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References

  1. Birckman, P., et al. “Lottery winners and accident victims: Is happiness relative?” Journal of Personality and Social Psychology, vol. 36, no. 8, 1978, pp. 917-927. American Psychological Association, https://psycnet.apa.org/record/1980-01001-001/. Accessed 29 Sep 2020.
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  4. Duckworth, Angela. Grit: The Power of Passion and Perseverance. Scribner, 2016.
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  9. Hill, Napoleon. Think and Grow Rich. 1937 Unedited Original ed., Sound Wisdom, 2016.
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Images & Illustrations

Page 13, 14: Demonstration of confirmation bias.

When you search on Google "Are cats better than dogs", you'll be served with results that serve to confirm your interest. For example "10 reasons why cats make better pets than dogs"
When you search on Google “Are cats better than dogs”, you’ll be served with results that serve to confirm your interest. For example “10 reasons why cats make better pets than dogs”
When you search on Google "Are cats better than dogs", you'll be served with results that serve to confirm your interest. For example "10 reasons why cats make better pets than dogs" A simple reordering of words "cats better than dogs" vs. "dogs better than cats" can make a big difference in the results you get to confirm your beliefs. Be mindful that we often seek data to validate our believes (instead of forming beliefs based on unsubjective data).
On the other hand, when you search on Google “Are dogs better than cats”, you’ll be served with results that affirm that exact preference. For example “13 Reasons why dogs are better than cats”.

A simple reordering of words “cats better than dogs” vs. “dogs better than cats” can make a big difference in the results you get to confirm your beliefs. Be mindful that we often seek data to validate our believes (instead of forming beliefs based on unsubjective data).

Page 18: Things you enjoy vs. Things you love

Venn Diagram of Things you enjoy vs. Things you love: Things you love are things that you enjoy, but there are also some things that you enjoy that you don't have to love. Though similar, enjoyment is different from love (or passion). You may enjoy music, but you may not be passionate about it. Don't confuse the two.
Venn Diagram of Things you enjoy vs. Things you love: Things you love are things that you enjoy, but there are also some things that you enjoy that you don’t have to love. Though similar, enjoyment is different from love (or passion). You may enjoy music, but you may not be passionate about it. Don’t confuse the two.

Page 29: Ikigai

Venn Diagram illustrating the concept of Ikigai. The 4 main categories are: What you are GOOD AT, What you LOVE, What the world NEEDS, What you can be PAID FOR. When What you are GOOD AT overlaps with What you LOVE, that is your PASSION. When What you LOVE overlaps with What the world NEEDS, that is your MISSION. When What the world NEEDS overlaps with What you can be PAID FOR, that is your VOCATION. When What you can be PAID FOR overlaps with What you are GOOD AT, that is your PROFESSION. When all 4 overlap, that is the the perfect combination known as Ikigai
Venn Diagram illustrating the concept of Ikigai. The 4 main categories are: What you are GOOD AT, What you LOVE, What the world NEEDS, What you can be PAID FOR.

When What you are GOOD AT overlaps with What you LOVE, that is your PASSION.
When What you LOVE overlaps with What the world NEEDS, that is your MISSION.
When What the world NEEDS overlaps with What you can be PAID FOR, that is your VOCATION.
When What you can be PAID FOR overlaps with What you are GOOD AT, that is your PROFESSION.

When all 4 overlap, that is the the perfect combination known as Ikigai.

Page 71: Early homepage of Facebook

Early screenshot of what Facebook used to look like: Very basic and text centric. Don't worry about getting things to your idealized degree of perfection. It's more important to start and improve from there.
Early screenshot of what Facebook used to look like: Very basic and text centric. Don’t worry about getting things to your idealized degree of perfection. It’s more important to start and improve from there.

Page 105: OKR example

OKR using Tesla as an example: Objective (5-10 years out): Accelerate the adoption of electric vehicles. Key result(s) to determine if the objective has been achieved: 70% of consumers now own and drive an electric vehicle, 80% of cities and residential complexes have some form of electric charging outposts. Department-oriented objectives (1 year out): Marketing Department = Increase Brand Awareness, Sales Department = Become the #1 automaker in North America Key Results: Sell 200,000 units and bring in a net profit of $5.6 billion this year. Region specific objectives (3 months out): Oregon Sales Team, California Sales Team Key Results: Sell 3,000 units and $10 million in revenue per month. Initiatives (weekly) that serve to deliver on those key results above: Hire 300 new sales representatives, Open 20 new dealerships. Initiatives (daily) which feed into weekly initiatives (for opening new dealerships): Scout out potential locations, Train new managers, Secure inventory for new locations.
OKR using Tesla as an example:
Objective (5-10 years out): Accelerate the adoption of electric vehicles.
Key result(s) to determine if the objective has been achieved: 70% of consumers now own and drive an electric vehicle, 80% of cities and residential complexes have some form of electric charging outposts.

Department-oriented objectives (1 year out): Marketing Department = Increase Brand Awareness, Sales Department = Become the #1 automaker in North America
Key Results: Sell 200,000 units and bring in a net profit of $5.6 billion this year.

Region specific objectives (3 months out): Oregon Sales Team, California Sales Team
Key Results: Sell 3,000 units and $10 million in revenue per month.

Initiatives (weekly) that serve to deliver on those key results above: Hire 300 new sales representatives, Open 20 new dealerships.
Initiatives (daily) which feed into weekly initiatives (for opening new dealerships): Scout out potential locations, Train new managers, Secure inventory for new locations.

Page 111: Pareto Principle

80% of effort/activity often only produces 20% of your results. On the other hand, 20% of effort/activity often produces 80% of your results.
80% of effort/activity often only produces 20% of your results.
On the other hand, 20% of effort/activity often produces 80% of your results.

Page 113: Exercise #14 (Flow Chart recreation of Rory Vaden’s Focus Funnel)

Evaluate your tasks: Can I ELIMINATE it? Yes -> DONE! No longer have to deal with it. No -> Can I AUTOMATE it? Can I AUTOMATE it? Yes -> DONE! No longer have to deal with it. No -> Can I DELEGATE it? Can I DELEGATE it? Yes -> DONE! No longer have to deal with it. No -> I have to do it I have to do it Needs to be done NOW -> Concentrate -> DONE! Can be done LATER -> Procrastinate -> At which point it re-enters the workflow at a later date when it needs to eventually be addressed, going through the Eliminate, Automate, Delegate, Concentrate vs. Procrastinate evaluations again.
Evaluate your tasks:
Can I ELIMINATE it?
Yes -> DONE! No longer have to deal with it.
No -> Can I AUTOMATE it?

Can I AUTOMATE it?
Yes -> DONE! No longer have to deal with it.
No -> Can I DELEGATE it?

Can I DELEGATE it?
Yes -> DONE! No longer have to deal with it.
No -> I have to do it

I have to do it
Needs to be done NOW -> Concentrate -> DONE!
Can be done LATER -> Procrastinate -> At which point it re-enters the workflow at a later date when it needs to eventually be addressed, going through the Eliminate, Automate, Delegate, Concentrate vs. Procrastinate evaluations again.

Page 121: Valley of Dissapointment

What actually happens vs. What you expect to happen when charted against Results vs. Time. We often have linear and simple expectations of outcomes/results. However, in reality, outcomes are often exponential. Things often start slower/results are often poorer to start, and when they do finally pass a tipping point, tend to scale exponentially. Because of this, to achieve our goals, we need to be resilient or adjust our expectations in order to weather that valley of disappointment that often results when reality does not match with our expectations.
What actually happens vs. What you expect to happen when charted against Results vs. Time.

We often have linear and simple expectations of outcomes/results. However, in reality, outcomes are often exponential. Things often start slower/results are often poorer to start, and when they do finally pass a tipping point, tend to scale exponentially. Because of this, to achieve our goals, we need to be resilient or adjust our expectations in order to weather that valley of disappointment that often results when reality does not match with our expectations.

Page 123: Persistence

Illustration of 2 people digging a tunnel to find gold/diamonds. 1 is ALMOST there but gives up right before, the other isn't there yet and continues to dig. Highlighting the difficulty of determining how close you are to making a breakthrough and the conundrum of when to give up vs. persist.
Illustration of 2 people digging a tunnel to find gold/diamonds. 1 is ALMOST there but gives up right before, the other isn’t there yet and continues to dig. Highlighting the difficulty of determining how close you are to making a breakthrough and the conundrum of when to give up vs. persist.

Page 153: Dunning-Kruger Effect

Confidence charted against knowledge: 1. You lack confidence when you have no knowledge. 2. When you've done some research and have some knowledge, you may be mislead with overconfidence and think you know it all. Observed frequently with keyboard warriors on social media who seem to be an expert at every new trending topic. During COVID, we saw an outbreak of so-called respiratory virus experts. During the shooting of George Floyd, many gun control "experts", both for an against, crept out of the woodworks. 3. With more research, you realize that there's more to the topic than you expected. 4. This leads to many professionals in the field doubting themselves (the more you know, the more you know what you don't know). 5. As you continue to build expertise, you start to build up confidence again with a humble realization and acknowledgement of your blind spots and limitations.
Confidence charted against knowledge:
1. You lack confidence when you have no knowledge.
2. When you’ve done some research and have some knowledge, you may be mislead with overconfidence and think you know it all. Observed frequently with keyboard warriors on social media who seem to be an expert at every new trending topic. During COVID, we saw an outbreak of so-called respiratory virus experts. During the shooting of George Floyd, many gun control “experts”, both for an against, crept out of the woodworks.
3. With more research, you realize that there’s more to the topic than you expected.
4. This leads to many professionals in the field doubting themselves (the more you know, the more you know what you don’t know).
5. As you continue to build expertise, you start to build up confidence again with a humble realization and acknowledgement of your blind spots and limitations.

Page 175: T-shaped Thinker

Like a capital T, a T-shaped thinker has a broad range of knowledge across various topics/skills (the horizontal line), and deep expertise with at least 1, if not more topics/skills (the vertical line).
Like a capital T, a T-shaped thinker has a broad range of knowledge across various topics/skills (the horizontal line), and deep expertise with at least 1, if not more topics/skills (the vertical line).