Cal Newport Quotes

the differences between expert performers and normal adults reflect a life-long period of deliberate effort to improve performance in a specific domain.” American

the people I knew who signed up for thefacebook.com were almost certainly spending significantly more time playing Snood (a Tetris-style puzzle game that was inexplicably popular)

if you keep interrupting your evening to check and respond to e-mail, or put aside a few hours after dinner to catch up on an approaching deadline, you’re robbing your directed attention centers of the uninterrupted rest they need for restoration. Even if these work dashes consume only a small amount of time, they prevent you from reaching the levels of deeper relaxation in which attention restoration can occur. Only the confidence that you’re done with work until the next day can convince your brain to downshift to the level where it can begin to recharge for the next day to follow. Put another way, trying to squeeze a little more work out of your evenings might reduce your effectiveness the next day enough that you end up getting less done than if you had instead respected a shutdown.

Pushing past what’s comfortable, however, is only one part of the deliberate-practice story; the other part is embracing honest feedback — even if it destroys what you thought was good. As Colvin explains in his Fortune article, “You may think that your rehearsal of a job interview was flawless, but your opinion isn’t what counts.” It’s so tempting to just assume what you’ve done is good enough and check it off your to-do list, but it’s in honest, sometimes harsh feedback that you learn where to retrain your focus in order to continue to make progress.

People play differently when they’re keeping score,” the 4DX authors explain. They then elaborate that when attempting to drive your team’s engagement toward your organization’s wildly important goal, it’s important that they have a public place to record and track their lead measures. This scoreboard creates a sense of competition that drives them to focus on these measures, even when other demands vie for their attention. It also provides a reinforcing source of motivation. Once the team notices their success with a lead measure, they become invested in perpetuating this performance.

All of humanity’s problems stem from man’s inability to sit quietly in a room alone,” Blaise Pascal famously wrote in the late seventeenth century.

The thought process that went into building these applications, Facebook being the first of them, . . . was all about: “How do we consume as much of your time and conscious attention as possible?” And that means that we need to sort of give you a little dopamine hit every once in a while, because someone liked or commented on a photo or a post or whatever.

Scientific breakthroughs, as we just learned, require that you first get to the cutting edge of your field. Only then can you see the adjacent possible beyond, the space where innovative ideas are almost always discovered. Here’s the leap I made as I pondered Pardis Sabeti around the same time I was pondering Johnson’s theory of innovation: A good career mission is similar to a scientific breakthrough — it’s an innovation waiting to be discovered in the adjacent possible of your field. If you want to identify a mission for your working life, therefore, you must first get to the cutting edge — the only place where these missions become visible.

These interviews emphasize an important point: Compelling careers often have complex origins that reject the simple idea that all you have to do is follow your passion.

The key lesson I want to extract from Marshall’s story is that management is about more than responsiveness. Indeed, as detailed earlier in this chapter, a dedication to responsiveness will likely degrade your ability to make smart decisions and plan for future challenges

The premise of this chapter is that by cultivating a high-quality leisure life first, it will become easier to minimize low-quality digital diversions later.

Deep work should be a priority in today’s business climate. But it’s not. I’ve just summarized various explanations for this paradox. Among them are the realities that deep work is hard and shallow work is easier, that in the absence of clear goals for your job, the visible busyness that surrounds shallow work becomes self-preserving, and that our culture has developed a belief that if a behavior relates to “the Internet,” then it’s good — regardless of its impact on our ability to produce valuable things. All of these trends are enabled by the difficulty of directly measuring the value of depth or the cost of ignoring it.

we were pushed into it by the high-end device companies and attention economy conglomerates who discovered there are vast fortunes to be made in a culture dominated by gadgets and apps.

What’s the alternative to this state of affairs? Bennett suggests that his typical man see his sixteen free hours as a “day within a day,” explaining, “during those sixteen hours he is free; he is not a wage-earner; he is not preoccupied with monetary cares; he is just as good as a man with a private income.” Accordingly, the typical man should instead use this time as an aristocrat would: to perform rigorous self-improvement — a task that, according to Bennett, involves, primarily, reading great literature and poetry.

Like several other parents who participated in my experiment, Tarald invested his newfound time and attention in his family. He was unhappy with how distracted he was when spending time with his sons. He told me about how, on the playground, when they would come seeking recognition for something they figured out and were proud of, he wouldn’t notice, as his attention was on his phone. “I started thinking about how many of these small victories I miss out on because I feel this ridiculous need to check the news for the umpteenth time,” he told me. During his declutter he rediscovered the satisfaction of spending real time with his boys instead of just spending time near them with his eyes on the screen. He noted how surreal it can feel to be the only parent at the playground who is not looking down.