Non-Essentialists apply implicit or unspoken criteria to the decisions they make in both their personal and their professional lives. For example, when deciding what projects to take on at work, a non-Essentialist may operate by the implicit criterion, “If my manager asks me to do it, then I should do it.” Or even more broadly, “If someone asks me to do something, I should try to do it.” Or
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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.
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When we forget our ability to choose, we learn to be helpless. Drip by drip we allow our power to be taken away until we end up becoming a function of other people’s choices — or even a function of our own past choices. In turn, we surrender our power to choose. That is the path of the Nonessentialist. The Essentialist doesn’t just recognize the power of choice, he celebrates it. The Essentialist knows that when we surrender our right to choose, we give others not just the power but also the explicit permission to choose for us.
The way of the Essentialist means living by design, not by default. Instead of making choices reactively, the Essentialist deliberately distinguishes the vital few from the trivial many, eliminates the nonessentials, and then removes obstacles so the essential things have clear, smooth passage. In other words, Essentialism is a disciplined, systematic approach for determining where our highest point of contribution lies, then making execution of those things almost effortless.
There are far more activities and opportunities in the world than we have time and resources to invest in. And although many of them may be good, or even very good, the fact is that most are trivial and few are vital. The way of the Essentialist involves learning to tell the difference — learning to filter through all those options and selecting only those that are truly essential.
Because most of what we say and do is not essential. If you can eliminate it, you'll have more time, and more tranquillity. Ask yourself at every moment, “Is this necessary?” But we need to eliminate unnecessary assumptions as well. To eliminate the unnecessary actions that follow. (Hays translation)
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