The Days Are Long But The Decades Are Short by Sam Altman

I turned 30 last week and a friend asked me if I'd figured out any life advice in the past decade worth passing on.  I'm somewhat hesitant to publish this because I think these lists usually seem hollow, but here is a cleaned up version of my answer:

 

1) Never put your family, friends, or significant other low on your priority list.  Prefer a handful of truly close friends to a hundred acquaintances.  Don’t lose touch with old friends.  Occasionally stay up until the sun rises talking to people. Have parties.

 

2) Life is not a dress rehearsal—this is probably it.  Make it count.  Time is extremely limited and goes by fast.  Do what makes you happy and fulfilled—few people get remembered hundreds of years after they die anyway.  Don’t do stuff that doesn’t make you happy (this happens most often when other people want you to do something).  Don’t spend time trying to maintain relationships with people you don’t like, and cut negative people out of your life.  Negativity is really bad.  Don’t let yourself make excuses for not doing the things you want to do.

 

3) How to succeed: pick the right thing to do (this is critical and usually ignored), focus, believe in yourself (especially when others tell you it’s not going to work), develop personal connections with people that will help you, learn to identify talented people, and work hard.  It’s hard to identify what to work on because original thought is hard.

 

4) On work: it’s difficult to do a great job on work you don’t care about.  And it’s hard to be totally happy/fulfilled in life if you don’t like what you do for your work.  Work very hard—a surprising number of people will be offended that you choose to work hard—but not so hard that the rest of your life passes you by.  Aim to be the best in the world at whatever you do professionally.  Even if you miss, you’ll probably end up in a pretty good place.  Figure out your own productivity system—don’t waste time being unorganized, working at suboptimal times, etc.  Don’t be afraid to take some career risks, especially early on.  Most people pick their career fairly randomly—really think hard about what you like, what fields are going to be successful, and try to talk to people in those fields.

 

5) On money: Whether or not money can buy happiness, it can buy freedom, and that’s a big deal.  Also, lack of money is very stressful.  In almost all ways, having enough money so that you don’t stress about paying rent does more to change your wellbeing than having enough money to buy your own jet.  Making money is often more fun than spending it, though I personally have never regretted money I’ve spent on friends, new experiences, saving time, travel, and causes I believe in.

 

6) Talk to people more.  Read more long content and less tweets.  Watch less TV.  Spend less time on the Internet.

 

7) Don’t waste time.  Most people waste most of their time, especially in business.

 

8) Don’t let yourself get pushed around.  As Paul Graham once said to me, “People can become formidable, but it’s hard to predict who”.  (There is a big difference between confident and arrogant.  Aim for the former, obviously.)

 

9) Have clear goals for yourself every day, every year, and every decade. 

 

10) However, as valuable as planning is, if a great opportunity comes along you should take it.  Don’t be afraid to do something slightly reckless.  One of the benefits of working hard is that good opportunities will come along, but it’s still up to you to jump on them when they do.

 

11) Go out of your way to be around smart, interesting, ambitious people.  Work for them and hire them (in fact, one of the most satisfying parts of work is forging deep relationships with really good people).  Try to spend time with people who are either among the best in the world at what they do or extremely promising but totally unknown.  It really is true that you become an average of the people you spend the most time with.

 

12) Minimize your own cognitive load from distracting things that don’t really matter.  It’s hard to overstate how important this is, and how bad most people are at it.  Get rid of distractions in your life.  Develop very strong ways to avoid letting crap you don’t like doing pile up and take your mental cycles, especially in your work life.

 

13) Keep your personal burn rate low.  This alone will give you a lot of opportunities in life.

 

14) Summers are the best.

 

15) Don’t worry so much.  Things in life are rarely as risky as they seem.  Most people are too risk-averse, and so most advice is biased too much towards conservative paths.

 

16) Ask for what you want.  

 

17) If you think you’re going to regret not doing something, you should probably do it.  Regret is the worst, and most people regret far more things they didn’t do than things they did do.  When in doubt, kiss the boy/girl.

 

18) Exercise.  Eat well.  Sleep.  Get out into nature with some regularity.

 

19) Go out of your way to help people.  Few things in life are as satisfying.  Be nice to strangers.  Be nice even when it doesn’t matter.

 

20) Youth is a really great thing.  Don’t waste it.  In fact, in your 20s, I think it’s ok to take a “Give me financial discipline, but not just yet” attitude.  All the money in the world will never get back time that passed you by.

 

21) Tell your parents you love them more often.  Go home and visit as often as you can.

 

22) This too shall pass.

 

23) Learn voraciously. 

 

24) Do new things often.  This seems to be really important.  Not only does doing new things seem to slow down the perception of time, increase happiness, and keep life interesting, but it seems to prevent people from calcifying in the ways that they think.  Aim to do something big, new, and risky every year in your personal and professional life.

 

25) Remember how intensely you loved your boyfriend/girlfriend when you were a teenager?  Love him/her that intensely now.  Remember how excited and happy you got about stuff as a kid?  Get that excited and happy now.

 

26) Don’t screw people and don’t burn bridges.  Pick your battles carefully.

 

27) Forgive people. 

 

28) Don’t chase status.  Status without substance doesn’t work for long and is unfulfilling.

 

29) Most things are ok in moderation.  Almost nothing is ok in extreme amounts.

 

30) Existential angst is part of life.  It is particularly noticeable around major life events or just after major career milestones.  It seems to particularly affect smart, ambitious people.  I think one of the reasons some people work so hard is so they don’t have to spend too much time thinking about this.  Nothing is wrong with you for feeling this way; you are not alone.

 

31) Be grateful and keep problems in perspective.  Don’t complain too much.  Don’t hate other people’s success (but remember that some people will hate your success, and you have to learn to ignore it). 

 

32) Be a doer, not a talker.

 

33) Given enough time, it is possible to adjust to almost anything, good or bad.  Humans are remarkable at this.

 

34) Think for a few seconds before you act.  Think for a few minutes if you’re angry.

 

35) Don’t judge other people too quickly.  You never know their whole story and why they did or didn’t do something.  Be empathetic.

 

36) The days are long but the decades are short.

 

Source - 

https://blog.samaltman.com/the-days-are-long-but-the-decades-are-short

 

The HP Way: Dave Packard on How to Operate a Company

In 1960, David Packard gave an informal speech at the company he co-founded that wasn’t intended for publication.

The speech, which can be found in The HP Way: How Bill Hewlett and I Built Our Company, covered why companies exist, management by objective vs. control, and the importance of financial responsibility.

Packard said, “This is crucial in determining whether we can continue to grow, keep an efficient organization, and maintain our company’s character.”

The Purpose of A Company

On why companies exist in the first place, Packard wrote:

I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company’s existence, we have to go deeper and find the real reasons for our being. As we investigate this, we inevitably come to the conclusion that a group of people get together and exist as an institution that we call a company so they are able to accomplish something collectively which they could not accomplish separately. They are able to do something worthwhile— they make a contribution to society (a phrase which sounds trite but is fundamental)

So with that in mind let us discuss why the Hewlett-Packard Company exists. I think it is obvious that we started this company because Bill and I, and some of those working with us in the early days, felt that we were able to design and make instruments which were not as yet available. I believe that our company has grown over the years for that very reason. Working together we have been able to provide for the technical people, our customers, things which are better than they were able to get anywhere else. The real reason for our existence is that we provide something which is unique. Our particular area of contribution is to design, develop, and manufacture electronic measuring instruments.

[T]he reason for our existence and the measure of our success is how well we are able to make our product.

Objective vs. Control

As for how the individual person fits into these efforts, Packard hits on the difference between management by objective and management by control:

The individual works, partly to make money, of course, but we should also realize that the individual who is doing a worthwhile job is working because he feels he is accomplishing something worthwhile. This is important in your association with these individuals. You know that those people you work with that are working only for money are not making any real contribution. I want to emphasize then that people work to make a contribution and they do this best when they have a real objective when they know what they are trying to achieve and are able to use their own capabilities to the greatest extent. This is a basic philosophy which we have discussed before— Management by Objective as compared to Management by Control.

Supervising People

Packard hits on the notion of what it means to supervise someone:

In other words when we discuss supervision and management we are not talking about a military type organization where the man at the top issues an order and it is passed on down the line until the man at the bottom does as he is told without question (or reason). That is precisely the type of organization we do not want. We feel our objectives can best be achieved by people who understand what they are trying to do and can utilize their own capabilities to do them. I have noticed when we promote people from a routine job to a supervisory position, there is a tremendous likelihood that these people will get carried away by the authority. They figure that all they have to do now is tell everyone else what to do and quite often this attitude causes trouble. We must realize that supervision is not a job of giving orders; it is a job of providing the opportunity for people to use their capabilities efficiently and effectively. I don’t mean you are not to give orders. I mean that what you are trying to get is something else. One of the underlying requirements of this sort of approach is that we do understand a little more specifically what the objectives of the company are. These then have to be translated into the objectives of the departments and groups and so on down.

On Focus

While Steve Jobs famously said that focus is the ability to say no, Packard approached focus from another angle:

The other objective which is complementary to this and equally important is to try to make everything we do worthwhile. We want to do our best when we take on a job. … The logical result of this is that as we concentrate our efforts on these areas and are able to find better ways to do the job, we will logically, develop a better line of general purpose measuring instruments.

The Product

Getting the product to the customer is only half the job.

In engineering, there are two basic criteria that are uppermost in the definition of what we hope to be able to do. As we develop these new instruments, we hope they will be creative in their design, and they will provide better ways of doing a job. There are many examples of this— the instruments our engineers have developed this last year give us some good examples. The clip-on milliammeter, the new wave analyzer, the sampling scope— all are really creative designs. They give people who buy them methods of making measurements they could not make before those instruments were available. However, creative design alone is not enough and never will be. In order to make these into useful devices, there must be meticulous attention to detail. The engineers understand this. They get an instrument to the place where it is about ready to go and the job is about half done. The same applies in the manufacturing end of the program. We need to produce efficiently in order to achieve our slogan of inexpensive quality. Cost is a very important part of the objective in manufacturing, but producing an instrument in the quickest manner is not satisfactory unless at the same time every detail is right. Attention to detail is as important in manufacturing as it is in engineering.

The Problem You Solve

It’s not about what you sell, it’s about the problems you solve.

We certainly are not anxious to sell a customer something he does not want, nor need. You may laugh, but this has happened— in other companies of course, not ours! Also, we want to be sure that when the instrument is delivered, it performs the function the customer wanted.

On Financial Responsibility

Packard, ever the financial conservative, offers a timeless lesson on financial responsibility that Charlie Munger would be proud of:

Financial responsibility is equally important, however different in nature. It is essentially a service function to see that we generate the resources which make it possible for us all to do our job.

These things translated mean that in addition to having the objective of trying to make a contribution to our customers, we must consider our responsibilities in a broader sense. If our main thought is to make money, we won’t care about these details. If we don’t care about the details, we won’t make as much money. They go hand in hand.

Responsibility to Employees

On the company’s responsibility to employees:

We are not interested only in making a better product. We feel that in asking you people to work for us, we in turn have an obligation. This is an important point and one which we ask each of you to relay to all the employees. Our first obligation, which is self-evident from my previous remarks, is to let people know they are doing something worthwhile. We must provide a means of letting our employees know they have done a good job. You as supervisors must convey this to your groups. Don’t just give orders. Provide the opportunity for your people to do something important. Encourage them.

Management Skills are not Enough

Packard firmly rejects the notion that management skills alone suffice. He argues that managers must deeply understand their people’s realities.

Some say you can be a good manager without having the slightest idea of what you are trying to manage, that the techniques of management are all important. There are many organizations which work that way. I don’t argue that the job can’t be done that way but I do argue strongly that the best job can be done when the manager or supervisor has a real and genuine understanding of his group’s work. … I don’t see how a person can even understand what proper standards are and what performance is required unless he does understand in some detail the very specific nature of the work he is trying to supervise.

The Traits Managers Need

As to what traits management should exhibit:

Tolerance is tremendously significant. Unless you are tolerant of the people under you, you really can’t do a good job of being a supervisor. You must have understanding— understanding of the little things that affect people. You must have a sense of fairness, and you must know what it is reasonable to expect of your people. You must have a good set of standards for your group but you must maintain these standards with fairness and understanding.

Profits are The Only Path

Lest you think Packard was a socialist, he argues that profits are the only path towards achieving the management philosophy he laid out.

I want to say that I have mentioned our primary objectives, but none of these can be accomplished unless the company makes a profit. Profit is the measure of our contribution to our customers— it is a measure of what our customers are willing to pay us over and above the actual cost of an instrument. Only to the extent that we can do something worthwhile, can provide more for the customer, will he year in and year out pay us enough so we have something left over. So profit is the measure of how well we work together. It is really the final measure because, if we cannot do these things so the customer will pay us, our work is futile.

Packard’s speech serves as a timely reminder of what’s important and the difference between managing something and building something to steward for generations.

Source –

https://fs.blog/the-hp-way-david-packard/

Snippets Of Wisdom From James Clear

Process beats Inspiration -

"The advice I like to give young artists, or really anybody who'll listen to me, is not to wait around for inspiration. Inspiration is for amateurs; the rest of us just show up and get to work. If you wait around for the clouds to part and a bolt of lightning to strike you in the brain, you are not going to do an awful lot of work.

All the best ideas come out of the process; they come out of the work itself. Things occur to you. If you're sitting around trying to dream up a great idea, you can sit there a long time before anything happens. But if you just get to work, something will occur to you and something else will occur to you and something else that you reject will push you in another direction. Inspiration is absolutely unnecessary and somehow deceptive. You feel like you need this great idea before you can get down to work, and I find that's almost never the case."

 

Combinations of strengths -

"I'm not the best writer, but it is a strength. I might be a 90th percentile writer.

And I'm not the best marketer, but it is a strength. Again, maybe 90th percentile? I'm better than most, but if you pass 100 people on the street it won't be hard to find some people better than me.

What I have gradually learned is that it is not your strengths, but your combination of strengths that sets you apart. It is the fact that writing and marketing are mutually reinforcing—and that I enjoy both—that leads to great results.

How can you combine your strength? That's something I would encourage everyone to think about. You will find talented people in every area of life. It's the combinations that are rare."

 

Curiosity and Drive -

"People can help you in many ways throughout life, but there are two things nobody can give you: curiosity and drive. They must be self-supplied.

If you are not interested and curious, all the information in the world can be at your fingertips, but it will be relatively useless. If you are not motivated and driven, whatever connections or opportunities are available to you will be rendered inert.

Now, you won't feel curious and driven about every area of life, and that's fine. But it really pays to find something that lights you up. This is one of the primary quests of life: to find the thing that ignites your curiosity and drive.

There are many recipes for success. There is no single way to win. But nearly all recipes include two ingredients: curiosity and drive."

 

Hidden Costs -

"When you choose the benefits of an action, you also choose the drawbacks.

If you want to be an author, you can't only choose the finished novel and book signings. You are also choosing months of lonely typing. If you want to be a bodybuilder, you can't only choose the fit body and attention. You are also choosing the boring meals and calorie counting.

You have to want the lifestyle, not just the outcomes. Otherwise, it doesn't make any sense being jealous. The results of success are usually public and highly visible, but the process behind success is often private and hidden from view. It's easy to want the public rewards, but also have to want the hidden costs."

 

Being Selective -

"Productivity is most important for things you don't want to be doing. Most people want to increase productivity so they can spend less time on the task.

But before you worry about being more productive, think about being more selective. Rather than focusing on increasing productivity, it may be worth asking, "What would I be delighted to spend time on, even if it went slowly?"

Direct your energy toward figuring out how to start what you want to do rather than thinking about how to shorten what you don't want to do."

 

Gain energy by spending it -

"One of life's counterintuitive lessons is that you will often gain energy by spending a little bit of energy.

When you feel lethargic and like you want to lay around all day, it is usually the case that getting up and moving will make you feel better than simply sitting around. Getting outside for 10 minutes or doing the first set of a workout or simply stretching on the floor for a moment — anything to get your body moving — will often leave you feeling more energized.

If you want to get your day going, then get your body going. It's harder for the mind to be sluggish when the body is moving."

 

Time and Energy -

"I have learned that whenever I think "I don't have enough time to do that" what I usually mean is "I don't have enough energy" or "I am not actually interested in doing this."

What I need to do a better job of is not managing my time, but rather caring for myself and identifying my true interests. When I am well rested and working on something I am genuinely excited about, finding time is rarely a problem."

 

Using Curiosity -

"Curiosity can empower you or impede you.

Being curious and focused is a powerful combination. I define this combination as unleashing your curiosity within the domain of a particular task: asking questions about how things work, exploring different lines of attack for solving the problem, reading ideas from outside domains while always looking for ways to transfer the knowledge back to your main task, and so on. Even though you're exploring widely, you're generally moving the ball forward on the main thing. You start something and you keep searching until you find an effective way to finish it.

Meanwhile, when your curiosity sends you off in a dozen different directions and fractures your attention, then it can prevent you from focusing on one thing long enough to see it through to completion. Curious, but unfocused. You're jumping from one topic to the next, they aren't necessarily related, your efforts don't accumulate, you're simply exploring. You start many things and finish few.

How is your curiosity being directed? Is it rocket fuel or a roadblock?"

 

Keep the routine interesting -

"Mastery requires lots of practice. But the more you practice something, the more boring and routine it becomes.

Thus, an essential component of mastery is the ability to maintain your enthusiasm. The master continues to find the fundamentals interesting."

 

Little things add up -

"Excellence is mundane. Superlative performance is really a confluence of dozens of small skills or activities, each one learned or stumbled upon, which have been carefully drilled into habit and then are fitted together in a synthesized whole. There is nothing extraordinary or superhuman in any one of those actions; only the fact that they are done consistently and correctly, and all together, produce excellence.

When a swimmer learns a proper flip turn in the freestyle races, she will swim the race a bit faster; then a streamlined push off from the wall, with the arms squeezed together over the head, and a little faster; then how to place the hands in the water so no air is cupped in them; then how to lift them over the water; then how to lift weights to properly build strength, and how to eat the right foods, and to wear the best suits for racing, and on and on.

Each of those tasks seems small in itself, but each allows the athlete to swim a bit faster. And having learned and consistently practiced all of them together, and many more besides, the swimmer may compete in the Olympic Games... the little things really do count."

 

Mastery -

"Mastery is not only about getting better at your craft, but also about finding ways to eliminate the obstacles, distractions, and other annoyances that prevent you from working on your craft.

Top performers find ways to spend as much time as possible on what matters and as little time as possible on what doesn't. It is not someone else's responsibility to create the conditions for success.

You have to actively work to eliminate the things that don't matter from your workload. If you haven't figured out how to do that, you haven't mastered your craft."

 

Letting Go -

"Holding onto anger and resentment is like scuba diving with an anchor. As long as you're clinging to it, you're bound to the seabed, limited in movement, unable to appreciate the coral reefs and the colorful fish that dart in and out of view.

Forgiveness is letting go of the anchor. It isn't about declaring what was done to you is okay, but about unburdening yourself so you can swim freely. Forgiveness is a gift you give yourself. It's the gift of letting go of the anchors you've been carrying."

 

Envy -

"You should always be rooting for the people you know. Not only because you may need their support tomorrow, but also because it feels good to celebrate something.

Celebration can rescue your day—even if it is someone else's victory. Envy will ruin your day—even if you're actually winning."

 

Jealousy -

"When I was young, I had a lot of jealousy in me... I learned to get rid of it. It still crops up every now and then. It's such a poisonous emotion because, at the end of the day, you're no better off, you're unhappier, and the person you're jealous of is still successful or good-looking, or whatever they are.​
I realized that all these people that I was jealous of, I couldn't just cherry-pick and choose little aspects of their life. I couldn't say I want his body; I want her money; I want his personality.​
You have to be that person. Do you want to actually be that person with all of their reactions, their desires, their family, their happiness level, their outlook on life, their self-image? If you're not willing to do a wholesale, 24/7, 100% swap with who that person is, then there is no point in being jealous."

 

Decisions -

"I think about decisions in three ways: hats, haircuts, and tattoos.

Most decisions are like hats. Try one and if you don’t like it, put it back and try another. The cost of a mistake is low, so move quickly and try a bunch of hats.

Some decisions are like haircuts. You can fix a bad one, but it won’t be quick and you might feel foolish for awhile. That said, don't be scared of a bad haircut. Trying something new is usually a risk worth taking. If it doesn't work out, by this time next year you will have moved on and so will everyone else.

A few decisions are like tattoos. Once you make them, you have to live with them. Some mistakes are irreversible. Maybe you'll move on for a moment, but then you'll glance in the mirror and be reminded of that choice all over again. Even years later, the decision leaves a mark. When you're dealing with an irreversible choice, move slowly and think carefully."

 

Muddy Puddles and Leaky Ceilings -

"I split problems into two groups: muddy puddles and leaky ceilings.

Some problems are like muddy puddles. The way to clear a muddy puddle is to leave it alone. The more you mess with it, the muddier it becomes. Many of the problems I dream up when I'm overthinking or worrying or ruminating fall into this category. Is life really falling apart or am I just in a sour mood? Is this as hard as I'm making it or do I just need to go workout? Drink some water. Go for a walk. Get some sleep. Go do something else and give the puddle time to turn clear.

Other problems are like a leaky ceiling. Ignore a small leak and it will always widen. Relationship tension that goes unaddressed. Overspending that becomes a habit. One missed workout drifting into months of inactivity. Some problems multiply when left unattended. You need to intervene now.

Are you dealing with a leak or a puddle?"

 

Courage -

"Nature loves courage. You make the commitment and nature will respond to that commitment by removing impossible obstacles. Dream the impossible dream and the world will not grind you under, it will lift you up. This is the trick. This is what all these teachers and philosophers who really counted, who really touched the alchemical gold, this is what they understood. This is how magic is done. By hurling yourself into the abyss and discovering it's a feather bed."

 

Anger Management -

"My good friend and hero, Tom Murphy, had an incredible generosity of spirit. He would do five things for you without thinking about whether you did something for him. After he was done with those five things, he'd be thinking about how to do the sixth. He was also an enormously able person in business and was kind of effortless about it. He didn't have to shout or scream or anything like that. He did everything in a very relaxed manner.

Forty years ago, Tom gave me one of the best pieces of advice I've ever received. He said, "Warren, you can always tell someone to go to hell tomorrow." It's such an easy way of putting it. You haven't missed the opportunity. Just forget about it for a day. If you feel the same way tomorrow, tell them then—but don't spout off in a moment of anger."

 

Source –

 

https://jamesclear.com/3-2-1

Love the dirt - Sahil Bloom

"You've Gotta Love The Dirt"

I'm fascinated by professional longevity—what allows one person (or company) to survive and thrive even as their counterparts and competitors fade and wither away?

Gary Vaynerchuk has had incredible longevity in his career as an entrepreneur and creator.

We were chatting about what enables this longevity, when he casually dropped a single, incredibly powerful line:

"You've gotta love the dirt."

The conversation moved on from there, but reflecting during the ride home, I was attached to that one line.

Let me explain:

The dirt is where you start. It's where you're built. It's where you find your initial success.

The dirt is the things that don't scale: It's talking to customers, spending time in the weeds, engaging with your employees and colleagues, testing and learning.

The dirt is where you find the early gold.

We all start in the dirt on the journey to success, but few are willing to remain there. Few fall in love with the dirt.

Most people get that early taste of the gold and it changes them. As soon as they can, they leave the dirt behind.

In Gary's words, "They head up to the skybox." They never feel the dirt again.

This is why most won't last. This is why they don't have true longevity.

Because if there's one fundamental truth of life, it's that the dirt is where the game is played.

The dirt is where the gold is found.

The day you leave the dirt is the day the clock starts ticking down on your run.

You've gotta love the dirt.

---

Embracing "The Dirt" In Your Life

If you've been a reader for a while, you'll know that I believe the most powerful principles apply broadly across your life (not just in a single domain).

Importantly, while the genesis of the comment was about business, this insight on loving the dirt applies to every area of life:

Business & Career

In Legacy, a book about the world famous New Zealand All Blacks rugby team, the opening chapter tells a story about the veterans of the team being the ones who clean up the locker room after the end of the Rugby World Cup match.

Lesson: You're never too big for the dirt.

In your career or business endeavors, the dirt is what makes you successful:

·       Talking to customers and stakeholders

·       Engaging with employees up and down the organizational hierarchy

·       Owning the failures

·       Giving credit to the team for successes

The most successful CEOs in the world may have immense leverage from their teams, but they never lose sight of the basics.

Relationships

In the social media age, we're inclined to believe that relationships are built on picturesque vacations, in manicured photos, and the like.

But real relationships are built on the basics that you never see on social media:

·       Having hard conversations

·       Sitting with people in the mud when they're going through darkness

·       Showing up when it's inconvenient for those you love

·       Cheering for the successes of others (even when you're failing)

The dirt is where the deep, lasting relationships are forged. If you get too far away from it, there's no coming back.

Physical & Mental Health

I often espouse the benefits of doing hard things in your daily life—of never shying away from the friction.

This is, fundamentally, about embracing the dirt.

A fit body and a strong mind are built through hard things:

·       Pushing yourself physically

·       Punching the clock, even when you don't feel like it

·       Slowing down to embrace stillness

·       Experiencing true silence and solitude

Fall in love with the hard things and live an easy life.

The takeaway of all of this:

If you want to build something meaningful, something that lasts—in your business, relationships, or health—you've gotta love the dirt.

Never lose sight of the difficult, boring, gritty basics that made you successful in the first place.

If you do, you'll live to regret it.

Source –

www.sahilbloom.com