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I value self-discipline, but creating systems that make it next to impossible to misbehave is more reliable than self-control.
Tim Ferriss
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Tim Ferriss
Age: 47
Born: 1977
Born: July 20
Author
Businessperson
Investor
Podcaster
Technology Evangelist
Writer
East Hampton
New York
Tim Ferriss
Value
Control
Impossible
Values
Misbehave
Next
Reliable
Self
Systems
Make
Discipline
Creating
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Having a size 9 foot is fantastic because almost all of the shoe companies do their prototyping in size 9, so if you visit a place like Nike headquarters, you can try every sort of wacky, out-there model.
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Everyone is going to binge on a diet, for instance, so plan for it, schedule it, and contain the damage.
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By working only when you are most effective, life is both more productive and more enjoyable. It's the perfect example of having your cake and eating it, too.
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Learn to be difficult when it counts
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For the employee, the goal is to have full access to necessary information and as much independent decision-making ability as possible. For the entrepreneur, the goal is to grant as much information and independent decision-making ability to employees or contractors as possible.
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I'm often asked how I define success. It's an overused term, but I fundamentally view this elusive beast as a combination of two things - achievement and appreciation. One isn't enough: Achievement without appreciation makes you ambitious but miserable. Appreciation without achievement makes you unambitious but happy.
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People who avoid all criticism fail. It's destructive criticism we need to avoid, not criticism in all forms.
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Effectiveness is doing the things that get you closer to your goals. Efficiency is performing a given task (whether important or not) in the most economical manner possible. Being efficient without regard to effectiveness is the default mode of the universe.
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Massive elimination is the most important step and the most neglected step for entrepreneurs.
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Doing less is not being lazy. Don't give in to a culture that values personal sacrifice over personal productivity.
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There is a direct correlation between am increased sphere of comfort and getting what you want.
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For uncommon solutions, you have to look in uncommon places.
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Avoid results-by volume approach, instead focus on few critically important but uncomfortable actions.
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