Deep Work: Rules for Focused Success in a Distracted World (Cal Newport)

Focus on the Wildly Important
If you can’t learn, you can’t thrive.”
To learn requires intense concentration.”
Clarity about what matters provides clarity about what does not.”
Clarity about what matters provides clarity about what does not.”
[Great creative minds] think like artists but work like accountants.”
why a shutdown will be profitable to your ability to produce valuable output
Less mental clutter means more mental resources available for deep thinking.”
(As Nietzsche said: It is only ideas gained from walking that have any worth.”)”
If you don’t produce, you won’t thrive—no matter how skilled or talented you are.”
Human beings, it seems, are at their best when immersed deeply in something challenging.
Who you are, what you think, feel, and do, what you love – is the sum of what you focus on.”
What we choose to focus on and what we choose to ignore – plays in defining the quality of our life.”
why cultures of connectivity persist, the answer, according to our principle, is because it’s easier.
An interruption, even if short, delays the total time required to complete a task by a significant fraction.”
To remain valuable in our economy, therefore, you must master the art of quickly learning complicated things.”
To succeed you have to produce the absolute best stuff you’re capable of producing—a task that requires depth.
There is a middle ground, and if you’re interested in developing a deep work habit, you must fight to get there.”
To build your working life around the experience of flow produced by deep work is a proven path to deep satisfaction.”
Efforts to deepen your focus will struggle if you don’t simultaneously wean your mind from a dependence on distraction.”
The shallow work that increasingly dominates the time and attention of knowledge workers are less vital than it often seems in the moment.”
Knowledge workers, I’m arguing, are tending toward increasingly visible busyness because they lack a better way to demonstrate their value.”
If you service low-impact activities, therefore, you’re taking away time you could be spending on higher-impact activities. It’s a zero-sum game.”
If you service low-impact activities, therefore, you’re taking away time you could be spending on higher-impact activities. It’s a zero-sum game.”
To simply wait and be bored has become a novel experience in modern life, but from the perspective of concentration training, it’s incredibly valuable.”
Want to pick up a great book or two this season? Check out our recommendations of hot books selected by your fellow readers, bestselling authors, and more!
As the author Tim Ferriss once wrote: Develop the habit of letting small bad things happen. If you don’t, you’ll never find time for the life-changing big things.”
As the author, Tim Ferriss once wrote: Develop the habit of letting small bad things happen. If you don’t, you’ll never find time for the life-changing big things.”
The task of a craftsman, they conclude, is not to generate meaning, but rather to cultivate in himself the skill of discerning the meanings that are already there.”
Deep work is important, in other words, not because distraction is evil, but because it enabled Bill Gates to start a billiondollar industry in less than a semester.
If you believe this formula, then Grant’s habits make sense: By maximizing his intensity when he works, he maximizes the results he produces per unit of time spent working.
Your goal is not to stick to a given schedule at all costs; it’s instead to maintain, at all times, a thoughtful say in what you’re doing with your time going forward—even”
Two Core Abilities for Thriving in the New Economy . The ability to quickly master hard things. . The ability to produce at an elite level, in terms of both quality and speed.”
People will usually respect your right to become inaccessible if these periods are well defined and well advertised, and outside these stretches, you’re once again easy to find.
A side effect of memory training, in other words, is an improvement in your general ability to concentrate. This ability can then be fruitfully applied to any task demanding deep work.”
Shallow Work: Non-cognitively demanding, logistical-style tasks, often performed while distracted.These efforts tend to not create much new value in the world and are easy to replicate.
Ericsson notes that for a novice, somewhere around an hour a day of intense concentration seems to be a limit, while for experts this number can expand to as many as four hours—but rarely more.”
In this new economy, three groups will have a particular advantage: those who can work well and creatively with intelligent machines, those who are the best at what they do, and those with access to capital.
To produce at your peak level you need to work for extended periods with full concentration on a single task free from distraction. Put another way, the type of work that optimizes your performance is deep work.”
In the absence of clear indicators of what it means to be productive and valuable in their jobs, many knowledge workers turn back toward the industrial indicator of productivity: doing lots of stuff in a visible manner.”
Deep Work: Professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit. These efforts create new value, improve your skill, and are hard to replicate.
Decades of work from multiple different subfields within psychology all point toward the conclusion that regularly resting your brain improves the quality of your deep work. When you work, work hard. When you’re done, be done.
To remain valuable in our economy, therefore, you must master the art of quickly learning complicated things. This task requires deep work. If you don’t cultivate this ability, you are likely to fall behind as technology advances.”
This, ultimately, is the lesson to come away with from our brief foray into the world of experimental psychology: To build your working life around the experience of flow produced by deep work is a proven path to deep satisfaction.”
The ability to perform deep work is becoming increasingly rare at exactly the same time it is becoming increasingly valuable in our economy. As a consequence, the few who cultivate this skill, and then make it the core of their working life, will thrive.
If you give your mind something meaningful to do throughout all your waking hours, you’ll end the day more fulfilled, and begin the next one more relaxed, than if you instead allow your mind to bathe for hours in semiconscious and unstructured Web surfing.
For an individual focused on deep work, hours spent working deeply should be the lead measure. It follows, therefore, that the individual’s scoreboard should be a physical artifact in the workspace that displays the individual’s current deep work hour count.
The best students understood the role intensity plays in productivity and therefore went out of their way to maximize their concentration—radically reducing the time required to prepare for tests or write papers, without diminishing the quality of their results.
The Deep Work Hypothesis: The ability to perform deep work is becoming increasingly rare at exactly the same time it is becoming increasingly valuable in our economy. As a consequence, the few who cultivate this skill, and then make it the core of their working life, will thrive.”
When Carl Jung wanted to revolutionize the field of psychiatry, he built a retreat in the woods. Jung’s Bollingen Tower became a place where he could maintain his ability to think deeply and then apply the skill to produce work of such stunning originality that it changed the world.
Like fingers pointing to the moon, other diverse disciplines from anthropology to education, behavioral economics to family counseling, similarly suggest that the skillful management of attention is the sine qua non of the good life and the key to improving virtually every aspect of your experience.”
If you can’t learn, you can’t thrive…If you don’t produce, you won’t thrive—no matter how skilled or talented you are…The two core abilities just described depend on your ability to perform deep work. If you haven’t mastered this foundational skill, you’ll struggle to learn hard things or produce at an elite level.
If your answer is ‘no’ to both questions, quit the service permanently. If your answer was a clear ‘yes,’ then return to using the service. If your answers are qualified or ambiguous, it’s up to you whether you return to the service, though I would encourage you to lean toward quitting. (You can always rejoin later.)
The reduction in shallow frees up more energy for the deep alternative, allowing us to produce more than if we had defaulted to a more typical crowded schedule. Second, the limits to our time necessitate more careful thinking about our organizational habits, also leading to more value produced as compared to longer but less organized schedules.
If you want to eliminate the addictive pull of entertainment sites on your time and attention, give your brain a quality alternative. Not only will this preserve your ability to resist distraction and concentrate, but you might even fulfill Arnold Bennett’s ambitious goal of experiencing, perhaps for the first time, what it means to live, and not just exist.
When it comes to deep work, in other words, consider the use of collaboration when appropriate, as it can push your results to a new level. At the same time, don’t lionize this quest for interaction and positive randomness to the point where it crowds out the unbroken concentration ultimately required to wring something useful out of the swirl of ideas all around us.
Ironically, jobs are actually easier to enjoy than free time, because like flow activities they have built-in goals, feedback rules, and challenges, all of which encourage one to become involved in one’s work, to concentrate and lose oneself in it. Free time, on the other hand, is unstructured, and requires much greater effort to be shaped into something that can be enjoyed.”
Treat shallow work with suspicion because its damage is often vastly underestimated and its importance vastly overestimated. This type of work is inevitable, but you must keep it confined to a point where it doesn’t impede your ability to take full advantage of the deeper efforts that ultimately determine your impact. The strategies that follow will help you act on this reality.
Decide in advance what you’re going to do with every minute of your workday. It’s natural, at first, to resist this idea, as it’s undoubtedly easier to continue to allow the twin forces of internal whim and external requests to drive your schedule. But you must overcome this distrust of structure if you want to approach your true potential as someone who creates things that matter.
The type of work that optimizes your performance is deep work. If you’re not comfortable going deep for extended periods of time, it’ll be difficult to get your performance to the peak levels of quality and quantity increasingly necessary to thrive professionally. Unless your talent and skills absolutely dwarf those of your competition, the deep workers among them will out-produce you.
If you find yourself glued to a smartphone or laptop throughout your evenings and weekends, then it’s likely that your behavior outside of work is undoing many of your attempts during the workday to rewire your brain (which makes little distinction between the two settings). In this case, I would suggest that you maintain the strategy of scheduling Internet use even after the workday is over.
For an individual focused on deep work, the implication is that you should identify a small number of ambitious outcomes to pursue with your deep work hours. The general exhortation to ‘spend more time working deeply’ doesn’t spark a lot of enthusiasm. To instead have a specific goal that would return tangible and substantial professional benefits will generate a steadier stream of enthusiasm.
Unfortunately, when it comes to replacing distraction with focus, matters are not so simple. To understand why this is true let’s take a closer look at one of the main obstacles to going deep: the urge to turn your attention toward something more superficial. Most people recognize that this urge can complicate efforts to concentrate on hard things, but most underestimate its regularity and strength.
Once you know where your activities fall on the deep-to-shallow scale, bias your time toward the former. When we reconsider our case studies, for example, we see that the first task is something that you would want to prioritize as a good use of time, while the second and third are activities of a type that should be minimized—they might feel productive, but their return on (time) investment is measly.
If you keep interrupting your evening to check and respond to e-mail, or put aside a few hours after dinner to catch up on an approaching deadline, you’re robbing your directed attention centers of the uninterrupted rest they need for restoration. Even if these work dashes consume only a small amount of time, they prevent you from reaching the levels of deeper relaxation in which attention restoration can occur.”
Adam Grant doesn’t work substantially more hours than the average professor at an elite research institution (generally speaking, this is a group prone to workaholism), but he still manages to produce more than just about anyone else in his field. I argue that his approach to batching helps explain this paradox. In particular, by consolidating his work into intense and uninterrupted pulses, he’s leveraging the following law of productivity:
Feynman was adamant in avoiding administrative duties because he knew they would only decrease his ability to do the one thing that mattered most in his professional life: ‘to do real good physics work.’ Feynman, we can assume, was probably bad at responding to e-mails and would likely switch universities if you had tried to move him into an open office or demand that he tweet. Clarity about what matters provides clarity about what does not.
Your will, in other words, is not a manifestation of your character that you can deploy without limit; it’s instead like a muscle that tires. This is why the subjects in the Hofmann and Baumeister study had such a hard time fighting desires—over time these distractions drained their finite pool of willpower until they could no longer resist. The same will happen to you, regardless of your intentions—unless, that is, you’re smart about your habits.
Fixed-schedule productivity, in other words, is a meta-habit that’s simple to adopt but broad in its impact. If you have to choose just one behavior that reorients your focus toward the deep, this one should be high on your list of possibilities. If you’re still not sure, however, about the idea that artificial limits on your workday can make you more successful, I urge you to once again turn your attention to the career of fixed-schedule advocate Radhika Nagpal.
By working on a single hard task for a long time without switching, Grant minimizes the negative impact of attention residue from his other obligations, allowing him to maximize performance on this one task. When Grant is working for days in isolation on a paper, in other words, he’s doing so at a higher level of effectiveness than the standard professor following a more distracted strategy in which the work is repeatedly interrupted by residue-slathering interruptions.
It’s not just the change of environment or seeking of quiet that enables more depth. The dominant force is the psychology of committing so seriously to the task at hand. To put yourself in an exotic location to focus on a writing project, or to take a week off from work just to think, or to lock yourself in a hotel room until you complete an important invention: These gestures push your deep goal to a level of mental priority that helps unlock the needed mental resources.
Your world is the outcome of what you pay attention to, so consider for a moment the type of mental world constructed when you dedicate significant time to deep endeavors. There’s a gravity and sense of importance inherent in deep work—whether you’re Ric Furrer smithing a sword or a computer programmer optimizing an algorithm. Gallagher’s theory, therefore, predicts that if you spend enough time in this state, your mind will understand your world as rich in meaning and importance.
There are two common tropes bandied around when people discuss solutions to e-mail overload. One says that sending e-mails generates more emails,while the other says that wrestling with ambiguous or irrelevant e-mails is a major source of inbox-related stress. The approach suggested here responds aggressively to both issues—you send fewer e-mails and ignore those that aren’t easy to process—and by doing so will significantly weaken the grip your inbox maintains over your time and attention.
Your ritual needs rules and processes to keep your efforts structured. For example, you might institute a ban on any Internet use, or maintain a metric such as words produced per twenty minute interval to keep your concentration honed. Without this structure, you’ll have to mentally litigate again and again what you should and should not be doing during these sessions and keep trying to assess whether you’re working sufficiently hard. These are unnecessary drains on your willpower reserves.
Knowledge work is not an assembly line, and extracting value from information is an activity that’s often at odds with busyness, not supported by it…. For example, Adam Grant, the academic… who became the youngest full professor at Wharton by repeatedly shutting himself off from the outside world to concentrate on writing. Such behavior is the opposite of being publicly busy. If Grant worked for Yahoo, Marissa Mayer might have fired him. But this deep strategy turned out to produce a massive amount of value.
Very few people work even 8 hours a day. You’re lucky if you get a few good hours in between all the meetings, interruptions, web surfing, office politics, and personal business that permeate the typical workday.Fewer official working hours helps squeeze the fat out of the typical workweek. Once everyone has less time to get their stuff done, they respect that time even more. People become stingy with their time and that’s a good thing. They don’t waste it on things that just don’t matter. When you have fewer hours you usually spend them more wisely.
An often-overlooked observation about those who use their minds to create valuable things is that they’re rarely haphazard in their work habits. Consider the Pulitzer Prize–winning biographer Robert Caro. As revealed in a 2009 magazine profile, ‘every inch of [Caro’s] New York office is governed by rules.’ Where he places his books, how he stacks his notebooks, what he puts on his wall, even what he wears to the office: Everything is specified by a routine that has varied little over Caro’s long career. ‘I trained myself to be organized,’ he explained.
This brings us to the question of what deliberate practice actually requires. Its core components are usually identified as follows: (1) your attention is focused tightly on a specific skill you’re trying to improve or an idea you’re trying to master; (2) you receive feedback so you can correct your approach to keep your attention exactly where it’s most productive. The first component is of particular importance to our discussion, as it emphasizes that deliberate practice cannot exist alongside distraction, and that it instead requires uninterrupted concentration.
Once your brain has become accustomed to on-demand distraction, Nass discovered, it’s hard to shake the addiction even when you want to concentrate. To put this more concretely: If every moment of potential boredom in your life—say, having to wait five minutes in line or sit alone in a restaurant until a friend arrives—is relieved with a quick glance at your smartphone, then your brain has likely been rewired to a point where, like the mental wrecks” in Nass’s research, it’s not ready for deep work—even if you regularly schedule time to practice this concentration.”
Many knowledge workers spend most of their working day interacting with these types of shallow concerns. Even when they’re required to complete something more involved, the habit of frequently checking inboxes ensures that these issues remain at the forefront of their attention. Gallagher teaches us that this is a foolhardy way to go about your day, as it ensures that your mind will construct an understanding of your working life that’s dominated by stress, irritation, frustration, and triviality. The world represented by your inbox, in other words, isn’t a pleasant world to inhabit.
These services aren’t necessarily, as advertised, the lifeblood of our modern connected world. They’re just products, developed by private companies, funded lavishly, marketed carefully, and designed ultimately to capture then sell your personal information and attention to advertisers. They can be fun, but in the scheme of your life and what you want to accomplish, they’re a lightweight whimsy, one unimportant distraction among many threatening to derail you from something deeper. Or maybe social media tools are at the core of your existence. You won’t know either way until you sample life without them.
For an individual focused on his or her own deep work habit, there’s likely no team to meet with, but this doesn’t exempt you from the need for regular accountability. I… recommend the habit of a weekly review in which you make a plan for the workweek ahead . During my experiments with 4DX, I used a weekly review to look over my scoreboard to celebrate good weeks, help understand what led to bad weeks, and most important, figure out how to ensure a good score for the days ahead. This led me to adjust my schedule to meet the needs of my lead measure —enabling significantly more deep work than if I had avoided such reviews altogether.
Your ritual needs to specify a location for your deep work efforts. This location can be as simple as your normal office with the door shut and desk cleaned off (a colleague of mine likes to put a hotel-style ‘do not disturb’ sign on his office door when he’s tackling something difficult). If it’s possible to identify a location used only for depth—for instance, a conference room or quiet library—the positive effect can be even greater. (If you work in an open office plan, this need to find a deep work retreat becomes particularly important.) Regardless of where you work, be sure to also give yourself a specific time frame to keep the session a discrete challenge and not an open-ended slog.
The goal of productive meditation is to take a period in which you’re occupied physically but not mentally—walking, jogging, driving, showering—and focus your attention on a single well-defined professional problem. Depending on your profession, this problem might be outlining an article,writing a talk, making progress on a proof, or attempting to sharpen a business strategy. As in mindfulness meditation, you must continue to bring your attention back to the problem at hand when it wanders or stalls….I suggest that you adopt a productive meditation practice in your own life.You don’t necessarily need a serious session every day, but your goal should be to participate in at least two or three such sessions in a typical week.
We tend to place a lot of emphasis on our circumstances, assuming that what happens to us (or fails to happen) determines how we feel. From this perspective, the small-scale details of how you spend your day aren’t that important, because what matters are the large-scale outcomes, such as whether or not you get a promotion or move to that nicer apartment…. decades of research contradict this understanding. Our brains instead construct our worldview based on what we pay attention to.[Suppose you are a cancer patient] If you focus on a cancer diagnosis, you and your life become unhappy and dark, but if you focus instead on an evening martini, you and your life become more pleasant—even though the circumstances in both scenarios are the same.
The common habit of working in a state of semi-distraction is potentially devastating to your performance. It might seem harmless to take a quick glance at your inbox every ten minutes or so.Indeed, many justify this behavior as better than the old practice of leaving an inbox open on the screen at all times (a straw-man habit that few follow anymore). But Leroy teaches us that this is not in fact much of an improvement.That quick check introduces a new target for your attention. Even worse, by seeing messages that you cannot deal with at the moment (which is almost always the case), you’ll be forced to turn back to the primary task with a secondary task left unfinished. The attention residue left by such unresolved switches dampens your performance.
Your ritual needs to ensure your brain gets the support it needs to keep operating at a high level of depth. For example,the ritual might specify that you start with a cup of good coffee, or make sure you have access to enough food of the right type to maintain energy, or integrate light exercise such as walking to help keep the mind clear. (As Nietzsche said:’It is only ideas gained from walking that have any worth.’) This support might also include environmental factors, such as organizing the raw materials of your work to minimize energy-dissipating friction (as we saw with Caro’s example).To maximize your success, you need to support your efforts to go deep. At the same time, this support needs to be systematized so that you don’t waste mental energy figuring out what you need in the moment.
This strategy asks that you perform the equivalent of a packing party on the social media services that you currently use. Instead of ‘packing,’ however, you’ll instead ban yourself from using them for thirty days. All of them: Facebook, Instagram, Google+, Twitter, Snapchat, Vine—or whatever other services have risen to popularity since I first wrote these words. Don’t formally deactivate these services, and (this is important) don’t mention online that you’ll be signing off: Just stop using them, cold turkey. If someone reaches out to you by other means and asks why your activity on a particular service has fallen off, you can explain, but don’t go out of your way to tell people.After thirty days of this self-imposed network isolation, ask yourself the following two questions about each of the services you temporarily quit:
The key to developing a deep work habit is to move beyond good intentions and add routines and rituals to your working life designed to minimize the amount of your limited willpower necessary to transition into and maintain a state of unbroken concentration. If you suddenly decide, for example, in the middle of a distracted afternoon spent Web browsing, to switch your attention to a cognitively demanding task, you’ll draw heavily from your finite willpower to wrest your attention away from the online shininess. Such attempts will therefore frequently fail. On the other hand, if you deployed smart routines and rituals—perhaps a set time and quiet location used for your deep tasks each afternoon—you’d require much less willpower to start and keep going. In the long run, you’d therefore succeed with these deep efforts far more often.
Another key commitment for succeeding with this strategy is to support your commitment to shutting down with a strict shutdown ritual that you use at the end of the workday to maximize the probability that you succeed. In more detail, this ritual should ensure that every incomplete task, goal, or project has been reviewed and that for each you have confirmed that either () you have a plan you trust for its completion, or () it’s captured in a place where it will be revisited when the time is right. The process should be an algorithm: a series of steps you always conduct, one after another. When you’re done, have a set phrase you say that indicates completion (to end my own ritual, I say, Shutdown complete”). This final step sounds cheesy, but it provides a simple cue to your mind that it’s safe to release work-related thoughts for the rest of the day.”
When it comes to your relaxation, don’t default to whatever catches your attention at the moment, but instead dedicate some advance thinking to the question of how you want to spend your ‘day within a day.’Addictive websites…[the Huffington Post, BuzzFeed, Business Insider, and Reddit] thrive in a vacuum: If you haven’t given yourself something to do in a given moment, they’ll always beckon as an appealing option. If you instead fill this free time with something of more quality, their grip on your attention will loosen. It’s crucial, therefore, that you figure out in advance what you’re going to do with your evenings and weekends before they begin. Structured hobbies provide good fodder for these hours, as they generate specific actions with specific goals to fill your time. A set program of reading, à la Bennett, where you spend regular time each night making progress on a series of deliberately chosen books, is also a good option, as is, of course, exercise or the enjoyment of good (in-person) company.
Once you’ve identified a wildly important goal, you need to measure your success….there are two types of metrics for this purpose: lag measures and lead measures. Lag measures describe the thing you’re ultimately trying to improve For example, if your goal is to increase customer satisfaction in your bakery, then the relevant lag measure is your customer satisfaction scores.….Lead measures, on the other hand, ‘measure the new behaviors that will drive success on the lag measures.’ In the bakery example, a good lead measure might be the number of customers who receive free samples. This is a number you can directly increase by giving out more samples. As you increase this number, your lag measures will likely eventually improve as well. In other words, lead measures turn your attention to improving the behaviors you directly control in the near future that will then have a positive impact on your long-term goals.For an individual focused on deep work, it’s easy to identify the relevant lead measure: time spent in a state of deep work dedicated toward your wildly important goal.
If you eat healthy just one day a week,you’re unlikely to lose weight, as the majority of your time is still spent gorging.Similarly, if you spend just one day a week resisting distraction, you’re unlikely to diminish your brain’s craving for these stimuli, as most of your time is still spent giving in to it.I propose an alternative to the Internet Sabbath. Instead of scheduling the occasional break from distraction so you can focus, you should instead schedule the occasional break from focus to give in to distraction. To make this suggestion more concrete, let’s make the simplifying assumption that Internet use is synonymous with seeking distracting stimuli. (You can, of course, use the Internet in a way that’s focused and deep, but for a distraction addict, this is a difficult task.) Similarly, let’s consider working in the absence of the Internet to be synonymous with more focused work. (You can, of course, find ways to be distracted without a network connection, but these tend to be easier to resist.)With these rough categorizations established, the strategy works as follows:Schedule in advance when you’ll use the Internet, and then avoid it altogether outside these times. I suggest that you keep a notepad near your computer at work. On this pad, record the next time you’re allowed to use the Internet. Until you arrive at that time, absolutely no network connectivity is allowed—no matter how tempting.
Identify a deep task (that is, something that requires deep work to complete) that’s high on your priority list. Estimate how long you’d normally put aside for an obligation of this type, then give yourself a hard deadline that drastically reduces this time. If possible, commit publicly to the deadline—for example, by telling the person expecting the finished project when they should expect it. If this isn’t possible (or if it puts your job in jeopardy), then motivate yourself by setting a countdown timer on your phone and propping it up where you can’t avoid seeing it as you work.At this point, there should be only one possible way to get the deep task done in time: working with great intensity—no e-mail breaks, no daydreaming, no Facebook browsing, no repeated trips to the coffee machine. Like Roosevelt at Harvard, attack the task with every free neuron until it gives way under your unwavering barrage of concentration.Try this experiment no more than once a week at first—giving your brain practice with intensity, but also giving it (and your stress levels) time to rest in between. Once you feel confident in your ability to trade concentration for completion time, increase the frequency of these Roosevelt dashes. Remember,however, to always keep your self-imposed deadlines right at the edge of feasibility. You should be able to consistently beat the buzzer (or at least be close), but to do so should require teeth-gritting concentration.

Facebook0 Tweet0 Pin0 LinkedIn0

The quotes for this book need curating

About the book

.

Quotes from the book

Deep Work: Rules for Focused Success in a Distracted World (Cal Newport)

Deep Work: Rules for Focused Success in a Distracted World (Cal Newport)

The quotes for this book need curating

About the book

.

Quotes from the book

You might also like