James Clear

Like James Clear can be like that, too. And I also feel like it's a useful handicap. You know, like I always think. I don't have anything to hide behind. It's just the ideas. They better be good, because otherwise people are going to stop paying attention. We'll be back with more James Clear right after this break.

Like James Clear can be like that, too. And I also feel like it's a useful handicap. You know, like I always think. I don't have anything to hide behind. It's just the ideas. They better be good, because otherwise people are going to stop paying attention. We'll be back with more James Clear right after this break.

They're looking for the same thing everybody else is looking for, which is consistency. Most of the time, they know the things that they want their team to do. They're just trying to get them to do them more frequently. I think we all could do this.

They're looking for the same thing everybody else is looking for, which is consistency. Most of the time, they know the things that they want their team to do. They're just trying to get them to do them more frequently. I think we all could do this.

They're looking for the same thing everybody else is looking for, which is consistency. Most of the time, they know the things that they want their team to do. They're just trying to get them to do them more frequently. I think we all could do this.

If you were going to just do a classic 80-20 analysis on your job, you're going to write down everything that you do, and then we're going to draw a line at the top 20%, and you're not allowed to do the bottom 80% of tasks. But If you really crush it on the top 20%, if you just totally knock it out of the park, you probably still have a job because those are the things that really move the needle.

If you were going to just do a classic 80-20 analysis on your job, you're going to write down everything that you do, and then we're going to draw a line at the top 20%, and you're not allowed to do the bottom 80% of tasks. But If you really crush it on the top 20%, if you just totally knock it out of the park, you probably still have a job because those are the things that really move the needle.

If you were going to just do a classic 80-20 analysis on your job, you're going to write down everything that you do, and then we're going to draw a line at the top 20%, and you're not allowed to do the bottom 80% of tasks. But If you really crush it on the top 20%, if you just totally knock it out of the park, you probably still have a job because those are the things that really move the needle.

We all sort of implicitly know what some of those things are. And all these companies are the same way. They know what really matters. And so what they're trying to do is to get their team. I'll speak to 800 salespeople or their top 300 executives or something like that. They're trying to get people to direct their attention towards those things more and to do them more consistently.

We all sort of implicitly know what some of those things are. And all these companies are the same way. They know what really matters. And so what they're trying to do is to get their team. I'll speak to 800 salespeople or their top 300 executives or something like that. They're trying to get people to direct their attention towards those things more and to do them more consistently.

We all sort of implicitly know what some of those things are. And all these companies are the same way. They know what really matters. And so what they're trying to do is to get their team. I'll speak to 800 salespeople or their top 300 executives or something like that. They're trying to get people to direct their attention towards those things more and to do them more consistently.

At some root level, it is the same, but I do think there are some meaningful differences. The primary difference is that when you set goals for yourself, you're the one who's setting them and you're the one who's in control.

At some root level, it is the same, but I do think there are some meaningful differences. The primary difference is that when you set goals for yourself, you're the one who's setting them and you're the one who's in control.

At some root level, it is the same, but I do think there are some meaningful differences. The primary difference is that when you set goals for yourself, you're the one who's setting them and you're the one who's in control.

In business, often as the executive or as the leader or whatever, you're setting goals for a bunch of other people who didn't choose that goal and then are asked to fall through on it. And that often does not go well because people want to be in control of their time and attention and energy and so on.

In business, often as the executive or as the leader or whatever, you're setting goals for a bunch of other people who didn't choose that goal and then are asked to fall through on it. And that often does not go well because people want to be in control of their time and attention and energy and so on.

In business, often as the executive or as the leader or whatever, you're setting goals for a bunch of other people who didn't choose that goal and then are asked to fall through on it. And that often does not go well because people want to be in control of their time and attention and energy and so on.

I think the key in either case is that it's really helpful to be able to draw a through line from the goal that you're asking people to follow. to the type of person that you're asking them to be and how it serves them. So in the individual case, I call this identity based habits. And the core idea is that you don't start by asking yourself, what do I wish to achieve?

I think the key in either case is that it's really helpful to be able to draw a through line from the goal that you're asking people to follow. to the type of person that you're asking them to be and how it serves them. So in the individual case, I call this identity based habits. And the core idea is that you don't start by asking yourself, what do I wish to achieve?

I think the key in either case is that it's really helpful to be able to draw a through line from the goal that you're asking people to follow. to the type of person that you're asking them to be and how it serves them. So in the individual case, I call this identity based habits. And the core idea is that you don't start by asking yourself, what do I wish to achieve?