Many managers regard inefficient, unproductive or boring meetings as an unavoidable business flaw.Acknowledge that meetings can cause a lot of frustration, and assess your meetings to seek improvements.Rather than getting rid of meetings, solve your problems with them by applying science.Critically evaluate your meeting facilitation skills: Are they as good as you think they are?Carefully craft meeting agendas. Make participants “directly responsible” owners of their agenda items.

Meetings Are Inevitable Even If We Don't Like Them

<ul><li>Holding a meeting for 48 minutes will catch your colleagues’ attention.</li><li>Invite fewer participants to reduce “social loafing”; encourage input before and after from “secondary stakeholders.”</li><li>Walking and standing meetings add variety to your meeting culture and ensure that people “don’t get too comfortable in that chair.”</li><li>“Deflate negative energy from the start” and create technology-free meeting zones.</li><li>Encourage silence to bring out every team member’s input.</li><li>Pay special attention to audio-only telephone conferences.</li></ul>

Scientific Meetings: Key Takeaways

Everyone needs to meet for team discussions, inter-department alignment and group decision-making. But everyone needs to meet effectively. Meetings can cause frustration, especially when they waste time and energy due to a bad meeting culture.Bad meetings should never be accepted as an organizational norm.

Seek To Improve Meetings

While you’re stuck with your colleagues in a meeting, you all could be spending time doing real work. When your company manages meetings effectively, meetings add to productivity and organizational cohesion. And when it doesn’t, they add to the cost. In 2014, meetings cost the United States economy about $1.4 trillion – roughly 8% of the nation’s GDP that year.

The Opportunity Costs Of A Meeting

Employees have no lack of cynicism when it comes to meetings. Yet getting rid of all meetings is not feasible. Without meetings, you would lose contact with your colleagues, disconnect from other departments and become single-minded about difficult problems. Rather than eliminating meetings, improve them.

Don't Reject Meetings, Just Be Smart

Rather than overestimating your skills, accept that you might have room for improvement, and strategically seek out opportunities to improve. You can, for example, gain input by asking meeting participants for feedback. If you feel that approaching them in person would bias the results, consider sending around a short, anonymous survey. Collecting data and being open to that information will increase your awareness of issues, which is the first step to improvement.

Evaluate Your Meeting Facilitating Skills

Look for the following signals when assessing your meeting effectiveness:<ul><li>Are participants on their phones or other devices, attempting to multitask?</li><li>Are a few participants talking all the time, while others aren’t speaking at all?</li><li>Are you, as the leader, dominating the meeting?</li></ul>

Meeting Effectiveness: The Signals

What differentiates successful meeting leaders from unsuccessful ones is the willingness to pick the right tool for the job at hand.

Adopt a “servant leadership” mindset and buy into an idea by Adam Grant, a professor at Wharton, that you should be a “giver” who actively assists others and disseminates knowledge without expecting anything in return. Companies with strong servant leadership and giving cultures perform better across all business indicators.

Servant Leadership

Collect meeting feedback through different instruments, including your annual employee engagement survey. You could also make meetings part of any 360-degree feedback instrument that applies to leaders in your company.

Get Meeting Feedback

A meeting will fill in the time you allot it. When you schedule a meeting for 60 minutes, it will most likely take 60 minutes. Your tasks as a meeting leader include making a conscious choice about the meeting length. Consider your objectives, agenda items and the number of participants to determine the best length for a meeting. Once you have an accurate estimate, reduce that estimate by 5% to 10% to add the extra time pressure that makes meetings more effective. Going forward, hold meetings that last 25 minutes instead of 30 minutes, or 50 minutes instead of 60.

Make The Meeting An Odd Number OF Minutes

Research shows that merely having an agenda doesn’t yield more effective meetings. Instead, be intentional in the process of creating a meeting agenda, including customizing it to meet team needs and approaching team members to ask them to add their agenda items in advance. The rule of thumb is to prepare for an internal meeting as carefully as you would prepare for an external client meeting.

Craft The Meeting Agendas

Place important discussion items near the top of your agenda. The same holds true for items that participants have generated. Even if you convene the meeting, you don’t have to own every item. Increase accountability by assigning agenda items to participant-owners up front. Present the most salient and demanding items early.  These topics usually will require a more intensive exchange and alignment time. It’s most functional if you kick them off no later than 10% to 15% into the meeting time.

Prioritizing The Discussion Points

Research shows that seven participants per meeting hits the sweet spot. With more participants, decision-making effectiveness decreases by roughly 10% per additional participant above seven. Reasons for this decrease include logistics, coordination and social issues.How do you keep the number of participants low, while not offending colleagues by not inviting them? To strike this balance, revisit your meeting goals and determine who among your potential participants is absolutely indispensable to achieving those goals.

Invite Fewer Participants 

Change the seating arrangement – Actively ask participants to sit in a different seat, change the table set-up or switch to another venue.Conduct a “walking meeting” – Take the meeting agenda and your participants outdoors or on a circular walk through your building.Hold your meeting standing – Participants in “standing meetings” gain health benefits and appreciate the efficiency of this shorter meeting format (15 to 20 minutes maximum).

Don't Let People Get Too Comfortable

Meetings enlivened with humour and laughter lead to more supportive team members, more constructive group dynamics and higher team performance. Negative comments lead to “mood contagion” that lowers performance. Paying attention to the emotions in your meetings is part of successful meeting leadership.Greet participants, offer refreshments or snacks, and play an upbeat song as they enter the room. Discourage multitasking. Some companies also create “technology-free zones,” banning personal laptops, phones and smart devices from meetings.

Avoid The Negative: Mood Travel Quickly

“Brainwriting” – Ask meeting participants to be silent and jot down their ideas before sharing them with others. Your objective is to generate unique ideas and avoid “groupthink.”“Silent reading” – Assign 10 to 30 minutes of silent reading for a new proposal and conceptual piece rather than having a person present the idea. This ensures participants evaluate a proposal on its merits and not on the eloquence of the presenter.

Idea Generating Technique

Because audio-only meetings are tricky to lead, pay special attention to your format. The absence of social controls tempts participants to perform other tasks or embrace distractions while on the call – reducing meeting efficiency immensely. To counteract those shortcomings, ban the mute button at audio-only meetings and increase engagement by actively addressing participants by their names.

Audio Conference Calls

A how-to guide those that lead or participate in meetings

books

Books

leadershipandmanagement

Leadership & Management

productivity

Productivity

communication

Communication

personaldevelopment

Personal Development

How to Run an Effective Meeting

Many managers regard inefficient, unproductive or boring meetings as an unavoidable business flaw. The author challenges this assumption with ideas on how to stop wasting time and energy by facilitating better meetings.

Preface -- Setting the meeting stage -- So many meetings and so much frustration -- Get rid of meetings? no, solve meetings through science -- Evidence-based strategies for leaders -- The image in the mirror is likely wrong -- Meet for 48 minutes -- Agendas are a hollow crutch -- The bigger, the badder -- Don't get too comfortable in that chair -- Deflate negative energy from the start -- No more talking! -- The folly of the remote call-in meeting -- Putting it all together -- Epilogue: trying to get ahead of the science' using science -- Tool: meeting quality self-assessment -- Tool: sample engagement survey and 360 feedback questions on meetings -- Tool: good meeting facilitation checklist -- Tool: huddle implementation checklist -- Tool: agenda template -- Tool: guide to taking good meeting minutes/notes -- Tool: expectations assessment -- Acknowledgments -- References -- Index

corporateculture

Corporate Culture

business

Business

A recent estimate suggests that employees endure a staggering 55 million meetings a day in the United States. This tremendous time investment yields only modest returns. No organization made up of human beings is immune from the all-too-common meeting gripes: those that fail to engage, those that inadvertently encourage participants to tune out, and those that blatantly disregard participants' time. Most companies and leaders view poor meetings as an inevitable cost of doing business. But managers can take heart: researchers now have a clear understanding of the key drivers that make meetings successful. In The Surprising Science of Meetings, Steven G. Rogelberg, researcher and consultant to some of the world's most successful companies, draws from extensive research, analytics and data mining, and survey interviews with over 5,000 employees across a range of industries to share the proven practices and techniques that help managers and employees enhance the quality of their meetings. For those who lead and participate in meetings, Rogelberg provides immediate direction, guidance, and relief, offering a how-to guide to change your working life starting today.

Steven G. Rogelberg

The Surprising Science of Meetings

Leaders are often imagined to always be in control and an expert in almost everything.  They are idealised by the media, educational system and social media. Since infallibility is not possible, it makes sense that we resist admitting mistakes and are ready to protect an image of ourselves. This idea of leadership is bad for leaders and businesses as it limits an organisation's ability to be successful.

Outdated leadership ideas still persist

The likelihood of having perfect answers or solutions to all the challenges we face is very low. Leaders who strive to have all the answers will prevent team creativity and stay stuck in outdated thinking models. Inquiry-driven leadership is one method of dealing with uncertainty. Ask questions that are productive such as "what" and "how" to help frame problems and move toward positive outcomes.

Focus on questions, not answers

Being vulnerable and authentic as a leader means admitting errors instead of sweeping them aside to protect your image. But putting on a show actively discredits them. Instead, declare the mistake as soon as possible to everyone involved. While it can be challenging, state the nature of the error succinctly and apologize if relevant. Then, spend your time finding the cause of the mistake.

Own mistakes publicly

Failure can be a great learning experience. The key is to make "smart" failures by fostering two conditions among the team.<ol><li>Crean an environment of psychological safety. The team should know that smart risks that end in below-average outcomes won't hurt them. Publicly applaud the effort and focus on the learning and growth phase of the loss.</li><li>Leaders must conduct after-action reviews focused on learning from any major project or initiative.</li></ol>

Embrace smart failures

Being an infallible leader is bad for business.  


Admitting what you don’t know is key to effective leadership

Perseverance refers to our ability to pursue a goal or passion over time, and stick with it if we encounter obstacles or setbacks.Perseverance is closely related to a range of other concepts including resilience, motivation, drive, determination, grit, passion, and conscientiousness.

4 Activities to Improve Perseverance

Various studies have shown that perseverance is an essential quality for success in life (Duckworth, 2016). It often tops aptitude and raw talent and is a more accurate predictor of achievement.Our ability to stick with our tasks, goals, and passions is vital. Persevering entails effort and practice. It also involves our ability to learn from failure and try again.

Importance of Perseverance

We can understand perseverance as a continuous drive to reach our goals and improve our skills and performance through persistent effort. It is a form of purposefulness and goal-orientation, which requires long-term commitment and discipline. It is fueled by passion.Our potential is one thing. What we do with it is quite another. While aptitude, skills, and a basic degree of talent are important as determiners of success, they are not as significant as hard work and trying, again and again, to improve what we do.

What Is Perseverance in Psychology?

Perseverance and resilience are also closely related to our ability to learn from our failures. Perseverant and resilient people deal more productively with failure.Perseverance and Resilience can be learned. In other words, we can all practice becoming grittier and work on our ability to persevere.

The Link Between Perseverance and Resilience

1.     Interest2.     Practice3.     Purpose4.     Hope

4 Ways to Improve Perseverance (Angela Duckworth)

We must, first of all, follow our passion. That entails discovering what our core passions are. This process involves curiosity, trying new things, experimenting, and actively seeking to develop and stay with our interests.

1. Interest

Then, we have to practice. But we must practice deliberately, by honing in on our weaknesses and Achilles heels, setting challenging stretch goals, and incorporating feedback.

2. Practice

Purpose refers to our desire to contribute to making the world a better place and to helping others. It can be a core driving force for passion.

3. Purpose

Hope, the fourth and final ingredient, is related to the belief that our efforts matter and that they can improve our future.

4. Hope

“It’s your reaction to adversity, not adversity itself that determines how your life’s story will develop.”― Dieter F. Uchtdorf

Persevering Through Adversity

Perseverance is an essential quality for success in life. This ancient virtue of fortitude explicitly combines perseverance with courage.

motivationandinspiration

Motivation & Inspiration

problemsolving

Problem Solving

Perseverance in Psychology: 4 Activities To Improve Perseverance

Done is better than perfect.

We live in a very interesting moment in which women have the highest level of expression in history, mostly thanks to the feminist movements of the 60s and 70s.On the other hand, because it seems like the fight for equality has been won, progress has been taking place, and things have been evolving, however at a low pace. Inequality of genders still exists in various spheres of society, mainly when it comes to careers and work.

Much Yet To Conquer

<ul><li>Despite significant progress, it is important to be aware that gender inequality still exists.</li><li>Women are still discriminated against, and many aren’t aware of the ongoing bias.</li><li>Women are noticeably absent from leadership positions.</li><li>Whether it’s due to childhood learned bias or motherhood, many women tend to be less committed to pursuing leadership positions.</li></ul>Example: Only 4% of Fortune 500 company CEOs are women even though women outperform men in pre-professional academic settings.

The Truth About Gender Equality In The Modern Age

What would you do if you weren't afraid?

<ul><li>Talk openly with others about inequality to work together towards a solution</li><li>Discussing gender inequality often identifies opportunities to help close the gap.</li></ul>Example: Professors who know that women are less likely to raise their hand in class may call on an equal number of males and females in order to level the imbalance.  <ul><li>Fake confidence until you build it naturally</li><li>Many women are plagued by the “imposter syndrome,” where they believe their skills are inferior and thus hold back in areas where career progression requires confidence.</li></ul>

Inequality At Work And The Self Confidence Of A Woman

There's a special place in hell for women who don't help other women.

In the future, there will be no female leaders. There will just be leaders.

Many times, we think that a masculine world discriminates women, but in reality, women also sabotage themselves.Both sexes have a perception of less value for the female sex, and we need to be attentive to these matters since this valid sexism exists and affects our lives.This hidden inequality also exists in the family environment and in relationships, where many times you expect the woman stalls her career to take care of the children.

Hidden Inequality

Gender stereotypes also act in veiled sexism. Society does not expect women to prioritize their careers or be ambitious, and it labels those who do it as bossy, among other things.These stereotypes are reinforced throughout life for the whole society, from childhood, ultimately limiting the perspectives of each gender.

Gender Stereotyping

It is necessary that the subject of gender inequality is increasingly addressed so that it is recognized, and eventually reduced. It is not a matter of demanding special treatment for women, but rather of engaging people in the cause and seeking solutions.When the conversation occurs, more women are inspired to lead change and more men who understand the problem want to become part of the solution to this inequality.Getting people to know and understand the problem helps us channel changes, albeit small ones, day in and day out.

Equality Has To Be The Agenda

Women often do not support each other, and to achieve a less inequitable scenario, we must change that.An example: if a woman manages to reach a leadership position in a mostly male company, she begins to feel threatened by other women and thus hinders their promotions. That is a type of behaviour that reinforces the current status of inequality.Another example: mothers who stay at home and do not have jobs constantly emotionally discourage working mothers, leaving them insecure about their careers.

The Women Is An Enemy Of Other Women

The shortage of females in the highest levels of leadership puts the couple of women who get to positions of power under in-depth examination, transforming them into representatives for their whole gender, regardless of whether they want to play that part or not.Example: The firestorm of negative feedback aimed at the president and CEO of Yahoo, Marissa Mayer after she declared that she would do her job all throughout her maternity leave.

The Few Women On Top Are Scrutinized

Stereotypes do exist and still affect the way our brain processes information.Even today, society expects men to be decisive and direct and women sensitive. A successful woman breaks with her gender stereotype, and this causes her to face unnecessary resistance from society.Competent and ambitious men are praised while these women are described pejoratively. To further complicate things, trying to fit into an expected gender role can also limit a woman’s career.

Men Are From Mars And Women Are From Venus

Honest and transparent communication is essential to developing a promising career. It strengthens relationships, allows for challenging unsubstantiated decisions, and helps tackle complicated issues.Many women are afraid to talk about what they think about work, thinking that it causes them to be denied or criticized.It is the leader’s role to encourage authenticity by asking for feedback and suggestions, as well as publicly thanking those who have given their opinions and cared about an issue.

Express Yourself With Clarity And Transparency

There is no absolute truth, so to communicate effectively, you must first try to see things as the other.A good phrase to put yourself in the other’s position would be: “I understood that you are concerned about this because you feel …” Another tip of communication is to use the “I” to show your opinions and disagreements: “I think that we should do this another way … “, and never” You’re wrong.”

Be Politely Honest, Not Brutally Honest

You will not be able to do everything. Women may have a greater concern and feel that they are leaving things “on hold”, but it is important to have balance and focus.Even if you are an executive at a large company, you need to set boundaries and work within them.There is pressure on mothers to spend more time with their children, and this can create a sense of guilt in mothers who have a job.

Focus On What Matters

<ul><li>Find time to go to your children’s school, but do not worry about making the beds to perfection.</li><li>Find solutions that are sustainable in the long run, both at home and at work.</li><li>There is no recipe for balancing a meaningful personal life and a career in success, find out what works for you.</li></ul>

Finding The Balance

Self-made limits women put in front of themselves. Even the author was liable for similar conduct.Women are not in possession of enough self-confidence and are inclined to underestimate themselves. They are less decisive, as well, and feel more hesitant to self-promote and negotiate for themselves as opposed to their male partners.Alos, they want people to like them, which, as the author clarifies, can hamper their power.

Blocking Your Own Progress

The author urges the woman to sit at the table, lean in and speak up. Women should not be afraid to make sure their voices are heard. Apart from the workplace, women need to make real partners out of their partners and try to develop an equal distribution of labour at home.Until you decide that it is time to leave, stay fully engaged.

Lean In!

Sheryl Sandberg's balanced and honest take on gender inequality.

The #1 international best seller In Lean In, Sheryl Sandberg reignited the conversation around women in the workplace. Sandberg is chief operating officer of Facebook and coauthor of Option B with Adam Grant. In 2010, she gave an electrifying TED talk in which she described how women unintentionally hold themselves back in their careers. Her talk, which has been viewed more than six million times, encouraged women to “sit at the table,” seek challenges, take risks, and pursue their goals with gusto. Lean In continues that conversation, combining personal anecdotes, hard data, and compelling research to change the conversation from what women can’t do to what they can. Sandberg provides practical advice on negotiation techniques, mentorship, and building a satisfying career. She describes specific steps women can take to combine professional achievement with personal fulfillment, and demonstrates how men can benefit by supporting women both in the workplace and at home. Written with humor and wisdom, Lean In is a revelatory, inspiring call to action and a blueprint for individual growth that will empower women around the world to achieve their full potential.

artsandculture

Society, Arts & Culture

#1 INTERNATIONAL BESTSELLER • “A landmark manifesto" (The New York Times) that's a revelatory, inspiring call to action and a blueprint for individual growth that will empower women around the world to achieve their full potential.  In her famed TED talk, Sheryl Sandberg described how women unintentionally hold themselves back in their careers. Her talk, which has been viewed more than eleven million times, encouraged women to “sit at the table,” seek challenges, take risks, and pursue their goals with gusto. Lean In continues that conversation, combining personal anecdotes, hard data, and compelling research to change the conversation from what women can’t do to what they can. Sandberg, COO of Meta (previously called Facebook) from 2008-2022, provides practical advice on negotiation techniques, mentorship, and building a satisfying career. She describes specific steps women can take to combine professional achievement with personal fulfillment, and demonstrates how men can benefit by supporting women both in the workplace and at home.

SHERYL SANDBERG is chief operating officer at Facebook, overseeing the firm's business operations. Prior to Facebook, Sheryl was vice president of Global Online Sales and Operations at Google, chief of staff for the United States Treasury Department under President Clinton, a management consultant with McKinsey & Company, and an economist with the World Bank. Sheryl received a BA summa cum laude from Harvard University and an MBA with highest distinction from Harvard Business School. Sheryl is the co-author of Option B: Facing Adversity, Building Resilience, and Finding Joy with Wharton professor and bestselling author Adam Grant, which will be released April 24, 2017. She is also the author of the bestsellers Lean In: Women, Work, and the 

Sheryl Sandberg

Lean In

The mass exodus of nearly 48 million workers in 2021, known as the Great Resignation, is turning into regret as people realise that the pastures are not greener on the other side. However, people aren’t willing to grovel before their ex-employers or continue to be unsatisfied. Most people are tired of transactional businesses. They want their work to be meaningful. That’s why it would be wise to cultivate a level of trust that connects your team members deeply and create stronger relationships.

People desire meaningful work

We all carry emotional baggage but tend to be less compassionate when we are unaware of what others are carrying. Cultivating intimacy at work means understanding and honouring each other’s tender spots. It requires vulnerability and openness. Try a simple exercise with your team where everyone shares one emotional thing. You set the tone, so go first and share some challenging moments in your life. You may be surprised to see how many people want to open up.

Unpack issues as a group

If a stranger approached you and asked why you work for your company, what would you say? Most employees would say that they had some early success or that it was their first job. However, these answers are either tied to what is unique about the person nor does it connect to the company’s mission. Lead by example: Figure out your “why” and share it with your team. People want to work with others who feel they truly belong.

Find your why

There is value in sharing your story that explains why you do what you do. Think back to the time you first felt unsafe, then consider what you did to feel safe again. That’s your superpower that you probably used to find your way to success.  Giving people the freedom and safety to share their stories will create a positive domino effect. You’ll see your employees be more creative, innovative and confident. They’ll be more willing to take risks at work. This will cause them to realize their personal and professional growth.

Unearth a shared story

career

Career

teamwork

Teamwork

Cultivating a sense of intimacy and connection at work

Your life is what it is due to the choices you’ve made. These choices stem from your own nature.CHANGE YOUR NATURE!

Introduction

David struggled at school and did not learn as fast as the other kids.So he cheated.

Chapter 1: I Should Have Been a Statistic

This story – your story – is full of excuses for why you should not succeed. So, they will fuel your success.

Challenge #1

If you suck, tell yourself you suck. That’s ok. You’ll just need to work hard now, in order to lose weight or not suck.Call yourself out!

Chapter 2: Truth Hurts

Whatever your goal is, you need to be honest about where you are on your path, and what you need to get done.

Challenge #2 

Whenever he’d cut a workout short because he was tired, he’d go back to the gym to do the entire workout again. He could not be dishonest with himself.

Chapter 3: The Impossible Task 

<ul><li>Write down all the things you don’t like to do or that make you feel uncomfortable.</li><li>Highlight those which are good for you.</li><li>Go do one of them. Then do them again.</li><li>Do something that sucks every day.</li><li>Once it becomes comfortable, go further.</li><li>The more you make yourself feel uncomfortable, the stronger you will become.</li></ul>

Challenge #3

He learned that everything in life is a mind game. No matter how bad something is, the pain eventually stops.Taking Souls is a game you play with your own mind by forcing yourself to overperform so that your enemy is surprised – your enemy has “his soul taken”.During the SEAL training, he learned that all pain is finite. Smile at it. It will end eventually. Victory is about bringing your best when you feel your worst – and not quitting.

Chapter 4: Takings Souls 

The only way to turntables and earn respect in competitions is to show excellence.And the only way to be excellent is to work harder.Achieve what your opponent/superior could never do themselves.

Challenge #4 

The calloused mind enables the brain to tap into the sympathetic nervous system which energizes you.You should push the hardest when you want to quit the hardest. This is how you train your calloused mind.

Chapter 5: Armored Mind

<ul><li>He rejected his past, hence he rejected himself.</li><li>The only way to accept yourself fully is to go back to your past and identify all of the moments of weakness, and label them as just that: weakness.</li><li>Only when you recognize you were weak, can you then accept it and move forward.</li></ul>

Visualize an obstacle, and imagine overcoming it.

Challenge #5

<ul><li>A quarter into the race, he wondered why he was getting himself into these situations.</li><li>At the seventieth mile, he took a break, his body on the verge of collapse.</li><li>To help, he remembered all the pain he went through in his life, tapped into his sympathetic nervous system, and went back running.</li><li>You need all of the hope you can have. David calls his memories of pain and victory, his “Cookie Jar”.</li></ul>

Chapter 6: It’s Not About a Trophy

Write down all of the obstacles you have overcome, all of the small and big victories, and the pain you had to go through to succeed.Fill up your own Cookie Jar.

Challenge #6

<ul><li>Each time he pushed the boundaries, he was surprised to see how far he could go.</li><li>Goggins believes that shortcuts to pain are nonsense.</li><li>The only way to do more and better is to go beyond your perceived limitations.</li></ul>

Chapter 7: The Most Powerful Weapon

<ul><li>The human body is like a stock car. We can go very fast, but there is a governor preventing us from reaching peak potential.</li><li>Our governor is in our mind, and if we remove it, we can achieve anything.</li><li>The only way to remove it is not to listen to the voice telling you to quit.</li></ul>

the governor

Your mind is wired to tend towards comfort, not performance.

Your mind is wired to tend towards comfort, not performance. The way to change that is to callous your mind, meaning, chasing pain!

CALLOUS YOUR MIND, CHASE THE PAIN!

<ul><li>When you’re tired, acknowledge that this is your governor of pain talking.</li><li>You are not as tired as you think you are.</li><li>Keeping this in mind will help you keep going.</li></ul>

fuck govenor!

Another obstacle is friends and family. Often, they drag us down, which is why you should use your Cookie Jar when this happens – it is a great system to remind yourself who you are.

friends and family

Keeping an open mind will help you keep going. Of course, it’s easier to keep an open mind when you are chilling on your couch than when you’re suffering.

Open mind

<ul><li>Remove your governor. To do so, reach a point when you are super tired, and push just 5 or 10% further. Then repeat. </li><li>Life is a mind game. </li><li>The only person you are competing against is yourself.</li></ul>

Challenge #7

When students asked him if they could one day run 100 miles like him, this is what Goggins would tell them.The only way to master your mind and kill the governor is to get addicted to hard work.

Chapter 8: Talent Not Required

When something goes wrong in your life (like an injury), don’t just stop. Adapt. If you play piano and hurt your right hand, practice with your left hand meanwhile.

This is a three-week challenge during which you will take control of your schedule.first week,observe your work.Identify where you wasted time and trim it.For week two, build a schedule by blocks of 15 minutes.Do one thing at a time, and focus on it recklessly.Optimize and refine in week three.

Challenge #8

<ul><li>Every day, he started back to zero.</li><li>This mindset helped him keep on soaking knowledge because it meant that nothing was ever finished. There was always more to do, and further to go. You whether move forward, or backward. But you never stagnate.</li><li>Most people don’t push themselves at all. Among those that do, most stop pushing when they reach their goals. Only the very few never stop pushing. </li></ul>

Chapter 9: Uncommon Amongst Uncommon

If you want to become uncommon among uncommon, you will have to stay great – meaning, never rest.

Challenge #9

Goggins learned that failures are great, because they contain the data you need to succeed.

Chapter 10: The Empowerment of Failure 

<ul><li>Think about your last/biggest failure. Write everything that went right from your failures, then write about how it affected you.</li><li>Then write about the things you can fix to avoid failing again.</li><li>Then prepare better, and make another attempt.</li><li>If your failure happened 25 years ago, that doesn’t change anything. Write that report.</li></ul>

Challenge #10

What if you can succeed ? when everybody else doubts you! DO NOT STOP WHEN YOU'RE TIRED, STOP WHEN YOU'RE DONE!

Can't Hurt Me is an autobiographical account of how Goggins went from complete failure to becoming a Navy Seal and acclaimed motivational speaker. The essence of the book is "Push to the end, and when you're there...push further."

Can't Hurt Me Summary - David Goggins - Aure's Notes

Find 100+ Facts about Leadership - Curated from inspiring sources like Books, Podcasts & Articles - Genuine Insights from like-minded Users like You!

The Surprising Science of Meetings

Admitting what you don’t know is key to effective leadership

Perseverance in Psychology: 4 Activities To Improve Perseverance

Lean In

Cultivating a sense of intimacy and connection at work

Can't Hurt Me Summary - David Goggins - Aure's Notes

5 lessons from squid game

First Principles: The Building Blocks of True Knowledge - Farnam Street

Reading to Improve Language Skills? Focus on Fiction Rather Than Non-Fiction

TED's Secret To Great Public Speaking

It's time to
Read like a Pro.

The Surprising Science of Meetings

Admitting what you don’t know is key to effective leadership

Perseverance in Psychology: 4 Activities To Improve Perseverance

Lean In

Cultivating a sense of intimacy and connection at work

Can't Hurt Me Summary - David Goggins - Aure's Notes

5 lessons from squid game

First Principles: The Building Blocks of True Knowledge - Farnam Street

Reading to Improve Language Skills? Focus on Fiction Rather Than Non-Fiction

TED's Secret To Great Public Speaking

It's time to Read like a Pro.

It's time to
Read like a Pro.