you’re comfortable with your rates, you can be okay when clients say “No thanks.” [53:54]
Finding ways to overdeliver. [56:40]
How do introverts talk business? [57:47]
How much should you charge? [59:12]
Should you ever work for free? [1:00:40]
How to go from one client to many. [1:05:55]
How do you research what your competitors are charging when many of them don’t discuss it until they’re trying to close a sale? [1:08:10]
How do you handle price shoppers? [1:10:41]
For hourly consulting, is it better to price in packages? [1:13:22]
Do you have to tell a story to convey emotion every time you’re pitching a client? [1:14:52]
How powerful is a smile? [1:17:35]
How to answer, “What is your greatest weakness?” [1:20:56]
Reiterating the importance of storytelling. [1:26:44]
How to answer the “Among all candidates, why should I choose you?” question. [1:28:13]
How can you practice? [1:36:14]

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Difficult Conversations: How to Discuss What Matters Most by Douglas Stone, Bruce Patton, Sheila Heen of the Harvard Negotiation Project

Difficult Conversations: How to Discuss What Matters Most by Douglas Stone, Bruce Patton, Sheila Heen of the Harvard Negotiation Project

Difficult Conversations
I have tried to keep the notes as neat as possible. You can find another great summary here –
http://www.fscanada.org/wp-content/uploads/2013/12/Difficult-Conversations-Summary.pdf

Click to get the book or audiobook

– 3 Conversation
1. The “What Happened?” Conversation. Most difficult conversations involve disagreement about what has happened or what should happen. Who said what and who did what? Who’s right, who meant what, and who’s to blame?
2. The Feelings Conversation. Are my feelings valid? Appropriate? Should I acknowledge or deny them, put them on the table or check them at the door? What do I do about the other person’s feelings? What if they are angry or hurt? These feelings are not addressed directly in the conversation, but they leak in anyway.
3. The Identity Conversation. This is the conversation we each have with ourselves about what this situation means to us. We conduct an internal debate over whether this means we are competent or incompetent, a good person or bad, worthy of love or unlovable. What impact might it have on our self-image and self-esteem, our future and our well-being? Our answers to these questions determine in large part whether we feel “balanced” during the conversation, or whether we feel off-center and anxious.

– 3 fronts — Truth, Intentions, Blame
1. The Truth Assumption. As we argue vociferously for our view, we often fail to question one crucial assumption upon which our whole stance in the conversation is built: I am right, you are wrong. This simple assumption causes endless grief. There’s only one hitch: I am not right. They are not about what is true, they are about what is important. (Paras note: Something I say about relationships. Either one person wins/is right or the relationship wins/is right)
2. The Intention Invention. Did you yell at me to hurt my feelings or merely to emphasize your point? What I think about your intentions will affect how I think about you and, ultimately, how our conversation goes. We assume we know the intentions of others when we don’t. Worse still, when we are unsure about someone’s intentions, we too often decide they are bad. Sometimes people act with mixed intentions. Sometimes they act with no intention, or at least none related to us. And sometimes they act on good intentions that nonetheless hurt us.
3. The Blame Frame. Most difficult conversations focus significant attention on who’s to blame for the mess we’re in. We don’t care where the ball lands, as long as it doesn’t land on us. But talking about fault is similar to talking about truth—it produces disagreement, denial, and little learning. It evokes fears of punishment and insists on an either/or answer. Nobody wants to be blamed, especially unfairly, so our energy goes into defending ourselves. Talking about blame distracts us from exploring why things went wrong and how we might correct them going forward. Focusing instead on understanding the contribution system allows us to learn about the real causes of the problem, and to work on correcting them. The distinction between blame and contribution may seem subtle. But it is a distinction worth working to understand, because it will make a significant difference in your ability to handle difficult conversations.

– Why We Argue, and Why It Doesn’t Help. We think they are the problem. They think we are the problem. We each make sense in our story of what happened. Arguing blocks us from exploring each other’s stories. Arguing without understanding is unpersuasive.

– Move from Certainty to Curiosity. Curiosity: the way into their story. Embrace both stories: adopt the “and stance”. They can feel one thing and you can feel something totally opposite. Exceptions are I really am right (caught daughter smoking) and giving bad news (firing/breaking up).

– Disentangle Impact and Intent. Separating impact from intentions requires us to be aware of the automatic leap from “I was hurt” to “You intended to hurt me.” You can make this distinction by asking yourself three questions: 1. Actions: “What did the other person actually say or do?” 2. Impact: “What was the impact of this on me?” 3. Assumption: “Based on this impact, what assumption am I making about what the other person intended?” Share the Impact on You; Inquire About Their Intentions.

– Listen for Feelings, and Reflect on Your Intentions. When we find ourselves being accused of bad intentions — we have a strong tendency to want to defend ourselves: “That is not what I intended.” We are defending our intentions and our character. However, as we’ve seen, starting here leads to trouble.

– Listen Past the Accusation for the Feelings. Accusation about our bad intentions is always made up of two separate ideas: (1) we had bad intentions and (2) the other person was frustrated, hurt, or embarrassed. Don’t pretend they aren’t saying the first. You’ll want to respond to it. But neither should you ignore the second. And if you start by listening and acknowledging the feelings, and then return to the question of intentions, it will make your conversation significantly easier and more constructive.

– Be Open to Reflecting on the Complexity of Your Intentions. When it comes time to consider your intentions, try to avoid the tendency to say, “My intentions were pure.” We usually think that about ourselves, and sometimes it’s true. But often, as we’ve seen, intentions are more complex.

– Blame Is About Judging, and Looks Backward. Contribution Is About Understanding, and Looks Forward. Contribution is joint and interactive.

– Three Misconceptions About Contribution.
1: I should focus only on my contribution.
2: putting aside blame means putting aside my feelings.
3: exploring contribution means, “blaming the victim”.

– Four Hard-to-Spot Contributions.
1. Avoiding until now.
2. Being unapproachable.
3. Intersections.
4. Problematic role assumptions.

– Two Tools for Spotting Contribution. Role reversal. The observer’s insight.

– Map the Contribution System. What are they contributing? What am I contributing? List each person’s contribution. My contributions. His contributions. Who else is involved? Take responsibility for your contribution early. Help them understand their contribution. Make your observations and reasoning explicit. Clarify what you would have them do differently.

– Don’t Vent: Describe Feelings Carefully.
1. Frame feelings back into the problem.
2. Express the full spectrum of your feelings.
3. Don’t evaluate — just share. Express your feelings without judging, attributing, or blaming. Don’t monopolize: both sides can have strong feelings at the same time. An easy reminder: say “I feel . . . .”

– The Importance of Acknowledgment. What does it mean to acknowledge someone’s feelings? It means letting the other person know that what they have said has made an impression on you, that their feelings matter to you, and that you are working to understand them. “Wow,” you might say, “I never knew you felt that way,” or, “I kind of assumed you were feeling that, and I’m glad you felt comfortable enough with me to share it,” or, “It sounds like this is really important to you.” Let them know that you think understanding their perspective is important, and that you are trying to do so: “Before I give you a sense of what’s going on with me, tell me more about your feeling that I talk down to you.” Sometimes feelings are all that matter.

– Three Core Identities. Am I competent? Am I a good person? Am I worthy of love?

– Vulnerable Identities: the all-or-nothing syndrome. Denial. Exaggeration. We let their feedback define who we are.

– Ground Your Identity.
1: become aware of your identity issues.
2: complexify your identity (adopt the And Stance).

– Three Things to Accept About Yourself.
1. You will make mistakes.
2. Your intentions are complex.
3. You have contributed to the problem.

– Learn to Regain Your Balance. Let go of trying to control their reaction. Prepare for their response. Imagine that it’s three months or ten years from now. Take a break.

-Three Kinds of Conversations That Don’t Make Sense.
1: is the real conflict inside you?
2: is there a better way to address the issue than talking about it?
3: do you have purposes that make sense?

– Remember, You Can’t Change Other People. Don’t focus on short-term relief at long-term cost. Don’t hit-and-run. Letting go. Adopt some liberating assumptions. It’s not my responsibility to make things better; it’s my responsibility to do my best. They have limitations too. This conflict is not who I am. Letting go doesn’t mean I no longer care. Create a learning conversation.

– If You Raise It: Three Purposes That Work.
1. Learning their story.
2. Expressing your views and feelings.
3. Problem-solving together.

– Why Our Typical Openings Don’t Help. We begin inside our own story. We trigger their identity conversation from the start.

– Getting Started.
1: Begin from the Third Story. For example, in the battle between bicycles and cars for the streets of the city, the third story would be the one told by city planners, who can understand each side’s concerns and see why each group is frustrated with the other. When tensions arise in a marriage, the third story might be the one offered by a marriage counselor. In a dispute between friends, the third story may be the perspective of a mutual friend who sees each side as having valid concerns that need to be addressed. Think like a mediator. Not right or wrong, not better or worse – just different. If they start the conversation, you can still step to the third story.
2: Extend an Invitation. Describe your purposes. Invite, don’t impose. Make them your partner in figuring it out. Be persistent.

– “I Wonder If It Would Make Sense . . . ?” Revisiting conversations gone wrong. Talk about how to talk about it. A map for going forward: third story, their story, your story.

– What to Talk About: The Three Conversations (What Happened? Feeling. Identity). Explore where each story comes from. Share the impact on you. Take responsibility for your contribution. Describe feelings. Reflect on the identity issues. How to talk about it: listening, expression, and problem-solving.

– Listening to Them Helps Them Listen to You. The stance of curiosity: how to listen from the inside out. Forget the words, focus on authenticity. The commentator in your head: become more aware of your internal voice. Don’t turn it off, turn it up. Managing your internal voice. Negotiate your way to curiosity. Don’t listen: talk.

– Three Skills: 1: Inquiry, 2: Paraphrasing, and 3: Acknowledgment.
1: Inquire to Learn – don’t make statements disguised as questions. Don’t use questions to cross-examine. Ask open-ended questions. Ask for more concrete information. Create a learning conversation. Examples – can you say a little more about how you see things? What information might you have that I don’t? How do you see it differently? What impact have my actions had on you? Can you say a little more about why you think this is my fault? Were you reacting to something I did? How are you feeling about all of this? Say more about why this is important to you? What would it mean to you if that happened? Make it safe for them not to answer.
2: Paraphrase for Clarity – check your understanding. Show that you’ve heard. Create a learning conversation.
3: Acknowledge Their Feelings (Paras note: big one for me) – answer the invisible questions. How to acknowledge. Order matters: acknowledge before problem-solving. Acknowledging is not agreeing.
A final thought: empathy is a journey, not a destination

– Failure to Express Yourself Keeps You Out of the Relationship. Feel entitled, feel encouraged, but don’t feel obligated. Start with what matters most. Say what you mean: don’t make them guess. Don’t rely on subtext. Avoid easing in. Don’t make your story simplistic: use the “me-me” and.

Telling Your Story with Clarity: Three Guidelines.
1. Don’t Present Your Conclusions as The Truth.
2. Share Where Your Conclusions Come From.
3. Don’t Exaggerate with “Always” and “Never”.
“Always” and “never” do a pretty good job of conveying frustration, but they have two serious drawbacks. First, it is seldom strictly accurate that someone criticizes every time, or that they haven’t at some point said something positive. Using such words invites an argument over the question of frequency: “That’s not true. I said several nice things to you last year when you won the interoffice new idea competition”—a response that will most likely increase your exasperation.

“Always” and “never” also make it harder — rather than easier — for the other person to consider changing their behavior. In fact, “always” and “never” suggest that change will be difficult or impossible. The implicit message is, “What is wrong with you such that you are driven to criticize my clothes?” or even “You are obviously incapable of acting like a normal person.”

A better approach is to proceed as if (however hard it may be to believe) the other person is simply unaware of the impact of their actions on you, and, being a good person, would certainly wish to change their behavior once they became aware of it. You could say something like: “When you tell me my suit reminds you of wrinkled old curtains, I feel hurt. Criticizing my clothes feels like an attack on my judgment and makes me feel incompetent.” If you can also suggest what you would wish to hear instead, so much the better: “I wish I could feel more often like you believed in me. It would really feel great to hear even something as simple as, ‘I think that color looks good on you.’ Anything, as long as it was positive.”

The key is to communicate your feelings in a way that invites and encourages the recipient to consider new ways of behaving, rather than suggesting they’re a schmuck and it’s too bad there’s nothing they can do about it.

– Give Them Room to Change. Help them understand you. Ask them to paraphrase back. Ask how they see it differently — and why.

– You can reframe anything. The ‘you-me’ and (I can try to understand you and you can try to understand me). It’s always the right time to listen. Be persistent about listening. It takes two to agree. Gather information and test your perceptions. Say what is still missing. Say what would persuade you. Ask what (if anything) would persuade them. Ask their advice. Invent options. Ask what standards should apply. The principle of mutual caretaking. If you still can’t agree, consider your alternatives.

– Putting It All Together. (See below checklist for more details). 1: prepare by walking through the three conversations. 2: check your purposes and decide whether to raise it. 3: start from the third story. 4: explore their story and yours. 5: problem-solving.

– Expression: Speak for Yourself with Clarity and Power. Orators need not apply. You’re entitled (yes, you). Failure to express yourself keeps you out of the relationship. Feel entitled, feel encouraged, but don’t feel obligated. Start with what matters most. Say what you mean: don’t make them guess. Don’t rely on subtext. Avoid easing in.

– Don’t Make Your Story Simplistic: Use the “Me-Me” And. “This memo shows incredible creativity, and at the same time is so badly organized that it makes me crazy.” In your attempt to be clear, you say, “Your memo is so badly organized it makes me crazy,” or worse, “Your memo makes me crazy.”

– Problem-Solving: Take the Lead. Reframe, reframe, reframe! You can reframe anything. The “you-me” and (“I can listen and understand what you have to say, and you can listen and understand what I have to say.”). It’s always the right time to listen. Name the dynamic: make the trouble explicit. Now what? Begin to problem-solve. It takes two to agree.

– Gather Information and Test Your Perceptions. Propose crafting a test. Say what is still missing. Say what would persuade you. Ask what (if anything) would persuade them. Ask their advice. Invent options. Ask what standards should apply. The principle of mutual caretaking. If you still can’t agree, consider your alternatives.

– Difficult conversation checklist
Step 1: Prepare by Walking Through the Three Conversations
– Sort out What Happened. Where does your story come from (information, past experiences, rules)? Theirs? What impact has this situation had on you? What might their intentions have been? 
What have you each contributed to the problem?
– Understand Emotions. 
Explore your emotional footprint, and the bundle of emotions you experience.
– Ground Your Identity. What’s at stake for you about you? What do you need to accept to be better grounded?

Step 2: Check Your Purposes and Decide Whether to Raise the Issue
– Purposes: What do you hope to accomplish by having this conversation? Shift your stance to support learning, sharing, and problem-solving.
– Deciding: Is this the best way to address the issue and achieve your purposes? Is the issue really embedded in your Identity Conversation? Can you affect the problem by changing your contributions? If you don’t raise it, what can you do to help yourself let go?

Step 3: Start from the Third Story
– Describe the problem as the difference between your stories. Include both viewpoints as a legitimate part of the discussion.
– Share your purposes.
– Invite them to join you as a partner in sorting out the situation together.

Step 4: Explore Their Story and Yours
– Listen to understand their perspective on what happened. Ask questions. Acknowledge the feelings behind the arguments and accusations. Paraphrase to see if you’ve got it. Try to unravel how the two of you got to this place.
– Share your own viewpoint, your past experiences, intentions, feelings.
– Reframe, reframe, reframe to keep on track. From truth to perceptions, blame to
contribution, accusations to feelings, and so on.

Step 5: Problem-Solving
– Invent options that meet each side’s most important concerns and interests.
– Look to standards for what should happen. Keep in mind the standard of mutual caretaking; relationships that always go one way rarely last.
– Talk about how to keep communication open as you go forward.

Contents:
Foreword by Roger Fisher
Acknowledgments
Introduction

The Problem
1 Sort Out the Three Conversations

Shift to a Learning Stance – The “What Happened?” Conversation
2 Stop Arguing About Who’s Right: Explore Each Other’s Stories
3 Don’t Assume They Meant It: Disentangle Intent from Impact
4 Abandon Blame: Map the Contribution System

– The Feelings Conversation
5 Have Your Feelings (Or They Will Have You)

– The Identity Conversation
6 Ground Your Identity: Ask Yourself What’s at Stake

– Create a Learning Conversation
7 What’s Your Purpose? When to Raise It and When to Let Go
8 Getting Started: Begin from the Third Story
9 Learning: Listen from the Inside Out
10 Expression: Speak for Yourself with Clarity and Power
11 Problem-Solving: Take the Lead
12 Putting It All Together

A Road Map to Difficult Conversations
A Note on Some Relevant Organizations

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The ONE Thing: The Surprisingly Simple Truth Behind Extraordinary Results by Gary Keller & Jay Papasan

Click to get the book or ebook

The ONE Thing: The Surprisingly Simple Truth Behind Extraordinary Results by Gary Keller & Jay Papasan
​Every chapter ends with a summary of the big ideas. Big up Charles Poliquin for the recommendation. The main point of the book which you should ask for everything is ‘What’s the ONE THING I can do such that by doing it everything else will be easier or unnecessary?’. I thought just focusing on one thing was too simple or would be easy but it takes conscious practice.

Notes:
“Be like a postage stamp— stick to one thing until you get there” Josh Billings

Where I’d had huge success, I had narrowed my concentration to one thing, and where my success varied, my focus had too.

Extraordinary results are directly determined by how narrow you can make your focus.

When one thing, the right thing, is set in motion, it can topple many things. (Example of small domino find front on consecutive bigger ones.

The ONE Thing becomes difficult because we’ve unfortunately bought into too many others—and more often than not those “other things” muddle our thinking, misguide our actions, and sidetrack our success. The real solutions we seek are almost always hiding in plain sight; unfortunately, they’ve usually been obscured by an unbelievable amount of bunk, an astounding flood of “common sense” that turns out to be nonsense.

Frog hot water, fish smelling from head down and burning ships stories are examples of non-truthiness. Repeat a lie long enough it starts sounding like truth.

THE SIX LIES BETWEEN YOU AND SUCCESS
Everything Matters Equally
Multitasking
A Disciplined Life
Willpower Is Always on Will-Call
A Balanced Life
Big Is Bad

While to-dos serve as a useful collection of our best intentions, they also tyrannize us with trivial, unimportant stuff that we feel obligated to get done—because it’s on our list. You don’t need a to do list you need a success list. Paretos principle/Jurans rule … 80:20 so from a to-do list, prioritise and it becomes a success list. And then ‘extreme Pareto’ it by narrowing down to just 1.

Multitasking is about multiple tasks alternately sharing one resource (the CPU), but in time the context was flipped and it became interpreted to mean multiple tasks being done simultaneously by one resource (a person). It was a clever turn of phrase that’s misleading, for even computers can process only one piece of code at a time.

It’s not that we have too little time to do all the things we need to do, it’s that we feel the need to do too many things in the time we have

Switching between two simple tasks—like watching television and folding clothes—is quick and relatively painless. However, if you’re working on a spreadsheet and a co-worker pops into your office to discuss a business problem, the relative complexity of those tasks makes it impossible to easily jump back and forth. It always takes some time to start a new task and restart the one you quit, and there’s no guarantee that you’ll ever pick up exactly where you left off. There is a price for this. (Something I kept telling a manager!)

If you were trying to talk a passenger through landing a DC-10, you’d stop walking. Likewise, if you were walking across a gorge on a rope bridge, you’d likely stop talking.

Researchers estimate we lose 28 percent of an average workday to multitasking ineffectiveness.

Once a new behavior becomes a habit, it takes less discipline to maintain.

The results suggest that it takes an average of 66 days to acquire a new habit. The full range was 18 to 254

WHAT TAXES YOUR WILLPOWER
Implementing new behaviours
Filtering distractions
Resisting temptation
Suppressing emotion
Restraining aggression
Suppressing impulses
Taking tests
Trying to impress others
Coping with fear
Doing something you don’t enjoy
Selecting long-term over short-term rewards
More on willpower in this posts – Willpower: Rediscovering Our Greatest Strength by Roy F. Baumeister & John Tierney

A balanced life is a lie, it doesn’t exist. Focusing on one means others will be neglected. Instead of balance, counterbalance. Like balancing 2 buckets.

When you’re supposed to be working, work, and when you’re supposed to be playing, play. It’s a weird tightrope you’re walking, but it’s only when you get your priorities mixed up that things fall apart.

“We are kept from our goal, not by obstacles but by a clear path to a lesser goal.”
—Robert Brault

What’s the ONE THING I can do such that by doing it everything else will be easier or unnecessary?

Think big and specific e.g. How can I double sales in 6 months.

There is a natural rhythm to our lives that becomes a simple formula for implementing the ONE Thing and achieving extraordinary results: purpose, priority, and productivity. Bound together, these three are forever connected and continually confirming each other’s existence in our lives. Their link leads to the two areas where you’ll apply the ONE Thing—one big and one small. Your big ONE Thing is your purpose and your small ONE Thing is the priority you take action on to achieve it. The most productive people start with purpose and use it like a compass. They allow purpose to be the guiding force in determining the priority that drives their actions.

Those in one group were told to visualize the outcome (like getting an “A” on an exam) and the others were asked to visualize the process needed to achieve a desired outcome (like all of the study sessions needed to earn that “A” on the exam). In the end, students who visualized the process performed better across the board—they studied earlier and more frequently and earned higher grades than those who simply visualized the outcome.

4 proven ways to battle distractions and keep your eye on your ONE Thing.
Build a bunker.
Store provisions.
Sweep for mines.
Enlist support.

Research that individuals with written goals were 39.5 percent more likely to succeed. But there’s more to the story. Individuals who wrote their goals and sent progress reports to friends were 76.7 percent more likely to achieve them. As effective as writing down your goals can be, simply sharing your progress toward your goals with someone regularly even just a friend, makes you almost twice as effective.

THE FOUR THIEVES OF PRODUCTIVITY
Inability to Say “No”
Fear of Chaos
Poor Health Habits
Environment Doesn’t Support Your Goals

CONTENTS
1. The ONE Thing
2. The Domino Effect
3. Success Leaves Clues

PART 1
THE LIES
THEY MISLEAD AND DERAIL US
4. Everything Matters Equally
5. Multitasking
6. A Disciplined Life
7. Willpower Is Always on Will-Call
8. A Balanced Life
9. Big Is Bad

PART 2
THE TRUTH
THE SIMPLE PATH TO PRODUCTIVITY
10. The Focusing Question
11. The Success Habit
12. The Path to Great Answers

PART 3
EXTRAORDINARY RESULTS
UNLOCKING THE POSSIBILITIES WITHIN YOU
13. Live with Purpose
14. Live by Priority
15. Live for Productivity
16. The Three Commitments
17. The Four Thieves
18. The Journey

Putting The ONE Thing to Work
On the Research
Index
Acknowledgments
About the Authors
Resources
Copyright

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