John R. Miles

And almost every single one of them gave me the same definition.

They said it's on the edge, but not over the edge.

And they said that they found out over time is that when they're too cautious,

they go way too slow.

When they're too aggressive, they wreck the car.

So they had to find this zone through practice of how do you go on the edge, but not over the edge.

And when they could perfect it, that's when all of them said that they had so much success.

And so then I went and I talked to a

And almost exactly, they said the same thing.

And I think it's a good analogy for what you're talking about, because you have to hit that sweet spot.

And it's not easy to get into.

But once you are, the research is incredible.

I saw a McKinsey report that showed even executives who can get into the flow zone are able to do in two hours what their peers do in eight to 10.

Which if you think about that, it's crazy.

If you can devote two hours of your day to get the job done that you need to, you can spend the other six, seven hours being present with your team, getting out there on the floor, interacting.

So it is such an important skill to have, whether you're an athlete, a doctor, a Fortune 50 exec like I was, doesn't matter.

But I wanted to ask you something about stress.

What do you think differentiates bad stress from flow inducing stress?

So earlier this morning, as I was preparing for this, I was listening to another podcast episode you did back during the summer.

And you were talking to a gentleman who has a brother who's an astronaut.