Tim Ferriss

• RUL3 - Ask ‘what would it look like if it were easy and fun’
• QUE5 - Don’t aim for the average — Ask ‘What is rich doing’ ‘What are nerds doing’
• 7-1e We ask ‘what is the rich doing’ because they are the ones who have the resource to experiment with to find ways to cheapen the means of production

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The 4-Hour Workweek

5. The End of Time Management

• There are two synergistic approaches for increasing productivity that are inversions of each other (p. 96):
  1. Limit tasks to the important to shorten work time (20).
     • Which 20% of sources are causing 80% of my problems and unhappiness?
     • Which 20% of sources are resulting in 80% of my desired outcomes and happiness?
  2. Shorten work time to limit tasks to the important (Parkinson’s Law).
     • Parkinson’s Law dictates that a task will swell in (perceived) importance and complexity in relation to the time allotted for its completion.
       • 5-1b4a Amara’s law - we expect too much in the short-run, but too little in the long-run
• Am I being productive or just active? Am I inventing things to do to avoid the important?
• Who are the 20% of people who produce 80% of your enjoyment and propel you forward, and which 20% cause 80% of your depression, anger, and second-guessing?

6. The Low-Information Diet

• Ignore or redirect all information and interruptions that are irrelevant, unimportant, or unactionable. (p. 107)
• Most information is time-consuming, negative, irrelevant to your goals, and outside of your influence. (p. 107)
• Develop the habit of asking yourself, “Will I definitely use this information for something immediate and important?” (p. 113)
  • Put differently, ask yourself, “Will this help solving my problems?”develop
    • “Just-in-time information” over “just-in-case information”
      • 1-1c6a2a1 Be careful with ‘just-in time productivity’
• Focus on what digerati Kathy Sierra calls “just-in-time” information instead of “just-in-case” information. (p. 113)