Greg McKeown Quotes

As Ralph Waldo Emerson said, “The crime which bankrupts men and states is that of job-work; – declining from your main design to serve a turn here or there.

For years before the Olympic swimmer Michael Phelps won the gold at the 2008 Beijing Olympics, he followed the same routine at every race. He arrived two hours early.1 He stretched and loosened up, according to a precise pattern: eight hundred mixer, fifty freestyle, six hundred kicking with kickboard, four hundred pulling a buoy, and more. After the warm-up he would dry off, put in his earphones, and sit — never lie down — on the massage table. From that moment, he and his coach, Bob Bowman, wouldn’t speak a word to each other until after the race was over. At forty-five minutes before the race he would put on his race suit. At thirty minutes he would get into the warm-up pool and do six hundred to eight hundred meters. With ten minutes to go he would walk to the ready room. He would find a seat alone, never next to anyone. He liked to keep the seats on both sides of him clear for his things: goggles on one side and his towel on the other. When his race was called he would walk to the blocks. There he would do what he always did: two stretches, first a straight-leg stretch and then with a bent knee. Left leg first every time. Then the right earbud would come out. When his name was called, he would take out the left earbud. He would step onto the block — always from the left side. He would dry the block — every time. Then he would stand and flap his arms in such a way that his hands hit his back. Phelps explains: “It’s just a routine. My routine. It’s the routine I’ve gone through my whole life. I’m not going to change it.” And that is that. His coach, Bob Bowman, designed this physical routine with Phelps. But that’s not all. He also gave Phelps a routine for what to think about as he went to sleep and first thing when he awoke. He called it “Watching the Videotape.”2 There was no actual tape, of course. The “tape” was a visualization of the perfect race. In exquisite detail and slow motion Phelps would visualize every moment from his starting position on top of th

Thich Nhat Hanh, the Vietnamese Zen Buddhist monk who has been called the “world’s calmest man,” has spent a lifetime exploring how to live in kairos, albeit by a different name. He has taught it as mindfulness or maintaining “beginner’s mind.” He has written: “Mindfulness helps you go home to the present. And every time you go there and recognize a condition of happiness that you have, happiness comes.”2 This focus on being in the moment affects the way he does everything. He takes a full hour to drink a cup of tea with the other monks every day. He explains: “Suppose you are drinking a cup of tea. When you hold your cup, you may like to breathe in, to bring your mind back to your body, and you become fully present. And when you are truly there, something else is also there — life, represented by the cup of tea. In that moment you are real, and the cup of tea is real. You are not lost in the past, in the future, in your projects, in your worries. You are free from all of these afflictions. And in that state of being free, you enjoy your tea. That is the moment of happiness, and of peace.” Pay attention through the day for your own kairos moments. Write them down in your journal. Think about what triggered that moment and what brought you out of it. Now that you know what triggers the moment, try to re-create it. Training yourself to tune into kairos will not only enable you to achieve a higher level of contribution but also make you happier.

if there’s one thing you are passionate about — and that you can be best at — you should do just that one thing.

Have you ever found that the more you complain — and the more you read and hear other people complain — the easier it is to find things to complain about? On the other hand, have you ever found that the more grateful you are, the more you have to be grateful for?

once you’ve figured out which activities and efforts to keep – the ones that make your highest level of contribution – you need a system to make executing your intentions as effortless as possible.

So if the stigma of sleep still exists in your workplace, consider developing an initiative at work to explicitly encourage sleep. If that sounds radical, consider how the many benefits of sleep — greater creativity, enhanced productivity, even lower health care costs — have the potential to directly affect the bottom line.

Instead of focusing on the efforts and resources we need to add, the Essentialist focuses on the constraints or obstacles we need to remove.

To reduce the friction with another person, apply the “catch more flies with honey” approach. Send him an e-mail, but instead of asking if he has done the work for you (which obviously he hasn’t), go and see him. Ask him, “What obstacles or bottlenecks are holding you back from achieving X, and how can I help remove these?” Instead of pestering him, offer sincerely to support him. You will get a warmer reply than you would by just e-mailing him another demand.

In the same way, when individuals are involved in too many disparate activities – even good activities – they can fail to achieve their essential mission.

Being a journalist of your own life will force you to stop hyper-focusing on all the minor details and see the bigger picture.

The way of the Essentialist, on the other hand, is to explore and evaluate a broad set of options before committing to any. Because Essentialists will commit and “go big” on only the vital few ideas or activities, they explore more options at first to ensure they pick the right one later.

A non-Essentialist approaches every trade-off by asking, “How can I do both?” Essentialists ask the tougher but ultimately more liberating question, “Which problem do I want?” An Essentialist makes trade-offs deliberately. She acts for herself rather than waiting to be acted upon. As economist Thomas Sowell wrote: “There are no solutions. There are only trade-offs.

One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions.

These three elements – explore, eliminate, execute – are not separate events as much as a cyclical process. And when we apply them consistently we are able to reap greater and greater benefits.