Quotes About Effectiveness

One executive suggests a discipline — putting down first what you want the reader to do, next the three most important things the reader needs to understand to take that action, then starting to write. When you're done, he suggests asking yourself whether if you were the reader, would you take action on the basis of what is written.

Bad writing slows things down; good writing speeds them up.

This style of talk is generally heard among middle managers. It seldom comes from the CEO, who, having risen to the top, is less interested in impressing people than in clear communications — and getting things done.

Do The Simplest Thing That Could Possibly Work

Without planning, we are individuals with haphazard connections and effectiveness. We are a team when we plan and work in harmony.

We should forget about small efficiencies, say about 97% of the time: premature optimization is the root of all evil.

The doctor is effective only when he himself is affected. Only the wounded physician heals

Everything we do not differentiate falls into the Pleroma and is cancelled out along with its opposite. Therefore if we do not discern God, then the effective fullness is cancelled out for us.

Why bother hiring a hotshot if the bulk of their time is spent doing administrative work?

High-Quality Work Produced = (Time Spent) x (Intensity of Focus)

A shutdown habit, therefore, is not necessarily reducing the amount of time you're engaged in productive work, but is instead diversifying the type of work you deploy.

Part of what makes this philosophy so effective is that the very act of being selective about your tools will bring you satisfaction, typically much more than what is lost from the tools you decide to avoid.

Here's a case where someone successfully followed their passion," they say, "therefore 'follow your passion' must be good advice." This is faulty logic. Observing a few instances of a strategy working does not make it universally effective.

argue that his approach to batching helps explain this paradox. In particular, by consolidating his work into intense and uninterrupted pulses, he's leveraging the following law of productivity: High-Quality Work Produced = (Time Spent) x (Intensity of Focus) If you believe this formula, then Grant's habits make sense: By maximizing his intensity when he works, he maximizes the results he produces per unit of time spent working.

The more you try to do, the less you actually accomplish." They elaborate that execution should be aimed at a small number of "wildly important goals.

Generally speaking, as knowledge work makes more complex demands of the labor force, it becomes harder to measure the value of an individual's efforts.

If you service low-impact activities, therefore, you're taking away time you could be spending on higher-impact activities.

working on a single hard task for a long time without switching, Grant minimizes the negative impact of attention residue from his other obligations, allowing him to maximize performance on this one task. When Grant is working for days in isolation on a paper, in other words, he's doing so at a higher level of effectiveness than the standard professor following a more distracted strategy in which the work is repeatedly interrupted by residue-slathering interruptions.

When Grant is working for days in isolation on a paper, in other words, he's doing so at a higher level of effectiveness than the standard professor following a more distracted strategy in which the work is repeatedly interrupted by residue-slathering interruptions.

But when it comes to decisions affecting your core career, money remains an effective judge of value. "If

I build my days around a core of carefully chosen deep work, with the shallow activities I absolutely cannot avoid batched into smaller bursts at the peripheries of my schedule.

law of productivity: High-Quality Work Produced = (Time Spent) x (Intensity of Focus)

And as Jason Fried discovered, if you not only eliminate shallow work, but also replace this recovered time with more of the deep alternative, not only will the business continue to function; it can become more successful.

John Hines said, "Preaching is effective as long as the preacher expects something to happen—not because of the sermon, not even because of the preacher, but because of God.