Say what you will, they don’t hand out the Nobel prize for economics like it’s a slice of pizza. Ergo, when Daniel Kahneman does something, it’s worth paying attention to.
His 2011 book, Thinking Fast And Slow, deals with the two systems in our brain, whose fighting over who’s in charge makes us prone to errors and false decisions.
It shows you where you can and can’t trust your gut feeling and how to act more mindfully and make better decisions.
Here are 3 good lessons to know what’s going on up there:
Your behavior is determined by 2 systems in your mind – one conscious and the other automatic.
Your brain is lazy and thus keeps you from using the full power of your intelligence.
When you’re making decisions about money, leave your emotions at home.
Want to school your brain? Let’s take a field trip through the mind!
Lesson 1: Your behavior is determined by 2 systems in your mind – one conscious and the other automatic.
Kahneman labels the 2 systems in your mind as follows.
System 1 is automatic and impulsive.
It’s the system you use when someone sketchy enters the train and you instinctively turn towards the door and what makes you eat the entire bag of chips in front of the TV when you just wanted to have a small bowl.
System 1 is a remnant from our past, and it’s crucial to our survival. Not having to think before jumping away from a car when it honks at you is quite useful, don’t you think?
System 2 is very conscious, aware and considerate.
It helps you exert self-control and deliberately focus your attention. This system is at work when you’re meeting a friend and trying to spot them in a huge crowd of people, as it helps you recall how they look and filter out all these other people.
System 2 is one of the most ‘recent’ additions to our brain and only a few thousand years old. It’s what helps us succeed in today’s world, where our priorities have shifted from getting food and shelter to earning money, supporting a family and making many complex decisions.
However, these 2 systems don’t just perfectly alternate or work together. They often fight over who’s in charge and this conflict determines how you act and behave.
Lesson 2: Your brain is lazy and causes you to make intellectual errors.
Here’s an easy trick to show you how this conflict of 2 systems affects you, it’s called the bat and ball problem.
A baseball bat and a ball cost $1.10. The bat costs $1 more than the ball. How much does the ball cost?
I’ll give you a second.
…
Got it?
If your instant and initial answer is $0.10, I’m sorry to tell you that system 1 just tricked you.
Do the math again.
And?
Once you spent a minute or two actually thinking about it, you’ll see that the ball must cost $0.05. Then, if the bat costs $1 more, it comes out to $1.05, which, combined, gives you $1.10.
Fascinating, right? What happened here?
When system 1 faces a tough problem it can’t solve, it’ll call system 2 into action to work out the details.
But sometimes your brain perceives problems as simpler as they actually are. System 1 thinks it can handle it, even though it actually can’t, and you end up making a mistake.
Why does your brain do this? Just as with habits, it wants to save energy. The law of least effort states that your brain uses the minimum amount of energy for each task it can get away with.
So when it seems system 1 can handle things, it won’t activate system 2. In this case, though, it leads you to not use all of your IQ points, even though you’d actually need to, so our brain limits our intelligence by being lazy.
Lesson 3: When you’re making decisions about money, leave your emotions at home.
Even though Milton Friedman’s research about economics built the foundation of today’s work in the field, eventually we came to grips with the fact that the homo oeconomicus, the man (or woman) who only acts based on rational thinking, first introduced by John Stuart Mill, doesn’t quite resemble us.
Imagine these 2 scenarios:
You’re given $1,000. Then you have the choice between receiving another, fixed $500, or taking a 50% gamble to win another $1,000.
You’re given $2,000. Then you have the choice between losing $500, fixed, or taking a gamble with a 50% chance of losing another $1,000.
Which choice would you make for each one?
If you’re like most people, you would rather take the safe $500 in scenario 1, but the gamble in scenario 2. Yet the odds of ending up at $1,000, $1,500 or $2,000 are the exact same in both.
The reason has to do with loss aversion. We’re a lot more afraid to lose what we already have, as we are keen on getting more.
We also perceive value based on reference points.Starting at $2,000 makes you think you’re in a better starting position, which you want to protect.
Lastly, we get less sensitive about money (called diminishing sensitivity principle), the more we have. The loss of $500 when you have $2,000 seems smaller than the gain of $500 when you only have $1,000, so you’re more likely to take a chance.
Be aware of these things. Just knowing your emotions try to confuse you when it’s time to talk money will help you make better decisions. Try to consider statistics, probability and when the odds are in your favor, act accordingly.
Don’t let emotions get in the way where they have no business. After all, rule number 1 for any good poker player is “Leave your emotions at home.”
Daniel Kahneman: Thinking, Fast & Slow (Full Audiobook)
One of the greatest things about knowing yourself well is that you can tell other people how you function. Give them an instruction manual, so to speak. One of the worst things about doing so is that they then tend to box you in. Whenever I tell people I’m an introvert, they somehow expect me to never leave the house. That’s nonsense, of course.
Human behavior lies on a spectrum. Always. And besides each situation being different, you can also train yourself to change. Like Leil Lowndes, who turned from a shy school teacher into a flight attendant, actress, cruise director, and later even coach, talk show host and speaker! How To Talk To Anyone is one of her many books on communication, highlighting 92 of her best tips for being successful in human relationships.
It’s a very practical how-to guide, so let’s see some of the specific advice she has to offer:
A seamless introduction will almost always lead to a fluent chat.
Emulating people and empathizing with them makes it easy for them to become your friend.
Praise is useful, but keep your most specific compliments to family and close friends.
Lesson 1: Smooth introductions tend to turn into good conversations.
The part we sweat the most when meeting new people is always the first ten seconds. Often, that’s the only part we’re sweating. If you’ve ever talked to a stranger, you know this is true. Once you’ve gotten over that initial hurdle, things usually go just fine. That’s why Leil suggests simply skipping that first, potentially awkward part. How? By getting an introduction!
If you’re at an event, ask the host to introduce you. You’ll both know them, which makes for an instant connection. Another option is to ask the host for a few details about the person, which you can use to strike up a conversation. Or just linger close by and observe their other conversations until you can drop in. Introverts could also bring a flashy conversation starter, like a dashing outfit or a gimmick, as well as smile, nod, and wave.
And if you’re trying to replicate this online, email introductions work well, if a mutual acquaintance makes them. I use them all the time. There, you can even use whatever information you find to show you’re prepared, which is called the briefcase technique. Oh, and if you’re the host, make sure you help your guests do the same!
Lesson 2: Mimicry and companionship are two powerful ways to form a connection.
The easiest way to get people to like you is to keep them talking about themselves. But while it’s nice that you don’t have to say all that much, eventually it’ll be your turn, or maybe you love to talk too. So what else can you do once the introduction is made? Two powerful tools, Lowndes says, are mimicry and companionship. Here’s what she means:
First, people will subconsciously feel comfortable around you if your and their movements are the same. If they use their hands a lot, use yours too, and so on. Another thing I tend to do naturally is to use the same words to describe the same things. What’s more, if you know they like something, use vocabulary from that area, for example call them “mate” if they enjoy sailing.
Second, showing people you’re on the same page goes a long way. I tend to interject affirmations like “yes” and “uh-huh,” but Leil suggests full sentences are better at achieving the same. If you can refer to you and your conversation partner as “we” and “us,” that’s also a win. Saying “how do you like our new cinema” puts you on the same team, an in-group, if you will. This will also lead to in-jokes quickly, which are one of the best ways to strengthen bonds over time.
Nothing like a running gag to keep spirits high, ain’t that right?
Lesson 3: The better you know someone, the more specific you should be in your praise.
One of the most common tips to get along well is to give people compliments. That’s true, but according to Leil, there are some misconceptions around the idea of praise, especially when it comes to when and how to deliver it. As a rule of thumb, the more you know and appreciate someone, the more detailed and frequent you can be in telling them.
For example, if you’re working together with someone for the first time, tell a mutual colleague to let them know they did great. If you do it personally, make it indirect, for example by stating their achievement as a fact and then asking them how they did it. Or ask for their opinion, which is something that makes us feel valued every time.
If you know someone well, like a close friend or someone you’re keen on dating, you can commend them for their performance right after an important event. And for the most special people in your life? Highlight their best, specific traits you admire. Maybe it’s their sense of humor, maybe it’s their humility, but life is short, so let those closest to you know why you love them in many ways.
To listen to the full audiobook on Youtube click on the following link
The 80/20 Principle reveals how you can boost your effectiveness both in your own life and for your business by getting you in the mindset that not all inputs produce an equal amount of outputs and helping you embrace the Pareto principle.
Richard Koch has more than 20 books under his belt. His business career was considerably short, as he retired at age 40, after co-founding his own consulting company in the 80’s (he was born in 1950).
But Richard‘s not your typical retiree, as he spends it very actively with speaking, writing books, as well as investing and advising companies like Filofax and Plymouth Gin.
The 80/20 Principle is his most popular book and his way of sharing his perspective and use of the Pareto principle throughout his businesses and life.
Here are 3 good lessons to get you started with this powerful idea:
People expect life to be fair and balanced, but it’s not.
The most important aspect any business can optimize is their product range.
You don’t need exact numbers to use the 80/20 principle.
Ready to become an essentialist? Here we go!
Lesson 1: People expect life to be fair and balanced, but it’s not.
You might know that the 80/20 principle says that 80% of the results come from 20% of the work (if not, now you do :P).
But that’s actually a tough thought to wrap your head around.
We expect things to be linear, fair and balanced, but that’s not how nature works.
There’s a reason we were the only species to separate from all other mammals, why startups like Uber grew to billion dollar businesses in such a short time and why 1% of the population owns 50% of the money.
Imbalance is the natural state of life and we all have to come to grips with that.
For example, we only use 700 words for 66% of what we say during our daily conversations. If you take into account the derivatives of those words, you’ll see that 1% of the words of the English language are used for over 80% of what is said.
The reason for these imbalances are feedback loops.
When you put 5 fish of the same size into a pond, eventually, 1 will end up a lot bigger than the rest. That particular fish might only be slightly bigger than the rest in the beginning, but that slight edge allows it to catch more food and grow faster.
Of course, this reinforces its advantage, and because it grows faster it can get even more food, until it completely outgrows all the other fish.
Life works the same way, so stop blaming external factors like “unjust wealth distribution” and get started on creating those advantages for yourself so you’ll end up on the better side of the imbalance.
Lesson 2: The most important aspect any business can optimize is their product range.
I love the story of Steve Jobs explaining how focus means saying no.
It embodies this lesson perfectly.
Koch agrees when he says that the most important thing any business can optimize is their product range.
He himself found out that for some companies as little as the top 3 products ended up making over 50% of the revenue. You could dramatically grow your business by focusing on these 3 top-sellers, but never make any headway when you keep trying to sell the other 97 ones you have that don’t really get traction.
When Steve Jobs returned to Apple in 1997, the company had over 300 products in its line-up. He reduced that number to less than 10.
This insane focus allowed him to improve those already well-performing bestsellers and turn them into the everyday encounters they are today.
So the best thing you can look at to start simplifying and simultaneously growing your business is your product range.
Lesson 3: You don’t need to have exact numbers to get the most out of the 80/20 principle.
Koch extends this principle throughout the book to help you use it in your own life as well, not just in business.
The beauty of it is that you don’t need to have exact numbers.
Of course it’s impossible to pinpoint the 20% of your friends that give you 80% of the happiness, but Koch says your gut feeling provides a good estimate.
He calls this 80/20 thinking and says you can use it to dramatically improve the quality of your life, by focusing on exactly that (as opposed to quantity).
Ask yourself: “Who do I really enjoy spending time with? How much time am I spending with them?”
You’ll see that you don’t have to look far and that it’ll be easy to spend more time with who really matters to you, instead of trying to manage as many relationships as possible.
Your friends are just one example, and you can use 80/20 thinking to improve your happiness in plenty of other areas of your life.
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1-Sentence-Summary: Emotional Intelligence explains the importance of emotions in your life, how they help and hurt your ability to navigate the world, followed by practical advice on how to improve your own emotional intelligence and why that is the key to leading a successful life.
Though Focus is the book by Daniel Goleman that first sparked my attention, Emotional Intelligence (or EQ) is actually far more popular. His masterpiece has sold over 5 million copies worldwide and has been translated into 40 languages.
Goleman explains how two separate minds live in our brains, one rational and one emotional, and why the five key skills making up your emotional “literacy” are actually a much bigger predictor of happiness and success than the capacity by which we usually measure it: IQ.
Here are 3 lessons about what emotional intelligence is, why it’s so important and how you can get more of it:
Emotional intelligence rests on self-awareness and self-regulation.
A high EQ makes you healthier and more successful.
You can boost your EQ by mirroring other people’s body language and thinking optimistically.
Lesson 1: Emotional intelligence depends on your ability to be self-aware and self-regulate.
There are two parts to being emotionally intelligent. One is being emotionally self-aware. It simply means that you’re able to recognize and label your feelings.
For example, when children learn to speak, they usually need to be given the vocabulary first, so if your son is angry because you’re not letting him have candy before dinner, he’ll know he feels bad, but can’t tell you what exactly it is, until you tell him that what he’s feeling is anger.
The second part of the EQ equation is emotional self-regulation.
As an adult, being able to look at your emotions on a meta-level (thanks to mindfulness, learned from meditation or other self awareness exercises) is crucial in choosing how to react to your feelings – or if you should react at all.
For example, when you sit in your office and hear a sudden, loud bang, like the sound of an explosion, your emotional processing center will perceive it as a threat and put your body in alert mode. But when your rational brain double checks and sees there’s no actual threat there, it calms you down again, so you can get back on track to what you were doing.
Both of these qualities rely heavily on the neural connections between your rational and emotional brain, which, if severed, can cause serious problems.
Lesson 2: If you have a high EQ, you’re more likely to be successful and healthy.
IQ, the level of your intelligence, is usually what we think determines success. But Goleman’s research led him to believe that EQ, emotional intelligence, is just as, if not more important, to find happiness.
For example, in the world of business and careers, students with higher levels of empathy seem to get better grades, even if their peers are just as smart. That’s because they can better manage their feelings – for example being bored, but still doing their homework – and perform better in social settings, like knowing when to speak and when to be quiet in class.
Similarly, as you might know from the famous marshmallow experiment, kids who can better discipline themselves at a young age tend to perform better later as well.
Plus, managers, who are socially skilled, will have the power to persuade people when they need to and thus do a better job at leading people.
Your health also highly depends on your EQ, because the more you have of it, the better you are able to mitigate stress, which can prevent a lot, if not all, of the most prevalent diseases of our time.
Lesson 3: You can boost your EQ by mirroring other people’s body language and thinking optimistically.
Alright, Nik, that’s all good, but how can I improve my EQ then?
I’m glad you asked!
Here are two really cool exercises to increase your emotional intelligence:
Mirror other people’s body language.
Convince yourself that your failures result from things you can change.
The first exercise will not only help you connect better with the person across the table, it’ll also make you more emotionally self-aware. For example, when the person you talk to has great posture, straightening your own body will send subtle non-verbal cues to them, that they can trust you, help you realize what great posture feels like and also make you more empathic, because now you know how they feel when their body is in that pose. It’s one of those “fake it till you make it” scenarios, which helps you build better habits.
The second exercise helps you become an optimist. Optimistic people continue to try, because they believe their actions make a difference, and are thus more likely to succeed. This is based on how they explain failures. They think bad events are temporary, external and specific, and that they have the power to change them for the better by improving the next time. So the next time something goes wrong, tell yourself: “It’s alright, this is going to pass, it’s just a one-time thing, I’ll improve and get better at this!”
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A QUICK SUMMARY OF THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE
ARTICLE by Elle McFarlane
During his 25 years of working with successful individuals in business, universities, and relationship settings, Stephen Covey discovered that high-achievers were often plagued with a sense of emptiness. In an attempt to understand why, he read several self-improvement, self-help, and popular psychology books written over the past 200 years. It was here that he noticed a stark historical contrast between two types of success.
Before the First World War, success was attributed to ethics of character. This included characteristics such as humility, fidelity, integrity, courage, and justice. However, after the war, there was a shift to what Covey refers to as the “Personality Ethic.” Here, success was attributed as a function of personality, public image, behaviors, and skills. Yet, these were just shallow, quick successes, overlooking the deeper principles of life.
Covey argues it’s your character that needs to be cultivated to achieve sustainable success, not your personality. What we are says far more than what we say or do. The “Character Ethic” is based upon a series of principles. Covey claims that these principles are self-evident and endure in most religious, social, and ethical systems. They have universal application. When you value the correct principles, you see reality as it truly is. This is the foundation of his bestselling book, The 7 Habits of Highly Effective People.
Covey’s seven habits are composed of the primary principles of character upon which happiness and success are based. The 7 Habits of Highly Effective People puts forward a principle-centered approach to both personal and interpersonal effectiveness. Rather than focusing on altering the outward manifestations of your behavior and attitudes, it aims to adapt your inner core, character, and motives.
The seven habits in this book will help you move from a state of dependence, to independence, and finally to interdependence. While society and most of the self-help books on the market champion independence as the highest achievement, Covey argues that it’s interdependence that yields the greatest results.
Interdependence is a more mature, advanced concept. It precludes the knowledge that you are an independent being, but that working with others will produce greater results than working on your own. To attain this level of interdependence, you must cultivate each of the seven habits laid out in the book. The seven habits are as follows:
Be proactive
Begin with the end in mind
Put first things first
Think win/win
Seek to understand first, before making yourself understood
Learn to synergize
Sharpen the saw
This 7 Habits of Highly Effective People book summary will look at each of these habits and show you how to put them into action to become more successful in whatever you want to achieve.
Habit 1: Be Proactive
The first and most fundamental habit of an effective person is to be proactive. More than just taking the initiative, being proactive means taking responsibility for your life. Consequently, you don’t blame your behavior on external factors such as circumstances, but own it as part of a conscious choice based on your values. Where reactive people are driven by feelings, proactive people are driven by values.
While external factors have the ability to cause pain, your inner character doesn’t need to be damaged. What matters most is how you respond to these experiences. Proactive individuals focus their efforts on the things they can change, whereas reactive people focus their efforts on the areas of their lives in which they have no control. They amass negative energy by blaming external factors for their feelings of victimization. This, in turn, empowers other forces to perpetually control them.
The clearest manifestation of proactivity can be seen in your ability to stick to the commitments you make to yourself and to others. This includes a commitment to self-improvement and, by extension, personal growth. By setting small goals and sticking to them, you gradually increase your integrity, which increases your ability to take responsibility for your life. Covey suggests undertaking a 30-day proactivity test in which you make a series of small commitments and stick to them. Observe how this changes your sense of self.
Habit 2: Begin With the End in Mind
To better understand this habit, Covey invites you to imagine your funeral. He asks you to think how you would like your loved ones to remember you, what you would like them to acknowledge as your achievements, and to consider what a difference you made in their lives. Engaging in this thought experiment helps you identify some of your key values that should underpin your behavior.
Accordingly, each day of your life should contribute to the vision you have for your life as a whole. Knowing what is important to you means you can live your life in service of what matters most. Habit two involves identifying old scripts that are taking you away from what matters most, and writing new ones that are congruent with your deepest values. This means that, when challenges arise, you can meet them proactively and with integrity, as your values are clear.
Covey states that the most effective way to begin with the end in mind is to create a personal mission statement. It should focus on the following:
What you want to be (character)
What you want to do (contributions and achievements)
The values upon which both of these things are based
In time, your mission statement will become your personal constitution. It becomes the basis from which you make every decision in your life. By making principles the center of your life, you create a solid foundation from which to flourish. This is similar to the philosophy Ray Dalio presents in his book, Principles. As principles aren’t contingent on external factors, they don’t waver. They give you something to hold on to when times get tough. With a principle-led life, you can adopt a clearer, more objective worldview.
Habit 3: Put First Things First
To begin this chapter, Covey asks you to answer the following questions:
What one thing could you do regularly, that you aren’t currently doing, that would improve your personal life?
Similarly, what one thing could you do to improve your business or professional life?
Whereas habit one encourages you to realize you are in charge of your own life, and habit two is based on the ability to visualize and to identify your key values, habit three is the implementation of these two habits. It focuses on the practice of effective self-management through independent will. By asking yourself the above questions, you become aware that you have the power to significantly change your life in the present.
Thus, having an independent will means you are capable of making decisions and acting on them. How frequently you use your independent will is dependent on your integrity. Your integrity is synonymous with how much you value yourself and how well you keep your commitments. Habit three concerns itself with prioritizing these commitments and putting the most important things first. This means cultivating the ability to say no to things that don’t match your guiding principles. To manage your time effectively in accordance with habit three, your actions must adhere to the following:
They must be principle-centered.
They must be conscience-directed, meaning that they give you the opportunity to organize your life in accordance with your core values.
They define your key mission, which includes your values and long-term goals.
They give balance to your life.
They are organized weekly, with daily adaptations as needed.
Covey argues that win/win isn’t a technique, it’s a philosophy of human interaction. It’s a frame of mind that seeks out a mutual benefit for all concerned. This means that all agreements or solutions are mutually beneficial, and all parties feel satisfied with the outcome. To embody this mindset, life must be seen as a cooperative, not a competition. Consequently, anything less than a win/win outcome goes against the pursuit of interdependence, which is the most efficient state to be operating within.
Therefore, to adopt a win/win mindset, you must cultivate the habit of interpersonal leadership. This involves exercising each of the following traits when interacting with others:
Self-awareness
Imagination
Conscience
Independent will
To be an effective win/win leader, Covey argues that you must embrace five independent dimensions:
Character: This is the foundation upon which a win/win mentality is created, and it means acting with integrity, maturity, and an “abundance mentality” (i.e., there is plenty of everything for everyone, one person’s success doesn’t threaten your success).
Relationships: Trust is essential to achieving win/win agreements. You must nourish your relationships to maintain a high level of trust.
Agreements: This means that the parties involved must agree on the desired results, guidelines, resources, accountability, and the consequences.
Win/win performance agreements and supportive systems: Creating a standardized, agreed-upon set of desired results to measure performance within a system that can support a win/win mindset.
Processes: All processes must allow for win/win solutions to arise.
Habit 5: Seek First to Understand, Then to Be Understood
If you want to improve your interpersonal relations, Covey argues that you must endeavor to understand a situation before attempting to make yourself understood. The ability to communicate clearly is essential for your overall effectiveness, as it’s the most important skill you can train. While you spend years learning to read, write, and speak, Covey states that little focus is given to training the skill of listening.
If your principles are solid, you’ll naturally want to engage and listen to people without making them feel manipulated. Consequently, it’s through your character that you transmit and communicate what type of a person you are. Through it, people will come to instinctively trust and open up to you. While most people listen with the intent of replying, the proficient listener will listen with the intent to understand. This is known as the skill of empathic listening.
An empathic listener can get into the frame of reference of the person speaking. By doing so, they see the world as they do and feel things the way they feel. Empathic listening, therefore, allows you to get a clearer picture of reality. When you begin to listen to people with the intent of understanding them, you’ll be astounded at how quickly they will open up.
Once you think you’ve understood the situation, the next step is to make yourself understood. This requires courage. By using what you’ve learned from empathic listening, you can communicate your ideas in accordance with your listener’s paradigms and concerns. This increases the credibility of your ideas, as you will be speaking in the same language as your audience.
Habit 6: Synergize
When synergy is operating at its fullest, it incorporates the desire to reach win/win agreements with empathic communication. It’s the essence of principle-centered leadership. It unifies and unleashes great power from people, as it’s based on the tenant that the whole is greater than the sum of its parts. The real challenge is to apply principles of synergetic creative cooperation into your social interactions. Covey argues that such instances of synergetic interpersonal group collaboration are often neglected but should be part of your daily life.
At its core, synergy is a creative process that requires vulnerability, openness, and communication. It means balancing the mental, emotional, and psychological differences between a group of people and, in doing so, creating new paradigms of thought between the group members. This is where creativity is maximized. Synergy is effectiveness as an interdependent reality. This involves teamwork, team building, and the creation of unity with other human beings.
Habit 7: Sharpen the Saw
This seventh habit is all about enhancing yourself through the four dimensions of renewal:
Physical: Exercise, nutrition, and stress management. This means caring for your physical body, eating right, getting enough sleep, and exercising regularly.
Social/emotional: Service, empathy, synergy, and intrinsic security. This provides you with a feeling of security and meaning.
Spiritual: Value clarification and commitment, study, and meditation. In focusing on this area of your life, you get closer to your center and your inner value system.
Mental: Reading, visualizing, planning, and writing. To continually educate yourself means expanding your mind. This is essential for effectiveness.
To “sharpen the saw” means to express and exercise all four of these motivations regularly and consistently. This is the most important investment you can make in your life, as you are the instrument of your performance. It’s essential to tend to each area with balance, as to overindulge in one area means to neglect another.
However, a positive effect of sharpening your saw in one dimension is that it has a knock-on positive effect in another, due to them being interrelated. For instance, by focusing on your physical health, you inadvertently improve your mental health, too. This, in turn, creates an upward spiral of growth and change that helps you to become increasingly self-aware. Moving up the spiral means you must learn, commit, and do increasingly more as you move upwards and progressively become a more efficient individual.
You can buy The 7 Habits of Effective People by Stephen R. Covey on Amazon
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