Essentialism: The Disciplined Pursuit of Less
Format: PDF / Kindle (mobi) / ePub
INSTANT NEW YORK TIMES AND WALL STREET JOURNAL BESTSELLER
Have you ever felt the urge to declutter your work life?
Do you often find yourself stretched too thin?
Do you simultaneously feel overworked and underutilized?
Are you frequently busy but not productive?
Do you feel like your time is constantly being hijacked by other people’s agendas?
If you answered yes to any of these, the way out is the Way of the Essentialist.
The Way of the Essentialist isn’t about getting more done in less time. It’s about getting only the right things done. It is not a time management strategy, or a productivity technique. It is a systematic discipline for discerning what is absolutely essential, then eliminating everything that is not, so we can make the highest possible contribution towards the things that really matter.
By forcing us to apply a more selective criteria for what is Essential, the disciplined pursuit of less empowers us to reclaim control of our own choices about where to spend our precious time and energy – instead of giving others the implicit permission to choose for us.
Essentialism is not one more thing – it’s a whole new way of doing everything. A must-read for any leader, manager, or individual who wants to do less, but better, and declutter and organize their own their lives, Essentialism is a movement whose time has come.
and come up with new stories. Or as Albert Einstein once said: “When I examine myself and my methods of thought, I come to the conclusion that the gift of fantasy has meant more to me than my talent for absorbing positive knowledge.”6 Second, play is an antidote to stress, and this is key because stress, in addition to being an enemy of productivity, can actually shut down the creative, inquisitive, exploratory parts of our brain. You know how it feels: you’re stressed about work and suddenly
chapter 1. At this point in the book, you’ve taken stock of everything hanging in your closet. You have your clothes divided into piles of “must keep” and “probably should get rid of.” But are you really ready to stuff the “probably should get rid of” pile in a bag and send it off? In other words, it’s not enough to simply determine which activities and efforts don’t make the best possible contribution; you still have to actively eliminate those that do not. Part Three of this book will show you
When Jobs was looking for a logo for the company NeXT, he asked Rand, whose work included the logos for IBM, UPS, Enron, Westinghouse, and ABC, to come up with a few options. But Rand didn’t want to come up with “a few options.” He wanted to design just one option. So Rand said: “No. I will solve your problem for you. And you will pay me. And you don’t have to use the solution. If you want options go talk to other people. But I will solve the problem the best way I know how. And you use it or
they revealed that government ministers at the time knew the investment “could not stand on normal economic grounds.”2 Why would intelligent, capable British and French government officials continue to invest in what was clearly a losing proposition for so long? One reason is a very common psychological phenomenon called “sunk-cost bias.” Sunk-cost bias is the tendency to continue to invest time, money, or energy into something we know is a losing proposition simply because we have already
http://hbr.org/2011/05/the-power-of-small-wins/. 6. “The Lord Will Multiply the Harvest,” An Evening with Henry B. Eyring, February 6, 1998. http://www.lds.org/manual/teaching-seminary-preservice-readings-religion-370-471-and-475/the-lord-will-multiply-the-harvest?lang=eng. 7. Ibid., “Can we reverse the Stanford Prison Experiment?” 8. See his website, http://heroicimagination.org/. 9. We got this idea from Glenn I. Latham’s The Power of Positive Parenting