Summary

The three principles that Cal outlines in this book are: 1) Do fewer things, 2) Work at a natural pace (Don’t rush your most important work) and 3) Obsess over quality.

The modern knowledge work role has fallen victim to the ‘visible activity’ productivity principles of the Industrial Revolution. Instead, Cal points out that the knowledge-work experts in the past have actually developed meaningful work over long periods of time while maintaing focus on these projects over the years. Ideas that most resonated with me was around working ‘seasonally’ and how obsession over quality leads to more meaningful career results. See the notes below for more details:

Favorite Quotes and Chapter Notes

I went through my notes and captured key quotes from all chapters below.

P.S. – Highly recommend Readwise if you want to get the most out of your reading.

Introduction

• A philosophy for organizing knowledge work efforts in a sustainable and meaningful manner, based on the following three principles:
  1. Do fewer things.
  2. Work at a natural pace.
  3. Obsess over quality.

Part 1: Foundations

• As the Industrial Revolution began to emanate outward from Britain in the eighteenth century, early capitalists adapted similar notions of productivity from farm fields to their mills and factories. As with growing crops, the key idea was to measure the amount of output produced for a given amount of input and then experiment with different processes for improving this value.

• And as freelancers and small entrepreneurs in the sector became more prevalent, these individuals, responsible only for themselves, weren’t sure how they should manage themselves. It was from this uncertainty that a simple alternative emerged: using visible activity as a crude proxy for actual productivity. If you can see me in my office—or, if I’m remote, see my email replies and chat messages arriving regularly—then, at the very least, you know I’m doing something.

• Long work sessions that don’t immediately produce obvious contrails of effort become a source of anxiety—it’s safer to chime in on email threads and”jump on” calls than to put your head down and create a bold new strategy.

Key Concepts

• PSEUDO-PRODUCTIVITY: The use of visible activity as the primary means of approximating actual productive effort.

• KNOWLEDGE WORK (GENERAL DEFINITION): The economic activity in which knowledge is transformed into an artifact with market value through the application of cognitive effort.

On Ambition and Slow Productivity

I want to reassure you that slow productivity doesn’t ask that you extinguish ambition. Humans derive great satisfaction from being good at what they do and producing useful things. This philosophy can be understood as providing a more sustainable path toward these achievements.

• Few people know, for example, how long it actually took Isaac Newton to develop all the ideas contained in his masterwork, the Principia (over twenty years).
• They just know that his book, once published, changed science forever.
• The value of his ideas lives on, while the lazy pace at which they were produced was soon forgotten.

Slow productivity supports legacy-building accomplishments but allows them to unfold at a more human speed.

Part 2: Principles

• Austen was not able to produce creatively during the crowded periods of her life. It was only when, through circumstance and contrivance, her obligations were greatly reduced that Austen was able, finally, to complete her best work.

PRINCIPLE #1: DO FEWER THINGS

Strive to reduce your obligations to the point where you can easily imagine accomplishing them with time to spare. Leverage this reduced load to more fully embrace and advance the small number of projects that matter most.

• In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished.

• The advantage of doing fewer things, however, is about more than just increasing the raw number of hours dedicated to useful activity; the quality of these hours also increases. When you approach a project without the hurried need to tend many barely contained fires, you enjoy a more expansive sense of experimentation and possibility. Maybe you’re able to identify a clever new business strategy, devise an elegant algorithm, or come up with a bold advertising campaign that would have eluded you in a more fragmented state of attention. There are boring physiological and neurological explanations for this effect involving the mind-constricting impacts of cortisol when your schedule becomes unrealistically full, or the time required to excite rich semantic connections among your brain’s neurons. But we don’t need science to convince us of something that we’ve all experienced directly: our brains work better when we’re not rushing.

• This is why so many knowledge workers feel vaguely overloaded all the time, and why we were so vulnerable to collapsing into full burnout when pushed by unexpected disruptions: the informal manner in which we manage our workloads ensures we always have dangerously too much to do.

• To prepare himself to focus on a single large and meaningful project, Wiles limited large pursuits and commitments that would compete for his time. Crucially, he was systematic in this reduction. He didn’t resolve, in some generic fashion, to try to take on less; he instead put in place specific rules (e.g., no conferences), habits (e.g., work from home as much as possible), and even ploys (e.g., trickling out his already completed research)—all directed toward minimizing the number of big items tugging at his attention.

• It’s easy to let your collection of missions expand, as the embrace of a big new goal can be exciting in the moment. But missions, once adopted, demand effort. If your professional life is top heavy, you’ll unavoidably face an onerous workload. Any attempt to succeed with our first principle of slow productivity, therefore, must begin with the reduction of your main objectives. It’s hard to specify the optimal number of missions, but generally, less is better than more.

• what’s important with this strategy is that you maintain clarity and control over your schedule, and deploy it to keep your workload reasonable, regardless of how you define this condition. There exists a myth that it’s hard to say no, whether to someone else or to your own ambition. The reality is that saying no isn’t so bad if you have hard evidence that it’s the only reasonable answer.

• My recommendation here is simple: work on at most one project per day. To clarify, I don’t intend for this single daily project to be your only work for the day. You’ll likely also have meetings to attend, emails to answer, and administrative nonsense to subdue

• There’s a calibrated steadiness to working on just one major initiative a day. Real progress accrues, while anxiety is subdued. This pace might seem slow in the moment, but zooming out to consider the results that eventually accrue over many months reveals the narrowness of this concern.

• But Franklin was happy with this trade of money for time to pursue more meaningful projects. Indeed, a certain joy in this newfound freedom infuses Franklin’s correspondence from this period. “I am settling my old accounts and hope soon to be quite a master of my own time,” he wrote to a friend in London in 1748, before elaborating: I am in a fair way of having no other tasks than such as I shall like to give my self, and of enjoying what I look upon as a great happiness, leisure to read, study, make experiments, and converse at large . . . on such points as may produce something for the common benefit of mankind, uninterrupted by the little cares and fatigues of business. Franklin’s optimistic predictions for the potential of life without “tasks” and the “little cares and fatigues of business” proved accurate. In 1748, he began an obsessive focus on the theory behind electricity, a little-understood phenomenon that Franklin had first encountered a year earlier during a demonstration in Boston. Freed from his normal administrative load, Franklin made immediate progress in the field. In a remarkably short span of just a few years, Franklin introduced a theory of positive and negative flow, invented the battery, and built a rudimentary electric motor.

• In many cases, it’s not the actual execution of a small commitment that generates distraction, it’s instead the cognitive effort required to remember it, to worry about it, and to eventually find time for it in your schedule. If you can minimize this preparatory effort, you can contain the impact of the task itself.

• In the context of knowledge work, it turns out, autopilot schedules provide an effective means to contain tasks. Instead of setting regular times each week for completing school assignments, you can set times for accomplishing specific categories of regularly occurring tasks. A freelancer, for example, might schedule sending invoices for Monday morning, while a professor might schedule reviewing grant reports for Fridays, right after lunch. Once you get used to accomplishing a specific type of task at the same times on the same days, the overhead required for their execution plummets. A key refinement to support this task-centric version of autopilot scheduling is to leverage rituals and locations.

• A direct strategy for reducing collaboration overhead is to replace asynchronous communication with real-time conversations. Consider my earlier example in which an ambiguous request from a colleague led to a long thread of back-and-forth messaging involving three different parties. If all three people were instead in the same room or video call at the same time, the task could have been perfectly clarified in just a few minutes of discussion.

• If every task generates its own meeting, you’ll end up trading a crowded inbox for a calendar crowded with meetings—a fate that is arguably just as dire. The right balance can be found in using office hours: regularly scheduled sessions for quick discussions that can be used to resolve many different issues. Set aside the same thirty to sixty minutes every afternoon, and advertise this time to your colleagues and clients. Make it clear that you’re always available during this period—your door is open, Zoom activated, Slack channels monitored, phone on—to chat about any and all relevant questions or requests.

• The cure isn’t to be found in smarter task systems, but instead in a return to something simpler, and more human: regular conversation.

• In general, strategies that require people to do more work can prove effective for containing tasks.

• Reverse task lists require people to spend more time specifying exactly what they need from you, which simplifies the later execution of their requests. You can also use these public lists to keep people updated on the status of the tasks you’re currently handling, saving them from having to bother you with “How’s it going?” messages. Finally, these lists clearly communicate your current workload. If a colleague encounters an overstuffed reverse task list, they might think twice about giving you something new to do.

• At first, these strategies for making the burden of task assignments more symmetric can feel self-indulgent. You might even worry that others will be offended by your brashness. In reality, however, if you’re diplomatic in your phrasing, and deploy sufficient self-deprecation, you can introduce these systems without attracting too much ire. Indeed, your peers might end up appreciating the added structure, as it provides clarity about how or when their requested work will actually be accomplished.

• The following such strategy, for example, can be surprisingly effective in reducing your task burden: When selecting new projects, assess your options by the number of weekly requests, questions, or small chores you expect the project to generate. Prioritize options that minimize this number. Most people focus on the difficulty of a project, or the total amount of time it might require. But once you understand the havoc wreaked by an overstuffed to-do list, it makes sense that the task footprint of a project should be taken just as seriously.

• But in the long term, this off-loading of the small can provide the mental space needed to make the types of large breakthroughs, and produce the type of value, that will make these monthly expenses suddenly seem trivial in scope. Don’t spend more than you can afford. But recognize that a practitioner of slow productivity cannot afford to spend nothing.

SIMULATED PULL

1. HOLDING TANK AND ACTIVE LISTS The first step in simulating a pull-based workflow is tracking all projects to which you’re currently committed on a list divided into two sections: “holding tank” and “active.”

   When a new project is pushed toward you, place it in the holding-pen section of your list. There is no bound to the size of your holding tank. The active position of the list, by contrast, should be limited to three projects at most. When scheduling your time, you should focus your attention only on the projects on your active list. When you complete one of these projects, you can remove it from your list. This leaves open a free slot that you can fill by pulling in a new project from the holding tank. For larger projects, you might want to instead pull onto your active list a reasonable chunk of work toward its completion. For example, if “write book” is in your holding tank, and a free slot opens up on your active list, you might pull in “write next chapter of book” to work on next. In this case, the larger project, “write book,” would remain in the holding tank until completely finished. In maintaining these two lists, you’re simulating the core dynamic of a pull-based workflow. The number of things on which you’re actively working is limited to a fixed, small quantity, freeing you from a sense of frenzied overload and minimizing the overhead tax.

2. INTAKE PROCEDURE When adding a new project to your holding tank, it’s important to update the source of this new obligation about what they should expect. To do so, send an acknowledgment message that formally acknowledges the project that you’re committing to complete, but that also includes the following three pieces of extra information: (1) a request for any additional details you need from the source before you can start the project, (2) a count of the number of existing projects already on your lists, and (3) an estimate of when you expect to complete this new work. After sending this message, label the project with the time estimate you included in your acknowledgment message so you won’t later forget.

• The key here is transparency. Be clear about what’s going on, and deliver on your promises, even if these promises have to change. Never let a project just drop through the cracks and hope it will be forgotten. If your colleagues and clients don’t trust you to deliver, they won’t stop bothering you.

• Sometimes, a little friction is all it takes to slow down a torrent of incoming work.

1. LIST CLEANING You should update and clean your lists once a week. In addition to pulling in new work to fill empty slots on your active list, you should also review upcoming deadlines. Prioritize what’s due soon, and send updates for any work that you know you’re not going to finish by the time promised. These cleaning sessions also provide a good opportunity to remove from your holding tank projects that are languishing.

• When viewed at the fast scale of days and weeks, the efforts of historic thinkers like Copernicus and Newton can seem uneven and delayed. When instead viewed at the slow scale of years, their efforts suddenly seem undeniably and impressively fruitful.

• Little value was to be gained in rushing, as the work itself provided reward.

• In the sixteenth century, Galileo’s professional life was more leisurely and less intense than that of the average twenty-first-century knowledge worker. Yet he still managed to change the course of human intellectual history.

PRINCIPLE #2: WORK AT A NATURAL PACE

Don’t rush your most important work. Allow it instead to unfold along a sustainable timeline, with variations in intensity, in settings conducive to brilliance.

• Slow productivity emphatically rejects the performative rewards of unwavering urgency. There will always be more work to do. You should give your efforts the breathing room and respect required to make them part of a life well lived, not an obstacle to it.

• the key observation from Dyble’s study is the uneven nature of the foragers’ efforts. A busy start to a fishing expedition might also involve a long nap in the boat during the midday doldrums. An exhausting hunting trip might be followed by multiple days waiting out the rain, doing very little. The rice-farming Agta, by contrast, worked continuously, sunrise to sunset, when planting or harvesting. Compared with the activities of their foraging brethren, these farming efforts struck Dyble as “monotonous.” This side-by-side comparison underscores the degree to which our experience of work has transformed during the recent past of our species.

• The Industrial Revolution stripped away those last vestiges of variation in our work efforts. The powered mill, followed by the factory, made every day a harvest day—continuous, monotonous labor that never alters. Gone were the seasonal changes and sense-making rituals.

• It’s here that we find the justification for the second principle of slow productivity. Working with unceasing intensity is artificial and unsustainable. In the moment, it might exude a false sense of usefulness, but when continued over time, it estranges us from our fundamental nature, generates misery, and, from a strictly economic perspective, almost certainly holds us back from reaching our full capabilities. A more natural, slower, varied pace to work is the foundation of true productivity in the long term.

• This long-term plan kept me returning to my writing goals time and again. But equally important, it gave me the breathing room I needed to feel comfortable even when progress wasn’t immediately being made. Because my vision was established on the scale of multiple years, I could tolerate busy periods in which academic demands left little room for writing.

• By deploying a blanket policy of doubling these initial estimates, you can counter this instinct toward unjustified optimism. The result: plans that can be completed at a more leisurely pace. The fear here, of course, is that by doubling these timelines, you’ll drastically reduce what you accomplish. But your original plans were never realistic or sustainable in the first place. A key tenet of slow productivity is that grand achievement is built on the steady accumulation of modest results over time. This path is long. Pace yourself.

• To create more reasonable workdays, I have two suggestions:
  1. reduce the number of tasks you schedule, and
  2. reduce the number of appointments on your calendar. In other words, cut back on what you plan to accomplish while increasing your available time.

• In some office contexts, of course, it might be hard to get away with strict rules of this type. (“What do you mean you don’t take meetings before noon? That’s when I’m available!”) A subtler alternative is to instead implement a “one for you, one for me” strategy. Every time you add a meeting to your calendar for a given day, find an equal amount of time that day to protect. If I schedule thirty minutes for a call on Tuesday, I’ll also find another thirty minutes that day to block off on my calendar as protected for myself. As a given day starts to fill up with appointments, it also fills up with protected blocks, making it increasingly harder to add something new.

• The key to meaningful work is in the decision to keep returning to the efforts you find important. Not in getting everything right every time.

• As previously argued, for most of recorded human history, the working lives of the vast majority of people on earth were intertwined with agriculture, a (literally) seasonal activity. To work without change or rest all year would have seemed unusual to most of our ancestors. Seasonality was deeply integrated into the human experience. This proposition argues that things don’t have to be this way. Seasonality might be impossible in settings such as industrial manufacturing, but knowledge work is significantly more flexible.

• What if, for example, you decided to quiet quit a single season each year: maybe July and August, or that distracted period between Thanksgiving and the New Year? You wouldn’t make a big deal about this decision. You would just, for lack of a better word, quietly implement it before returning without fanfare to a more normal pace. For this idea to work, you should, if possible, arrange for major projects to wrap up before your simulated offseason begins, and wait to initiate major new projects until after it ends. An advanced tactic here is to take on a highly visible but low-impact project during this season that you can use to temporarily deflect new work that comes your way: “I’m happy to lead that internal review project, but I’m really focused this month on mastering this new marketing software, so let’s wait until the New Year to get started.” The key is to choose a deflection project that itself doesn’t require a lot of collaboration, meetings, or urgent messages. Solo writing or research projects work well here.

• the key observation motivating this advice is that in most knowledge work employment situations, it’s possible to surreptitiously slow down for a handful of months each year without any major consequences.

• For those who work standard office jobs, with bosses and normal hours, the dream of fully escaping for weeks or months at a time is difficult to achieve. If you work for yourself, however, the main force pushing you into year-round labor is likely cultural convention. Nothing terrible happened to Fleming, Blake, Sullivan, or Young when they decided to step back from their normal work for extended periods. They may have earned somewhat less money in the short term, but I’d wager that, to a person, they found this sacrifice to be very much worth it.

• No Meeting Mondays: Don’t schedule appointments on Mondays. You don’t need to make a public announcement about this decision. When people ask when you’re free for a meeting or a call, just stop suggesting slots on that particular day.

• See a Matinee Once a Month: There’s something about entering a movie theater on a weekday afternoon that resets your mind. The context is so novel—”most people are at work right now!”—that it shakes you loose from your standard state of anxious reactivity. This mental transformation is cleansing and something you should seek on a regular basis. My suggestion is to try to put aside an afternoon to escape to the movies once per month, protecting the time on your calendar well in advance so it doesn’t get snagged by a last-minute appointment.

• The idea is simple: after putting aside time on your calendar for a major work project, schedule in the days or weeks immediately following it time to pursue something leisurely and unrelated to your work. For example, perhaps you’re a professor assigned to chair a faculty search committee during the upcoming spring. Perhaps this search will keep you busy until early May. To compensate, block off some afternoons later in that month to, say, finally watch Francis Ford Coppola’s entire 1970s filmography, or learn a new language, or get your backyard workshop up and running once again. The key is to obtain a proportional balance. Hard leads to fun. The more hardness you face, the more fun you will enjoy soon after.

• if you worry about how this suggestion will be received, you can quietly implement cycles without anyone knowing. The two-week cooldowns are too short for you to develop a reputation for shirking major initiatives. If anything, your increased intensity during the cycles themselves will probably be noticed more, shifting your employer’s opinion of you toward the positive.

• sometimes cultivating a natural pace isn’t just about the time you dedicate to a project, but also the context in which the work is completed. As the French philosopher Gaston Bachelard argues in The Poetics of Space, we shouldn’t underestimate the ability of our surroundings to transform our cognitive reality. In discussing the role of a home, for example, Bachelard famously quipped, “Inhabited space transcends geometrical space.” The stairway is not simply a collection of raised steps, arranged in a regular order, but instead where you played as a child with your siblings on rainy summer afternoons. Its surfaces and details are tangled into a complicated web of human experience. These forces affect our professional efforts.

• Francis Ford Coppola has a long-standing habit of keeping soldering irons, switches, and diodes in his various production offices over the years. He used to love tinkering with electronic gizmos as a kid, and thinks the presence of the tools helps recenter him on the primal importance of building things from scratch. Whenever I see a generic home office, with its white bookcases and office-supply-store wall hangings, I can’t help but think about all the ways in which its inhabitant could remake the setting into something more tailored to the work it supports.

• The problem is that the home is filled with the familiar, and the familiar snares our attention, destabilizing the subtle neuronal dance required to think clearly. When we pass the laundry basket outside our home office (aka our bedroom), our brain shifts toward a household-chores context, even when we would like to maintain focus on whatever pressing work needs to get done. This phenomenon is a consequence of the associative nature of our brains. Because the laundry basket is embedded in a thick, stress-inducing matrix of under-attended household tasks, it creates what the neuroscientist Daniel Levitin describes as “a traffic jam of neural nodes trying to get through to consciousness.” In this context, work tumbles forward as one stress-inducing demand among many.

• If organizations wanted to close down central offices, I proposed, they should reinvest this savings to help employees find places to work near their homes. By freeing these workers from the drag of the familiar, overall productivity and satisfaction would rise. Here I’m arguing that you keep something similar in mind during your individual efforts to create more poetic environments for your work. Strange is powerful, even if it’s ugly. When seeking out where you work, be wary of the overly familiar.

• In this account of ancient Greek Mystery cults, we learn something important about rituals in general. Their power is found not in the specifics of their activities but in the transformative effect these activities have on the mind. The more striking and notable the behaviors, the better chance they have of inducing useful changes.

• My advice here has two parts.
  1. Form your own personalized rituals around the work you find most important.
  2. In doing so, ensure your rituals are sufficiently striking to effectively shift your mental state into something more supportive of your goals.

PRINCIPLE #3: OBSESS OVER QUALITY

Obsess over the quality of what you produce, even if this means missing opportunities in the short term. Leverage the value of these results to gain more and more freedom in your efforts over the long term.

• Quality demands that you slow down. Once achieved, it also helps you take control of your professional efforts, providing you the leverage needed to steer even further away from busyness.

• There’s a reason why this principle is presented last: it’s the glue that holds the practice of slow productivity together. Doing fewer things and working at a natural pace are both absolutely necessary components of this philosophy, but if those earlier principles are implemented on their own, without an accompanying obsession with quality, they might serve only to fray your relationship to work over time—casting your professional efforts as an imposition that you must tame. It’s in the obsession over what you’re producing that slowness can transcend its role as just one more strategy on the arid battlegrounds of work-life wars and become a necessary imperative—an engine that drives a meaningful professional life.

• “Deciding what not to do is as important as deciding what to do,” Jobs explained.

• The first principle of slow productivity argues that you should do fewer things because overload is neither a humane nor pragmatic approach to organizing your work. This third principle’s focus on quality, however, transforms professional simplicity from an option to an imperative. Once you commit to doing something very well, busyness becomes intolerable. In other words, this third principle helps you stick with the first.

• We’ve become so used to the idea that the only reward for getting better is moving toward higher income and increased responsibilities that we forget that the fruits of pursuing quality can also be harvested in the form of a more sustainable lifestyle.

• The bigger observation is that there can be utility in immersing yourself in appreciation for fields that are different from your own. It can be daunting to directly study great work in your profession, as you already know too much about it. Confronting the gap between what the masters produce and your current capabilities is disheartening. When you study an unrelated field, the pressure is reduced, and you can approach the topic with a more playful openness.

• When you gather with other people who share similar professional ambitions, the collective taste of the group can be superior to that of any individual. This follows, in part, from the diversity of approaches that people take toward creation in a given field. When you combine the opinions of multiple practitioners of your craft, more possibilities and nuance emerge. There’s also a focusing effect that comes from performing for a crowd. When you want to impress other people, or add to the conversations in a meaningful way, your mind slips into a higher gear than what’s easily accessible in solo introspection. Forming a group of like-minded professionals, all looking to improve what they’re doing, provides a shortcut to improving your taste, an instantaneous upgrade to the standard of quality that you’re pursuing.

• The pursuit of quality is not a casual endeavor. If you want your mind on board with your plans to evolve your abilities, then investing in your tools is a good way to start.

• Obsession requires you to get lost in your head, convinced that you can do just a little bit better given some more time. Greatness requires the ability to subsequently pull yourself out of your self-critical reverie before it’s too late.

• Give yourself enough time to produce something great, but not unlimited time. Focus on creating something good enough to catch the attention of those whose taste you care about, but relieve yourself of the need to forge a masterpiece. Progress is what matters. Not perfection.

• These authors demonstrate one of the more approachable strategies for betting on yourself: temporarily dedicating significant amounts of free time to the project in question. The stakes here are modest: If you fail to reach the quality level that you seek, the main consequence is that during a limited period you’ve lost time you could have dedicated to more rewarding (or restful) activities. But this cost is sufficiently annoying to motivate increased attention toward your efforts. For a young Stephenie Meyer, for example, it likely wasn’t fun to squeeze so much writing in between kid activities or into tired stretches late at night. Given the sacrifices this goal demanded, she was motivated to not waste time on a half-hearted effort. Determined to see her project through to the end, Meyer wrote every day, even if she completed only a few pages.

• This spare time strategy, of course, is not a sustainable way to work in the long term. Sacrificing too many of your leisure hours to extra work can violate both of the first two principles of slow productivity. But when deployed in moderation, dedicated to a specific project for a temporary period, this act of giving up something meaningful in pursuit of higher quality can become an effective bet on yourself.

• Don’t haphazardly quit your job to pursue a more meaningful project. Wait instead to make a major change until you have concrete evidence that your new interest satisfies the following two properties:
  1. People are willing to give you money for it
  2. You can replicate the result In the context of writing, this might mean you’ve sold multiple books and proven there’s a robust audience for your characters. In entrepreneurship, by contrast, this might mean that your side hustle generates a steady stream of sales. Once you’ve passed these thresholds, however, take action. This doesn’t necessarily mean quitting your current job completely. It might instead mean that you reduce your hours, or take an unpaid leave.
• Attracting other people to invest in you and your idea is a dramatic bet on yourself and your ability to not let others down. In the drive to avoid this disappointment, greatness can be found.

Conclusion

• When writing, he would deal with one story component at a time, tackling them in the order in which they were arranged on the plywood sheet. When writing about a specific component, he would remove all the relevant slivers of notes from the corresponding folder and lay them out ladderlike on a card table set up next to his Underwood 5.“The procedure eliminated nearly all distraction and concentrated just the material I had to deal with in a given day or week,” McPhee explains.“It painted me into a corner, yes, but in doing so it freed me to write.”

• Toward the end of a wide-ranging 2010 interview with The Paris Review, John McPhee marveled at the idea that anyone might think of him as being unusually hardworking: And if somebody says to me,“You’re a prolific writer”—it seems so odd. It’s like the difference between geological time and human time. On a certain scale, it does look like I do a lot. But that’s my day, all day long, sitting there wondering when I’m going to be able to get started. And the routine of doing this six days a week puts a little drop in a bucket each day, and that’s the key. Because if you put a drop in a bucket every day, after three hundred and sixty-five days, the bucket’s going to have some water in it.

• A slower approach to work is not only feasible, but is likely superior to the ad hoc pseudo-productivity that dictates the professional lives of so many today. If you collect modest drops of meaningful effort for 365 days, McPhee reminds us, you’ll end the year with a bucket that’s pretty damn full. This is what ultimately matters: where you end up, not the speed at which you get there, or the number of people you impress with your jittery busyness along the way.