Do you simultaneously feel overworked and underutilized?
Are you often busy but not productive?
Do you feel like your time is constantly being hijacked by other people’s agendas?
If you answered yes to any of these, the way out is the Way of the Essentialist.
The Way of the Essentialist isn’t about getting more done in less time. It’s about getting only the right things done. It is not a time management strategy, or a productivity technique. It is a systematic discipline for discerning what is absolutely essential, then eliminating everything that is not, so we can make the highest possible contribution towards the things that really matter.
By forcing us to apply a more selective criteria for what is Essential, the disciplined pursuit of less empowers us to reclaim control of our own choices about where to spend our precious time and energy – instead of giving others the implicit permission to choose for us.
Essentialism is not one more thing – it’s a whole new way of doing everything. A must-read for any leader, manager, or individual who wants to learn who to do less, but better, in every area of their lives, Essentialism is a movement whose time has come.
Greg McKeown is a business writer, consultant, and researcher specializing in leadership, strategy design, collective intelligence and human systems. He has authored or co-authored books, including the Wall Street Journal Bestseller, Multipliers: How the Best Leaders Make Everyone Smarter (Harper Business, June 2010), and journal articles.
Greg McKeown is a business writer, consultant, and researcher specializing in leadership, strategy design, collective intelligence and human systems. He has authored or co-authored books, including the Wall Street Journal Bestseller, Multipliers: How the Best Leaders Make Everyone Smarter (Harper Business, June 2010), and journal articles.
Originally from England, he is now an American citizen, living in Menlo Park, California. Greg holds a B.A. in Communications (with an emphasis in journalism) from Brigham Young University and an MBA from Stanford University.
The World Economic Forum inducted Greg into the Forum of Young Global Leaders.
Greg is currently CEO of THIS Inc., a leadership and strategy design agency headquartered in Silicon Valley. He has taught at companies that include Apple, Google, Facebook, Salesforce.com, Symantec, Twitter, and VMware. Prior to this, Greg worked for Heidrick & Struggles' Global Leadership Practice assessing senior executives around the world. His work included a project for Mark Hurd (then CEO of Hewlett Packard) assessing the top 300 executives at HP.
Greg is an active Social Innovator and currently serves as a board member for Washington D.C. policy group, Resolve, and as a mentor with 2Seeds, a non-profit incubator for agricultural projects in Africa. And he is a regular keynote speaker at non-profits groups including The Kauffman Fellows Program, St. Jude and the Minnesota Community Education Association.
If you don't prioritize your life ,someone else will.如果你不能安排生活的优先次序，就只能任由别人替你安排。
时间与精力只用于有意义的事。“我选择我要做的事”“只有小部分事情是重要的”“我能做人事是但不是所有事”
要么创立伟大公司，要么创立伟大思想。（尽管有时去社会给你带来痛苦，但却代表着一个意义重大的机会。通过强迫自己权衡两者并战略性的选择哪个对自己最有利的，就能极大地增加实现自己目标的机会。）
我要大干一场的是什么，而不是我应该放弃什么
精要主义者讲话尽可能多的时间用于探索，倾听，辩论，质问和思考，探索并不是他们的目的，真正的目的在于将有意义的少数从无意义的多数重甄别出来。
没有伟大的孤独，一切严肃的事情都无法做成。
个人的专注：牛顿发现万有引力是持续不断的思考。有意识地留出没有分心物的时间和没有分心物的空间，除了思考，绝对不做任何事情。
最有智慧的人，会时不时听点儿废话。
Play doesn't just help us to explore what is essential,it is essential in and of itself .
让游戏重回日常生活；用游戏激发创意；从过去的经历中开发出有关游戏的记忆，让儿时的激动重现。
Our highest priority is to protect our ability to prioritize .每个人的头等大事，是确保自己有能力决断什么才是头等大事。
如果答案不是一个确定的yes，那么就应该是一个肯定的no
“很清楚”不够，“真的清楚”才行；精要目标既要具体可行，又鼓舞人心，既充满意义，又充满衡量；只有目标真正明确，才能达到真正优秀。
勇气，就是在压力下展现优雅。
“根据我的经验，生产力就是不做任何帮助别人的事情，而是把自己全部的时间花在上帝安排我们... (查看原文)
Greg给我的印象就是很会讲，讲得比较清楚的几点是，“努力工作“这种事情要先分辨哪些事情上的努力可以最高产为自己的目标做贡献，为了自己的目标去对request做筛选，No more yes. It’s either HELL YEAH! Or no. 如果一直处于on call的状态，绝对没有精力去思考任务中trivial和vital的差别。Say No可以有很多种方式，里面很有技巧的一种是不正面...Greg给我的印象就是很会讲，讲得比较清楚的几点是，“努力工作“这种事情要先分辨哪些事情上的努力可以最高产为自己的目标做贡献，为了自己的目标去对request做筛选，No more yes. It’s either HELL YEAH! Or no. 如果一直处于on call的状态，绝对没有精力去思考任务中trivial和vital的差别。Say No可以有很多种方式，里面很有技巧的一种是不正面拒绝而是说you are open to A, I am willing to B. 一个半小时翻完了，等等有意思的回头记一笔。(展开)
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格雷戈·麦吉沃恩 作者
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1 有用 特酥♪ 2019-10-30 11:25:16
Greg给我的印象就是很会讲，讲得比较清楚的几点是，“努力工作“这种事情要先分辨哪些事情上的努力可以最高产为自己的目标做贡献，为了自己的目标去对request做筛选，No more yes. It’s either HELL YEAH! Or no. 如果一直处于on call的状态，绝对没有精力去思考任务中trivial和vital的差别。Say No可以有很多种方式，里面很有技巧的一种是不正面... Greg给我的印象就是很会讲，讲得比较清楚的几点是，“努力工作“这种事情要先分辨哪些事情上的努力可以最高产为自己的目标做贡献，为了自己的目标去对request做筛选，No more yes. It’s either HELL YEAH! Or no. 如果一直处于on call的状态，绝对没有精力去思考任务中trivial和vital的差别。Say No可以有很多种方式，里面很有技巧的一种是不正面拒绝而是说you are open to A, I am willing to B. 一个半小时翻完了，等等有意思的回头记一笔。 (展开)
0 有用 imac 2020-05-23 18:22:41
与乔丹·彼得森类似，这本书试图提供一种吸收东方元素的世俗化诺斯替宗教的雏形。区别在于彼得森面向的是因无用而困惑的人，所以从“扫一屋”起步；本书则面向因有用而困惑的人，所以从“要精进不要平摊”开始。两个体系的共性包括进步主义主旨、坚守个人边界、相应的个体主义和一元论根基等。这类通俗灵性小册子总是包含有效的方法——只有这样才能吸引足够的信众，但刻意隐去超越基础设施的本书，更容易被当作实用手册。附录的“... 与乔丹·彼得森类似，这本书试图提供一种吸收东方元素的世俗化诺斯替宗教的雏形。区别在于彼得森面向的是因无用而困惑的人，所以从“扫一屋”起步；本书则面向因有用而困惑的人，所以从“要精进不要平摊”开始。两个体系的共性包括进步主义主旨、坚守个人边界、相应的个体主义和一元论根基等。这类通俗灵性小册子总是包含有效的方法——只有这样才能吸引足够的信众，但刻意隐去超越基础设施的本书，更容易被当作实用手册。附录的“leadership”讲座，才是作者的真实意图。 (展开)
1 有用 莫里安 2018-10-13 15:22:18
一碗鸡汤喝完，觉得大概可以给人看。对我是没什么卵用。有点年头了
15 有用 缝内裤的Kurt 2017-08-06 20:46:50
这本讲“精要”的书，写了近300页，但实际上30页就能讲得清清楚楚。
0 有用 十七 2015-02-12 16:28:02
都是常識，再學一遍，很好。