Rafael Alves ITM

Produtividade do Bem

Leitura de 38 min

📚 Produtividade do Bem

🎯 Resumo da Obra

Em Produtividade do Bem Ali Abdaal oferece uma abordagem holística para a produtividade que vai além de apenas gerenciar tarefas e listas de afazeres. Ele argumenta que a verdadeira produtividade é sobre fazer mais do que importa para você, enquanto se sente bem no processo. Nesse sentido, o autor argumenta que precisamos entender melhor como nosso comportamento, incluindo pensamentos e emoções, afeta nosso desempenho. Não só isso, também precisamos entender que o mundo opera de muitas maneiras diferentes e que somos constantemente moldados por ele. No entanto, é possível usar algumas estratégias para alinhar melhor nossa visão de como ser produtivo com a própria realidade.

🧠 Minha Experiência

Li este livro após uma onda de baixa produtividade. Eu já conhecia o canal de Ali Abdaal no YouTube e já havia visto alguns de seus vídeos sobre produtividade. Acredito que ele é uma pessoa que tem muito a contribuir para o campo do desenvolvimento pessoal e produtividade, apesar de discordar de algumas de suas posições e ações. O livro em si foi muito interessante de ler porque mistura algumas dicas de aprimoramento pessoal com ciência para dar mais peso às suas posições e descobertas. Infelizmente, o ponto central do livro se perde ao longo do caminho e só retorna no final do livro. A ideia que permanece é que, para ser produtivo, você precisa aprender a desfrutar do caminho que o leva a alcançar seus objetivos. Para fazer isso, você precisa alinhar diferentes visões sobre si mesmo e o mundo ao seu redor para que possa aproveitar ao máximo o que o mundo tem a oferecer.

📝 Notas de Conteúdo

🖍️ Destaques e Citações

  • Curiosity doesn’t simply make our lives more enjoyable. It also allows us to focus longer.
  • And if you’re concerned that you’re not ‘qualified’ enough to teach someone else, it’s worth remembering that the people we learn from best are often the ones who are just a step ahead of us in the journey. So anyone can become a teacher.
  • Often, the reason we don’t make a start is because we don’t know what we’re supposed to be doing in the first place – a mystifying fog has set in around us. I call it the fog of uncertainty.

Slowly, and then all at once, I started to doubt all the productivity advice I had absorbed. Did success really require suffering? What was ‘success’ anyway? Was suffering even sustainable? Did it make sense that feeling overwhelmed would be good for getting things done? Did I have to trade my health and happiness for, well, anything? — Página: 46

Nota: Essas perguntas pegam a gente dd temos em tempos.

Isen found something interesting: those whose moods were subtly improved by the gift were significantly more successful in solving the candle problem. — Página: 70

I realised that Isen’s insight was quite profound. It suggested that feeling good doesn’t just end with feeling good. It actually changes our patterns of thought and behaviour. — Página: 73

According to the broaden-and-build theory, positive emotions ‘broaden’ our awareness and ‘build’ our cognitive and social resources. — Página: 80

Broaden refers to the immediate effect of positive emotions: when we’re feeling good, our minds open up, we take in more information, and we see more possibilities around us. — Página: 81

Build refers to the long-term effects of positive emotions. When we experience positive emotions, we build up a reservoir of mental and emotional resources that can help us in the future — Página: 84

First, feeling good boosts our energy. — Página: 97

So what’s the source of this mysterious energy? The short answer: feeling good. Positive emotions are bound up with a set of four hormones – endorphins, serotonin, dopamine and oxytocin – which are often labelled as the ‘feel-good hormones’. All of them allow us to accomplish more. — Página: 103

All this means that these feel-good hormones are the starting point of a virtuous cycle. When we feel good, we generate energy, which boosts our productivity. And this productivity leads to feelings of achievement, which make us feel good all over again. — Página: 110

Second, feeling good reduces our stress. — Página: 113

This is the ‘undoing hypothesis’: that positive emotions can ‘undo’ the effects of stress and other negative emotions. If stress is the problem, then feeling good might just be the solution. — Página: 128

Because third, feeling good enriches your life. — Página: 130

Individuals who frequently experience positive emotions aren’t just more sociable, optimistic and creative. They also accomplish more. — Página: 133

It was pretty easy doing nothing, he found. He still liked teaching undergraduates, sitting in the library reading and wandering around campus. He just didn’t like working. — Página: 193

Nota: Essa é uma sensacao que venho sentindo

‘That didn’t make any difference: I’d invent things and play with things for my own entertainment.’ — Página: 206

Nota: As vezess nao importa se outra pessoa ja descobriu algo. Importa apemas que a gente se divirta no processo

As one recent study put it: ‘the psychological function of play is to restore the physically and mentally fatigued individual through participation in activity which is pleasurable and relaxing.’ — Página: 225

This is a mistake. Because adventure, it turns out, is the first major ingredient of play – and perhaps of happiness. — Página: 237

Play allows us to take on different roles or personas, whether we’re becoming a character in WoW or acting out an imaginary scene with friends in the playground. These characters allow us to express different aspects of ourselves and transform our experiences into something more enjoyable. When you take on a different persona, you start to find adventure. — Página: 263

The Collector loves to gather and organise, enjoying activities like searching for rare plants, or rummaging around in archives or garage sales. The Competitor enjoys games and sports, and takes pleasure in trying their best and winning. The Explorer likes to wander, discovering new places and things they’ve never seen, through hiking, road tripping and other adventures. The Creator finds joy in making things, and can spend hours every day drawing, painting, making music, gardening and more. The Storyteller has an active imagination and uses their imagination to entertain others. They’re drawn to activities like writing, dance, theatre and role-playing games. The Joker endeavours to make people laugh, and may play by performing stand-up, doing improv, or just pulling a lot of pranks to make you smile. The Director likes to plan, organise and lead others, and can fit into many different roles and activities, from directing stage performances to running a company, to working in political or social advocacy. The Kinesthete finds play in physical activities like acrobatics, gymnastics and free running. — Página: 276

For one thing, the researchers had a hunch that when people were curious about something, they remembered the details better. They were right. — Página: 304

Curiosity doesn’t simply make our lives more enjoyable. It also allows us to focus longer. — Página: 315

By adding a side quest to your day, you create space for curiosity, exploration and playfulness – and could discover something amazing and totally unexpected along the way. — Página: 324

Panksepp’s rats showed that if we want to find joy in what we’re doing, it won’t be solely down to the higher and most complicated parts of the brain, those associated with the cerebral cortex. It’s also down to the more ancient, basic parts of our neurology – the same feel-good hormones activated in those rats. — Página: 337

‘What would this look like if it were fun?’ has now become a guiding question in my life. And it’s surprisingly easy to draw upon. — Página: 373

Csikszentmihalyi argued that if we can we learn to focus on the process, rather than the outcome, we’re substantially more likely to enjoy a task. — Página: 395

knew she’d made the right decision.”’ Dicks says that the effects of these little changes in his routine were unexpectedly significant. They were the kind of mini tasks that might, in his words: ‘just make the customer’s day a little better, and definitely made me feel more energised on days that felt like they were dragging’. — Página: 408

These studies, and countless others, prove something that most of us instinctively know to be true: when we’re stressed, we’re less likely to be playful. And our creativity, productivity and wellbeing tend to suffer too. — Página: 424

His aim was to show that we’re hugely, disproportionately impacted by negative consequences – even arbitrary ones. And these consequences make us afraid of failure, even when we needn’t be. — Página: 441

Rober’s experiment proved what he’d already noticed in the world of work: that success isn’t down to how often you fail. It’s about how you frame your failures. — Página: 445

If your goal is to build a successful business, then your data collection process might involve testing different business ideas, products or services. With an experimental mindset, a product launch that doesn’t meet expectations wouldn’t be a failure or a disaster; it’d just be another data point to help you refine your strategy and better understand your target market. — Página: 459

Nota: No fim, falhas sao experiencias esperadas e que devem ser levadas em conta.

With an experimental mindset, a date that doesn’t lead to a second one or a friendship that doesn’t blossom wouldn’t be a failure; it’d just be another data point to help you understand your compatibility. — Página: 465

There’s a lot to be gained from treating our work and our life with this approach too. I find that in moments when I feel stressed, anxious or drained by my work, it’s easy to forget to be sincere and to flip towards being too serious instead. — Página: 490

The trick is simple: when you feel like your work is draining or overwhelming, try asking yourself, ‘How can I approach this with a little less seriousness, and a little more sincerity?’ — Página: 493

the sense that your job is in your control, your life is in your hands, and that decisions about your future are yours alone. This power isn’t something that we exert on others; it’s something we feel, the energy that makes us want to shout from the rooftops: ‘I can do it!’ — Página: 549

Feeling confident about our ability to complete a task makes us feel good when we’re doing it, and helps us do it better. — Página: 575

Self-efficacy was the term he coined to describe such feelings, referring to how much belief we have that we’re able to achieve our objectives. — Página: 580

To oversimplify just a little, self-efficacy is psychology jargon for confidence. — Página: 583

Because from the moment Bandura began investigating the science of confidence, he noticed something else striking: that self-efficacy is easy to teach. After decades of research, he concluded that confidence isn’t something you’re born with; it’s something you learn. — Página: 593

This study shows that simply by becoming your own hype team you can dramatically impact your own productivity. — Página: 609

‘vicarious mastery experience’. This is when you witness or hear about someone else’s performance related to a task that you’re going to undertake yourself. You see other people’s examples, and it boosts your confidence. — Página: 644

Bandura argued that being surrounded by other people who show persistence and effort in overcoming challenges can increase our own feelings of self-efficacy because they demonstrate to us that these challenges can be overcome. — Página: 652

If they can, you can too. It’s a toolkit anyone can draw upon. Find people who are going through the same challenges as you and spend time with them – or find other ways to hear their stories. By immersing yourself in vicarious success, you’ll be building a powerful story in your own mind: that if they can, you can too. — Página: 666

Our friend Albert Bandura has a catchy name for the way these learning experiences compound – enactive mastery experiences. Enactive mastery is the flipside of the vicarious mastery we’ve just encountered. According to Bandura, an enactive mastery experience refers to the process of learning through doing. — Página: 682

One Zen concept that came up time and again in Jackson’s coaching practices was the Japanese word shoshin, which roughly translates as ‘beginner’s mind’. Shoshin refers to a state of mind in which we approach every task and situation with the curiosity, openness and humility of a beginner. — Página: 698

If you’re in the world of business, shoshin might mean embracing innovation and experimentation, reminding yourself that ‘masters’ become limited by their beliefs in what’s been done and how, while beginners seek new approaches to problem-solving and explore new markets or opportunities. — Página: 712

In identical circumstances, with identical material, the people who had to teach others about a subject would learn the material better themselves. The researchers named this phenomenon the ‘protégé effect’. — Página: 732

And if you’re concerned that you’re not ‘qualified’ enough to teach someone else, it’s worth remembering that the people we learn from best are often the ones who are just a step ahead of us in the journey. So anyone can become a teacher. — Página: 747

Nota: Uma simples coisa que voce sabe outra pessoa pode nao saber

Intrinsic motivation comes from the inside: driven by self-fulfilment, curiosity and a genuine desire to learn. Extrinsic motivation comes from the outside: driven by pay-rises, material rewards and social approval. — Página: 762

Sometimes, we’re right: there is nothing we can do. But often we have more agency than we realise – if not over the whole situation, then over parts of it. We have control even when we don’t know it. — Página: 784

Nota: As vezes temos o poder de mudar algo

FiletOfFish1066 had realised that he might not have ownership over what he did as he had to do what his boss said. But he chose to take ownership over how he did it. — Página: 803

Nota: As vezes isso é verdade

You can do the same. ‘Have to’ is coercive language that makes you feel powerless. ‘Choose to’ is autonomy-affirming language that makes you feel powerful. — Página: 848

Scientists have long been aware of what they call ‘relational energy’: the fact that our interactions with others can have a profound effect on our mood. — Página: 873

This subtle change of mindset had a remarkable effect. Participants in the ‘together’ group ended up working on the puzzle for 48 per cent longer. They had developed what I call a comrade mindset. And they were doing better as a result. — Página: 926

As Walton concluded, ‘Simply feeling as if you’re part of a team of people working on a task makes people more motivated as they take on challenges.’ When the going gets tough, it’s better to have friends to lean on than enemies to lord it over. — Página: 944

When we work in synchrony with other people, we tend to be more productive. Synchronicity makes us want to help others. And it makes us want to help ourselves. — Página: 963

I continue to find these sync sessions incredibly helpful for staying energised. Even though we’re all working on different things, working in tandem with others has huge effects on my ability to focus, and helps me feel better too. — Página: 969

Nota: Essa pode ser uma ideia interessante para se trabalhar em conjunto.

Every weekday, four times a day, a few hundred writers (and some non-writers) assemble on a Zoom video call. The facilitator spends five minutes sharing a motivational message and asking participants to post in the online chat what their intention for their writing session is going to be. Then, for fifty minutes, everyone minimises their Zoom window, and works away at their computer. — Página: 967

These random acts of kindness offer the first way to integrate the helper’s high into our day-to-day lives. By stopping what you’re doing and offering help to people at random, you can boost your endorphin levels and help yourself work harder. — Página: 997

This concept is today known as the ‘Benjamin Franklin effect’. It suggests that when we ask someone for help, it’s likely to make them think better of us. It’s the flipside of the transformative effects of helping others: we can ask others to help us, which will help them feel better, too. — Página: 1023

So where most books about bringing people together focus on communication, here I want to focus on the power of over-communication. When you think you’ve communicated plenty, you almost certainly haven’t. — Página: 1050

The first tactic for overcommunicating the good, then, is to share positive news – and to react to positive news in an energising way. This helps both the sharer and the responder. For the sharer, the simple act of sharing positive news increases positive emotions and psychological wellbeing. For the responder, expressing pride and happiness in the other person’s accomplishments fuels a positive interaction and bolsters the relationship. — Página: 1058

It turns out that how participants responded to their partners’ good news was the strongest predictor of how long they’d stay together and how happy they were in those relationships. — Página: 1081

The reason for all this lying is that honesty often feels like a lose–lose situation. We lose if we’re too honest because we come across like a jerk. — Página: 1105

In her book Radical Candor, Scott writes that being radically candid is about caring personally (that is, genuinely caring about the person you’re speaking to) while also directly challenging the issue at hand. — Página: 1108

In contrast, being candid doesn’t assume that we know the truth. The spirit of being candid is more like: ‘Here’s what I think. Can you hear me out or help me out? We can do it together.’ — Página: 1118

I call this solution to procrastination ‘the motivation method’. It’s very common. And it’s total nonsense. The trouble with the motivation method is very simple. There are plenty of us who genuinely do want to do the things we struggle with. — Página: 1168

Put simply, discipline is when we do stuff that we don’t feel like doing. — Página: 1174

Motivation and discipline are useful strategies, but they’re band-aids covering up deeper wounds. They might sometimes work to treat the symptoms, but they don’t change the underlying condition. — Página: 1184

We’ll learn that usually, procrastination is caused by negative feelings – the inverse of the feel-good energisers we encountered in Part 1. — Página: 1205

Often, the reason we don’t make a start is because we don’t know what we’re supposed to be doing in the first place – a mystifying fog has set in around us. I call it the fog of uncertainty. — Página: 1214

Nota: Interessante. Passos claros ajudam a diminuir a procrastinação

‘uncertainty paralysis’. It happens when we become overwhelmed by the unknowns or the complexity of a situation, leading to an inability to act. — Página: 1216

The main way uncertainty drives procrastination is by creating ambiguity over our ultimate purpose. If we don’t know why we’re embarking on any given project, it’s near impossible to get on with actually doing it. — Página: 1248

how. Commander’s intent, as outlined in the Field Manual, consists of three crucial components – all built around the basic point of the mission: The purpose behind the operation The end state that the commander was aiming for The key tasks that the commander felt should be taken to accomplish the objective — Página: 1258

So now, before embarking on a new project, I ask myself the first commander’s intent question: ‘What is the purpose behind this?’ And I build my to-do list from there. — Página: 1283

Nota: Saber o por que por tras de nossas ações é importante

‘five whys’. In its original form, the five whys offered a simple method to work out why something had gone wrong. Whenever there was a mistake on the production line, Toyota’s staff would ask ‘why’ five times. — Página: 1311

After all, a nebulous sense of purpose isn’t enough to get a project off the ground; you also need a detailed action plan, lest you find yourself with no idea where to start. — Página: 1324

SMART goals in an issue of Management Review. The acronym stood for Specific, Measurable, Assignable, Relevant, Time-related – a simple and memorable formula that quickly gained traction in management and personal development circles. — Página: 1346

All these acronyms have something in common. First, they emphasise the importance of every goal being clear and quantifiable. Whether they’re ‘specific’ or ‘explicit’, your goals are supposed to be easily tracked and checked. Second, they’re very focused on outcomes: the function of words like ‘measurable’ and ‘observable’ is that you can tell, objectively, when you’ve reached the desired end-state. — Página: 1351

if we obsess over a goal, we lose track of the intrinsic pleasure that might come from a task. — Página: 1362

Nota: Ss vezes devemos fazer algo com motivacao intrinseca e nao com um objetivo em mente

It’s based on what I call NICE goals. — Página: 1369

Nota: NICE = Near term, Inpute based, controllabe, energising

Envision yourself a week from now. You’ve clarified what you want to do and why you’re doing it. Yet, despite all this preparation, you haven’t even begun. What went wrong? I call this the ‘crystal ball method’, though it’s sometimes also known as a ‘pre-mortem’. It offers a way to identify the big obstacles to your goal before they have derailed your plans. The idea is simple. By running through what could go wrong in your head, you dramatically — Página: 1401

‘crystal ball method’, though it’s sometimes also known as a ‘pre-mortem’. It offers a way to identify the big obstacles to your goal before they have derailed your plans. The idea is simple. By running through what could go wrong in your head, you dramatically reduce the likelihood that it actually will. — Página: 1403

Time is, in the words of the philosophy writer Oliver Burkeman, ‘always already running out’. For some of us more quickly than others. — Página: 1417

If you don’t know when you’re doing something, chances are you won’t do it. — Página: 1425

If you’ve only got a handful of free hours in your week, and you don’t use them to every possible advantage according to the dictates of ‘productivity’, you’re not necessarily procrastinating; maybe you’re just prioritising. — Página: 1428

These little triggers to action are called ‘implementation intentions’. And the science of behaviour change indicates they can be revolutionary. — Página: 1444

According to Gollwitzer, the best formula for implementation intentions is a conditional statement: ‘If X happens, then I will Y.’ — Página: 1448

Nota: Isso parece semelhanfte a algo que eu ja vi no livro how to change

Time blocking is a fancy way of saying: ‘If you want to get something done, stick it in your calendar.’ — Página: 1464

I’ve learned the hard way that if you don’t put the things you want to do into your calendar, they won’t happen. — Página: 1468

But the truth is, structure gives you more freedom, not less. By carving out specific chunks of time for different activities, you’re ensuring that you have time for everything that’s important to you: work, hobbies, relaxation, relationships. — Página: 1472

Time blocking isn’t about creating a rigid schedule that stresses you out; it’s about providing structure and ensuring there’s dedicated time for what matters most to you. — Página: 1495

The bad news is that the amygdala can also identify perceived but illusory threats. Researchers call this the ‘amygdala hijack’. It’s what happens when the amygdala tells us to avoid and flee, even when there’s no serious threat to our safety. — Página: 1524

But once I started to understand the role that fear was playing in my life, I was able to identify it as the primary obstacle standing between me and my ambitions. — Página: 1550

Nota: As vezes nos mesmos nao savemos nomear nossos medos

amygdala hijack is happening. This technique is called ‘affective labelling’. Put simply, it’s the act of putting your feelings into words, — Página: 1571

This technique is called ‘affective labelling’. Put simply, it’s the act of putting your feelings into words, which forces you to identify and get to know the sensations you’re experiencing. It works in two ways. First, it increases our self-awareness. — Página: 1572

One strategy I find helpful is to tell myself the experience I’m going through, but as a story about someone else. Of course I’m not scared, I tell myself. — Página: 1588

Nota: Essa pode ser uma tatica interessante

Becker called his insight ‘labelling theory’, and it suggests that labels become a self-fulfilling prophecy. — Página: 1602

when we’re scared, we become paralysed. During disasters, victims commonly show cognitive paralysis, which means they become unable to think, make decisions or take action. — Página: 1627

One of the reasons fear is so paralysing is that we tend to catastrophise. In our heads, some minor setback becomes hugely important. Every potential failure has the potential to destroy our entire lives and define us forever. — Página: 1634

When you catch yourself catastrophising in this way, try to take a step back and look at the bigger picture. With the right toolkit, we can come to realise things aren’t as bad as they seem – and so the fear becomes less intense. The scientific name for this process is ‘cognitive reappraisal’: — Página: 1640

The 10/10/10 rule helps us recognise the magnitude of the problem we’re stressing out about. Usually, we discover that the failures we’re worried about now aren’t the ones that will always define us. And that the fears we have now won’t always carry such significance. — Página: 1659

Nota: 10 minutes , 10 weeks ,10 years

Usually, when self-doubt causes procrastination, it’s not because there’s something real there. It’s the result of perception: — Página: 1672

‘How confident do I actually need to feel to just get started with this? — Página: 1684

When you’re trying something new, the idea that you should only begin when you feel confident to begin is a blocker all of its own. The solution? Just do it, even if you feel like you’re doing it badly. — Página: 1692

One of the most common forces that drives our procrastination is the fear of being seen. — Página: 1707

I’d overestimated the degree to which others noticed and judged my actions. — Página: 1729

‘spotlight effect’. We’re highly attuned to what others think of us. This makes sense – as social creatures, our amygdala is always on the hunt for threats to our status. — Página: 1732

The truth is, everyone is concerned mostly about themselves, and how they’re coming across. They’re not spending much time (if any) thinking about us. — Página: 1739

Batman effect as a tool for overcoming our fears of failure – and in turn overcoming our procrastination. When we embody the traits of a fearless, confident alter ego, we can tap into a reservoir of courage and determination that we might not feel our regular selves possess. — Página: 1765

As Newton recognised, it takes way more energy to get started than it does to keep going. When you’re doing nothing, it’s easy to carry on doing nothing. And when you’re working, it’s much easier to carry on working. When you feel like you’ve tried everything to properly motivate yourself but you’re still procrastinating, you need one final boost to get started. — Página: 1809

In particular, this involves focusing on what behavioural scientists call our default choices. This is the automatic outcome if you don’t make a choice actively. In the case of those Dutch shoppers, the green inlay dedicated to fresh produce made vegetables the default: it required no real thought to load up a cart with fresh produce. — Página: 1844

The five-minute rule is a simple but powerful technique that encourages you to commit to working on a task for just five minutes. The idea behind this rule is that taking the first step is often the most challenging part of any task. — Página: 1865

Mochary calls his principle the ‘bias to action’. He recognises that the time spent together with clients is precious (for both him and them), and merely contemplating deep thoughts without turning them into actionable steps would be a waste. We need clear, concrete steps to take, rather than distant, abstract goals. Otherwise we might do nothing at all. — Página: 1889

Pychyl told me that whenever he finds himself procrastinating from anything, he simply asks himself, ‘What’s the next action step?’ — Página: 1901

Nota: Simples nao?

Tracking your progress provides you with tangible evidence that you’re moving towards your goals. — Página: 1938

The solution is learning to support yourself. That might sound like a vague notion. But in the context of tackling procrastination, it has a very specific meaning. Your objective is to find ways to encourage yourself as you work towards your goals. And above all, to hold yourself accountable as you go. Let’s start with a simple yet remarkably effective tool: finding an accountability buddy. — Página: 1956

When we find a partner to hold us accountable, we’re much more likely to overcome inertia. — Página: 1964

You and another person mutually agree to hold each other accountable at an agreed time for an agreed task. — Página: 1971

When we’re failing to maintain momentum on a task, we tend to beat ourselves up. But this helps nobody. If anything, it makes things worse. The inertia drives a sense of self-loathing. And that sense of self-loathing makes us even less likely to do anything fruitful. — Página: 2006

You can focus on the small losses. Or you can celebrate the small wins. — Página: 2016

explained that burnout isn’t just a thing that happens to overworked people in stressful jobs. It can happen to anyone when work stops feeling meaningful, enjoyable or manageable. — Página: 2048

According to the WHO definition, burnout is an ‘occupational phenomenon’, characterised by ‘feelings of energy depletion or exhaustion; increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and reduced professional efficacy’. And crucially, it isn’t related to the number of hours you’re working – it’s about how you feel. — Página: 2052

I realised that there are three common forces that make us feel worse and in turn lead us to burnout. — Página: 2062

First up, there are the burnouts that come about from simply taking on too much work. — Página: 2064

Next, there are burnouts that relate to a misguided approach to rest. — Página: 2066

Finally, there are burnouts that relate to doing the wrong stuff. — Página: 2068

Overexertion burnouts, I realised, come from the negative emotions that arise when we do too much, too fast. We accept more work than we can do, and fail to take the breaks in our working day that we require. We sprint all the time. — Página: 2093

we say yes to things in the present, but in the long term, they’re going to grind us down. — Página: 2116

The idea of the ‘energy investment portfolio’ is simple. You simply come up with two lists. List A is a list of all your dreams, hopes and ambitions. — Página: 2121

List B is a list of your active investments. These are the projects you’re actively investing energy into right now (or want to be). — Página: 2123

In every case, though, it’s wise to keep your active investments in the single digits. — Página: 2153

‘I’m working on X right now, but maybe I could be working on Y, or possibly even Z.’ — Página: 2156

when you find yourself weighing up whether to take on a new project or commitment, you’ve got two options – either ‘hell yeah’ or ‘no’. There’s no in between. — Página: 2165

Opportunity costs reflect the fact that every ‘yes’ we say is a ‘no’ to whatever else we could’ve been doing with that time and energy instead. — Página: 2172

‘Would I be excited about this commitment if it was happening tomorrow? Or am I only thinking about saying “yes” to it because it’s easier to make it a problem for my future self?’ — Página: 2184

The first is obvious: that humans are bad at multitasking. The second less so: that we’re not bad at it in quite the way you think. — Página: 2189

There was a healthy level of distraction in the middle – the highest performers were those who occasionally switched between tasks, but didn’t go overboard. — Página: 2199

‘switching costs’. These are the cognitive and temporal resources expended during the transition between tasks. — Página: 2201

When it comes to fending off distraction, we can invert this logic, creating obstacles that stand between you and the tasks you don’t want to divert your attention. Think of it as adding friction. — Página: 2212

In fact, the most productive people tend to be those who get a little distracted – but don’t allow it to derail their productivity. For the rest of us, this might not be so easy. — Página: 2237

Think of distraction as a temporary veering off-track – not an indication that it’s time to abandon your plans altogether. — Página: 2252

Don’t fail with abandon. Regardless of how you’ve done – or how you think you’ve done – you can always return to what matters. — Página: 2259

Their conclusion was simple: adding a break of just ten minutes between two tasks that require self-control seems to help combat overexertion. — Página: 2273

‘self-regulatory exertions’. This is our ability to control our behaviour, thoughts and feelings. Writing this paragraph right now requires me to self-regulate by resisting the temptation to go and do something easier, and to focus my attention on the words on this page. — Página: 2286

The unexpected ‘ding’ of the bell would cause people to stop what they were doing and realise where they were. It would encourage them to be present. — Página: 2330

There’s a joy to some distractions. Think of them as short, — Página: 2340

Life isn’t about maintaining focus all the time. It’s about allowing space for little moments of serendipity and joy. — Página: 2341

But we can also burn ourselves out in our time away from work. Doomscrolling, binge-watching TV shows, mindlessly checking emails or WhatsApp notifications – these are the ways we sabotage our feel-good emotions during our downtime. — Página: 2369

This difference between what we do automatically when we’re feeling drained and what would actually rejuvenate us shows that the ways we rest are rarely restful. — Página: 2390

CALM. — Página: 2399

First, creative activities unlock our sense of competence. — Página: 2399

Second, creative activities play to our feelings of autonomy. — Página: 2402

Third, creative activities give us a feeling of liberty. — Página: 2406

And finally, creative activities help us mellow. — Página: 2408

Hobbies are the first way we can integrate CALM activities into our lives. — Página: 2424

Next, continually remind yourself that the hobby should be enjoyed for the process, rather than any kind of high-stakes goal. — Página: 2431

If you want to properly recharge, you need to maintain areas of your life in which personal advancement doesn’t feature at all. — Página: 2438

So basking in the glory of the natural world is our second way to recharge properly. Nature replenishes our cognitive abilities and boosts our energy. Nature makes us feel good. We need a way to integrate it into our rest. — Página: 2476

Another way to recharge is even simpler than downloading a nature sounds app: go for a walk. — Página: 2498

If you’re looking for a simple and easy way to immediately feel rejuvenated, just try taking a walk – no time limit, no distance to reach, no place in particular to go. — Página: 2518

Mindful activities are great, but they’re mind-full. They require us to consciously direct our awareness towards specific things. That means that they need a certain input of energy to be effective. — Página: 2531

The ‘shower principle’ isn’t just a Redditor’s fantasy. When the brain relaxes sufficiently, creative solutions do appear. — Página: 2548

Alternatively, you might decide that while you’re doing your weekly chores – washing the dishes, hanging up the laundry, or going to the grocery store – you’re not going to listen to anything on your headphones. It’s a counter-intuitive method for productivity enthusiasts, and one that I often have to force myself to partake in. And yet it works. — Página: 2559

The Reitoff principle is the idea that we should grant ourselves permission to write off a day and intentionally step away from achieving anything. — Página: 2575

Embracing the Reitoff principle means recognising that – sometimes – it’s worth doing nothing at all. Not having deep shower thoughts. Not having a gentle walk. Nada. — Página: 2578

Intrinsic motivation is where you’re doing something because it feels inherently enjoyable. — Página: 2605

Extrinsic motivation is where you’re doing something because of an external reward – like making money, or winning a prize. — Página: 2606

there were three discrete types of extrinsic motivation in addition to the purely intrinsic form. They fall on a spectrum called the ‘relative autonomy continuum’ (or RAC): — Página: 2647

External Motivation. ‘I’m doing this because important people will like and respect me more if I do.’ People who highly rated this statement have high external motivation. — Página: 2649

Introjected Motivation. ‘I’m doing this because I’ll feel guilty or bad about myself if I don’t.’ People who highly rated this statement have high introjected motivation. — Página: 2651

Identified Motivation. ‘I’m doing this because I truly value the goal it’s helping me work towards.’ People who highly rated this statement have high identified motivation. — Página: 2652

Intrinsic Motivation. ‘I’m doing this because I love the process as an end in itself.’ People who highly rated this statement have high intrinsic motivation. — Página: 2654

the only type of extrinsic motivation that corresponded with greater happiness was identified motivation. — Página: 2667

But there’s a third kind of burnout: one I call misalignment burnout. — Página: 2671

Misalignment burnout arises from the negative feelings that arise when our goals don’t match up to our sense of self. We feel worse – and so achieve less – because we’re not acting authentically. — Página: 2672

They show why it’s helpful to think about the most long-term time horizon of all, the end of our lives. — Página: 2697

I’ve often used a similar approach myself. I call it the ‘eulogy method’. My iteration involves focusing not on your obituary, but on your funeral. Simply ask yourself: ‘What would I feel good about someone saying in my eulogy?’ Think about what you’d like a family member, a close friend, a distant relative, a co-worker, to say at your funeral. — Página: 2716

What does the life you want people to remember in a few decades mean for the life you should build now? — Página: 2723

‘odyssey plan’. At the heart of the exercise was a simple question: what do you want your life to look like in five years’ time? Nothing particularly profound there, I thought; anyone who has ever had a middle-of-the-road job interview has thought about that one. But Burnett’s design mindset offers an unusual way to answer the question. He invites you to reflect on: — Página: 2739

Your Current Path: Write out, in detail, what your life would look like five years from now if you continued down your current path. — Página: 2742

Your Alternative Path: Write out, in detail, what your life would look like five years from now if you took a completely different path. — Página: 2744

Your Radical Path: Write out, in detail, what your life would look like five years from now if you took a completely different path, where money, social obligations and what people would think, were irrelevant. — Página: 2745

‘values affirmation interventions’, a scientific term for identifying your core personal values right now, and continually reflecting on them. — Página: 2761

With these values affirmations, we can turn them into a set of concrete ideas about what we plan to do over the next year. — Página: 2763

Values affirmations make our most abstract ideals real. And they boost our confidence along the way. So values affirmations make our most abstract ideals real. — Página: 2782

The wheel of life, Dr Lillicrap explained, was a coaching framework we could use to define success for ourselves. You start by drawing a circle and slicing it up into nine segments. Around the edges of each spoke of the wheel, you write down the major areas of your life. Below are the ones that Dr Lillicrap recommended as a starting point, although you could also come up with your own. We’ve got three for Health (Body, Mind and Soul); three for Work (Mission, Money, Growth) and three for Relationships (Family, Romance, Friends). Next, — Página: 2796

‘12-month celebration’. This is my favourite method to convert dreams into actions. The idea is simple. Imagine it’s twelve months from now and you’re having dinner with your best friend. You’re celebrating how much progress you’ve made in the areas of life that are important to you over the last year. — Página: 2814

When people make decisions that align with their personal values and sense of self, they aren’t just happier; they’re more engaged with the tasks before them. — Página: 2853

Each morning, simply choose three actions for the day ahead that will move you a tiny step closer to where you want to be in a year’s time. — Página: 2878

First, identify an area of your life where your actions feel particularly unfulfilling. — Página: 2902

Second, come up with your hypothesis. We’re thinking like scientists here, and that means adopting an experimental mindset. — Página: 2910

Step three is the most crucial: execute. Make a change. And as you do so, see what effect it has on your situation – and your sense of alignment. — Página: 2916

These little experiments involve recognising that the journey to alignment is not one with a clear end-goal. It’s a never-ending process. As we navigate the laboratory of our lives, we must be willing to embrace experimentation – and to learn as we go. — Página: 2925

Instead of viewing productivity in terms of what made me feel good, I was viewing it in terms of discipline: how much pressure I could pile on myself to just do more. — Página: 2945

So, I urge you: try as much as you can, figure out what works, and discard the rest. Ask yourself of every new approach: what effect does this have on my mood? On my energy? On my productivity? Don’t rote-learn your way to feel-good productivity. Experiment your way. — Página: 2960

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