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When the need to stretch is not spontaneous, management needs to create an environment to foster it. In an MBO system, for example, objectives should be set at a point high enough so that even if the individual (or organization) pushes himself hard, he will still only have a fifty-fifty chance of making them. Output will tend to be greater when everybody strives for a level of achievement beyond his immediate grasp, even though trying means failure half the time. Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.

High Output Management

Andrew S. Grove

You absolutely need habits to function. You cannot solve every problem in life as if it is the first time it’s thrown at you. We accumulate all these habits. We put them in the bundle of identity, ego, ourselves, and then we get attached to them. “I’m Naval. This is the way I am.” It’s really important to be able to uncondition yourself, to be able to take your habits apart and say, “Okay, this is a habit I probably picked up when I was a toddler trying to get my parent’s attention. Now I’ve reinforced it and reinforced it, and I call it a part of my identity. Does it still serve me? Does it make me happier? Does it make me healthier? Does it make me accomplish whatever I set out to accomplish?”

The Almanack of Naval Ravikant

Eric Jorgenson, Jack Butcher, and Tim Ferriss

Parkinson's Law: Work expands to fill the time allotted for it. No matter the size of the task, it will often take precisely the amount of time you set aside to do it, because more time means more deliberation & procrastination.

My Peoples, the Time Has...

@G_S_Bhogal on Twitter

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