The second set of high-leverage activities are things that you can do to bring in more inputs, especially inputs that increase with time: Finding new… Read More »Looking for levers (3): increasing inputs
When I first finished reading George Eliot’s Middlemarch in my early twenties, I resolved to live by her concluding insight that even unhistoric acts, small… Read More »Patricia Fara on cumulative unhistoric acts
“A manager’s output = the output of his or her organization + the output of the neighboring organizations under his influence.” Andy Grove The first… Read More »Looking for levers (2): improving outputs
The planning fallacy is that people think they can plan, ha ha. Eliezer Yodkowsky – more here How long does it take to make a… Read More »Experiencing the planning fallacy: How long does it take to make a cup of coffee?
The thriller writer Harlan Coben has some free advice for anyone who cares to ask: “If it produces pages: good. If it doesn’t produce pages:… Read More »Harlan Coben on writing, productivity, and insecurity
Might be not reading the popular mechanics article about soldiers and jetpacks*, and spending ten minutes thinking about something useful instead. *Take your pick