I have a suspicion that a whole bunch of energy will get unlocked. I’ll just start doing things, and creating things and talking to people, and going to places…that I cannot fundamentally imagine right now, and it will be that stuff that shapes my life going forward…I am curious what else will show up.”3 He was able to take the leap because he had tapped into the power of wonder, enabling him to be excited about an uncertain future.
American independent writer
Paul Millerd is an independent writer, freelancer, coach, and digital creator. He has written online for many years and has built a growing audience of curious humans from around the world. He spent several years working in strategy consulting before deciding to walk away and embrace a pathless path. He is fascinated about how our relationship to work is shifting and how more people can live lives where they can thrive
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Professors Richard Tedeschi and Lawrence Calhoun have suggested that many people who face crises often experience “post-traumatic growth” and that this manifests as an “appreciation for life in general, more meaningful interpersonal relationships, an increased sense of personal strength, changed priorities, and a richer existential and spiritual life.
On the pathless path, the goal is not to find a job, make money, build a business, or achieve any other metric. It's to actively and consciously search for the work that you want to keep doing. This is one of the most important secrets of the pathless path. With this approach, it doesn't make sense to chase any financial opportunity if you can't be sure that you will like the work. What does make sense is experimenting with different kinds of work, and once you find something worth doing, working backward to build a life around being able to keep doing it.
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The word burnout was coined in the 1970s by Herbert Freudenberger, an American psychologist who studied workers in free health clinics. He found that the prime candidates for burnout were those who were "dedicated and committed," trying to balance their need to give, to please others, and to work hard. He noticed that when there was added pressure from superiors, people often hit a breaking point.52