SECOND OPINION WITH DR DEW
Episode 002: Greatest Productivity Hacks? Not so fast! - Part 1
Published: 2026-01-04
Runtime: 1:39:46

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[0:01] Hello, this is second opinion with Dr.

[0:02] Dub. I am Dr. Dwayne Layman, doctor of

[0:05] business administration with a focus in

[0:07] public policy. And today we're going to

[0:10] have a second opinion on productivity

[0:12] hack tier lists. So let's first

[0:16] transition over to what we're going to

[0:17] be reviewing today. Going to be looking

[0:20] at uh Ali Abdal and very good YouTuber.

[0:24] You can see here, you know, people don't

[0:26] get 6.51

[0:28] million subscribers for no reason. Has

[0:31] great videos. One of the things I

[0:32] absolutely love, and there's a weird

[0:33] spot in this video where it blows out,

[0:35] but his production value is, you know,

[0:37] we're going to do our own tier list.

[0:38] He's doing his tier list, but we're

[0:39] going to do a tier list of him. He is S

[0:42] tier. Um, very uh highly educated doctor

[0:46] as well. Um, of the of a different

[0:48] variety than mine, as you'll see. um has

[0:52] a lot of good takes and tips. I don't

[0:55] necessarily disagree here, but I do want

[0:57] to deep dive into some of these

[0:59] productivity hacks and we're going to

[1:01] kind of debunk a little bit of them.

[1:03] Most productivity hacks are actually

[1:05] just crap. So, uh we're going to take a

[1:08] a second here and then we're going to uh

[1:11] just review his video. We're going to

[1:12] stop uh at each portion and we're going

[1:15] to review um sort of what's being talked

[1:17] about, what it's about, and then we're

[1:20] going to break it down, find actual

[1:22] research, and then figure out what the

[1:23] hell that means. And I'm going to give

[1:24] you my take. And while you're probably

[1:26] going to waste your time on like 95% of

[1:29] these, and of the 5% that you're going

[1:31] to take something away from, um it's

[1:33] actually not as complicated or as

[1:36] branded as what you think. So, let's get

[1:38] started.

[1:45] Hey friends, welcome back to the

[1:46] channel. Today we're doing something

[1:46] really exciting and we're ranking all of

[1:47] the world's most popular productivity

[1:49] techniques in order of how effective,

[1:50] how useful, how life-changing they are.

[1:51] I've been reading all of the

[1:52] productivity books under the sun for the

[1:53] last decade or so and some of these

[1:54] techniques are useful and some of them

[1:55] are a bit crap. And so we're going to be

[1:56] using the standard tier list ranking

[1:57] system that YouTubers have been using

[1:58] for all sorts of other things. Uh we're

[1:59] going using that tier list system for

[2:00] this productivity list. So the tiers

[2:01] that we're going to play with are as

[2:02] follows. We start with the S tier. These

[2:03] are the absolutely life-changing

[2:05] productivity methods that you literally

[2:06] cannot live without. Then we have A4. I

[2:08] just want to say I like his tier system

[2:09] here. And yes, I have it on 1.5 speed.

[2:12] Uh a if you really want to deep dive

[2:14] into his video, please go watch his

[2:16] video. Um I'll try to get the link in

[2:17] the description. Like still working on

[2:19] the workflow video number two here.

[2:21] Okay. So um it is going to go fast. Uh

[2:24] but I love his um his tier list here,

[2:28] which is a little more reasonable. It's

[2:29] not a tier list on what's a banger,

[2:32] what's not, uh and so on and so forth.

[2:34] So uh let's go back through that quick.

[2:36] life-changing productivity methods that

[2:37] you literally cannot live without. Then

[2:38] we have A for essential. These are

[2:40] really, really, really useful that will

[2:40] really impact your life, but they're not

[2:41] actually going to make a life or death

[2:42] difference. Then we have B, which is

[2:43] like useful and nice to know, but not

[2:44] massively going to move the needle.

[2:45] We've got C, which is nice to have

[2:46] techniques situations. Then we've got D,

[2:48] which are techniques that might work.

[2:49] >> Ignore everything below S tier uh and A

[2:52] tier. If it's not um if it's not going

[2:54] to be life-changing or essential, it's

[2:57] probably a complete waste of time. It

[2:58] might be interesting to know, but it's

[3:00] probably just a complete waste of time

[3:02] >> for other people, but that don't really

[3:03] work for me. And then we have ENF which

[3:04] are totally useless and

[3:06] >> okay so one thing to cover here and what

[3:08] he was saying um the works for others

[3:10] not for me this is not a tier ranking

[3:13] for what other people can use this is

[3:14] his personal list so as we review these

[3:17] we're not disagreeing with him these are

[3:20] what he believes in and and works for

[3:22] him um so but we're going to talk about

[3:24] what works for most people um and so uh

[3:28] before we jump in in any further I want

[3:31] to switch over here Um, and I kind of

[3:34] made some notes. You know, I actually

[3:35] prepared just a little bit. I don't

[3:36] normally prepare a whole bunch, but

[3:39] we're going to kind of review exactly

[3:41] what was said here and what exactly it

[3:44] means.

[3:46] And the other thing to note is we're

[3:47] actually going to cover the each of

[3:49] these like two, three, four, five times

[3:53] in a row. And so going through what he's

[3:55] got over on his video and then coming

[3:57] over to our notes, you're going to hear

[3:58] about the same thing. Uh, but it's going

[4:00] to be broken down just a little bit. So,

[4:02] first let's go into exactly uh what he's

[4:05] got here. And we're just going to again

[4:07] I I do some AI workflow. So, we're going

[4:09] to have some AI read this out and just

[4:11] go through the notes a little bit.

[4:17] Ranking all productivity techniques

[4:19] using a tier list. Sier, absolutely.

[4:23] Cannot live without a tier. Essential,

[4:26] really useful. Will impact your life.

[4:29] tier useful and nice to know but won't

[4:31] massively move the needle tier.

[4:34] >> Okay,

[4:35] >> this is somewhere that I agree. So

[4:39] everything below is nice to know. I

[4:42] actually think that the ENF tiers, even

[4:44] the absolute crap systems are nice to

[4:45] know because we're going to hear it's

[4:47] like money getting money advice. anytime

[4:49] that uh you're having money problems or

[4:51] you want to do some type of investing or

[4:54] um you're trying to cut down your credit

[4:57] cards or you're trying to uh save for

[5:00] retirement, you're always going to have

[5:02] people in your life um who are going to

[5:04] offer you advice. And some advice is

[5:07] good, some advice is bad. Um and you

[5:11] should be familiar with what bad advice

[5:13] is. Um and just be aware of it. So I'm

[5:16] I'm a little different. I think

[5:17] everything we're going to just we're

[5:20] just going to say this and we're going

[5:21] to delete that right out there. We're

[5:24] just going to we're just going to soft

[5:26] that up with a a piece of bread

[5:29] like gravy and we're going to go all the

[5:32] way B through F tier. That's my tier

[5:35] system. I'm going to use a completely

[5:36] different tier system. Uh let's kind of

[5:39] cover exactly what his video is is

[5:42] really about. um and and kind of what

[5:45] we're doing here, what we're covering,

[5:47] and why that matters.

[5:51] >> Summary, Ali Abdal's video is a fast

[5:54] runrough of productivity techniques

[5:56] sorted from lifeanging down to works for

[5:59] others and not for me.

[6:00] >> Yep. And probably not for you either.

[6:06] >> And again, this is this is sort of a

[6:08] sneak peek of exactly what he likes uh

[6:10] as well. So, you know, uh, building

[6:14] systems, and that's one thing we're

[6:16] really going to cover here. We're going

[6:17] to use the the term system to mean

[6:21] multiple things. A a system can be

[6:24] anything from um I take I take these

[6:26] five steps to do my daily something or

[6:30] other or uh a system could be um I

[6:34] follow a uh 20

[6:37] 20 item uh breakdowns and each of those

[6:40] break down into separate tasks and um I

[6:43] have workflows and I have metrics and I

[6:47] have a dashboard. That's a that's a real

[6:50] system. But we also have this colloquial

[6:53] systems where it's like, oh, I have a

[6:55] diet system. Um, if if it fits within my

[6:59] field of vision, I I eat it. If it if it

[7:01] goes outside my field of vision, I'm

[7:03] clearly eating too much. I should not

[7:05] eat the entire buffet because I can't

[7:07] see it all at once. Well, that's

[7:10] certainly a system, but it's not a

[7:12] system in what we would call a system.

[7:14] Uh but continuing on

[7:17] >> speed

[7:19] >> consuming content at 23x speed. Yeah,

[7:21] we're covering his video that way. Um

[7:23] but we're not covering our our stuff

[7:26] this way. If you are listening to this

[7:27] at 1.5x or 2x, I review my own videos at

[7:30] 1.5x just to see if uh there's any

[7:32] improvements that can be made. One of

[7:34] the improvements I found was my volume

[7:36] was just a just a just a hair too low.

[7:38] And so when I was listening without

[7:40] headphones, um it didn't sound great.

[7:42] So, um, you know, listening at a high

[7:45] speed can be helpful, but even when I'm,

[7:48] uh, going through an an editor level

[7:50] quality of stuff. Um, I'm not

[7:52] necessarily going 2 or 3x speed. If it's

[7:54] very common material, um, audiobooks and

[7:57] stuff, sure. Um, but we're going to

[7:59] discuss that when we get down to that.

[8:01] Um, these really are his points.

[8:04] the bigger meta point of enjoying the

[8:06] journey while he frames calendar time

[8:08] blocking and delegation as core

[8:10] practical levers you can actually deploy

[8:14] much of this framed as works for me not

[8:17] universal truth

[8:19] is presented

[8:20] >> and a lot of times you really you need

[8:23] to view all YouTube that way um anytime

[8:27] you're listening to somebody who is a

[8:29] productivity influencer a productivity

[8:31] hacker a productivity maximize or or

[8:35] grind set or any of this. Uh experience

[8:38] is a great teacher, but other people's

[8:41] experience is better at teaching you

[8:43] what not to do. Um and what can fail and

[8:47] and what we might call failure modes. Um

[8:50] I often will talk a lot about failure

[8:52] modes because there are ways in which

[8:54] the thing you think is going to work is

[8:55] not going to work. And that explores all

[8:57] the ways that Murphy's law can

[8:58] absolutely screw with what you're trying

[9:01] to accomplish. Um but back here

[9:05] >> the tier list is presented as personal

[9:07] effectiveness ranking not a comparison

[9:10] >> the format prioritizes clarity and

[9:12] punchiness over nuance and measurement

[9:14] evidence is primarily firstand

[9:17] >> I'll stop there again we're going to do

[9:18] this is going to be a long one I can

[9:20] already tell um

[9:24] when it says that he's he's prioritizing

[9:26] clarity and punchiness over nuance and

[9:28] measurement one of the things we never

[9:30] really cover in this video um that I'd

[9:32] like to cover at the end, but I may

[9:34] forget, but at least I've got it in here

[9:36] somewhere is measurement. You do if you

[9:39] are not measuring, you do not have a

[9:41] system. Um designing a system, a real

[9:45] system, whether it is a production

[9:47] system or an IT system or your any type

[9:51] of system that you're engineering. Um

[9:53] that system isn't designed just by using

[9:57] measurement. It's designed with

[9:58] measurement in it. Um, a system is a

[10:02] replicatable process that's complex and

[10:05] requires constant vigilance to keep it

[10:08] within the balance to keep it within

[10:11] your tolerances. And so we're these are

[10:14] not real systems because nowhere in here

[10:17] are you measuring the effectiveness of

[10:20] anything. So when we say system in that

[10:24] sense, these are not systems. These are

[10:26] not what we'd call the real systems.

[10:29] They're just um uh huristics and we're

[10:33] going to cover that as well, but I want

[10:34] to make that very clear right up front.

[10:43] >> So, what's a derivative authority

[10:45] reference?

[10:47] Basically, it's an influencer who is

[10:50] referencing another influencer, and

[10:52] you're you're you're multiple steps away

[10:54] from um uh what you'd call ground truth

[10:58] or base authority or or um um the

[11:02] authors of research that have actually

[11:04] done this. And it depends on the kind of

[11:07] research you're talking about. A lot of

[11:08] this around productivity and this is one

[11:10] of the things that I am very uh versed

[11:13] with uh with my work um academically is

[11:17] that a lot of these are qualitative

[11:19] studies. Um and I I don't mean to say

[11:23] this in a demeaning way to qualitative

[11:25] researchers. Qualitative research is

[11:28] necessary for exploring things. Um but a

[11:31] lot of it is also anecdotal which we

[11:34] would call this video here is anecdotal

[11:39] in research. We would call that it's a

[11:41] case study. We did interviews uh we did

[11:44] language coding. We broke it out. We

[11:48] found themes. Um this is what the

[11:51] feedback was etc etc. So it's exploring

[11:54] what people think and feel. um at least

[11:58] within this space qualitative and other

[11:59] areas is is different. So art history

[12:02] and all those have different qualitative

[12:04] uh types of things. But in this area

[12:07] there is the potential for quantitative

[12:09] and that means you can ask a lot of

[12:12] people.

[12:14] Imagine that you talked to all of your

[12:17] friends who look like they were very fit

[12:20] and all of them told you that, you know,

[12:23] what makes a difference for me are lots

[12:26] of citrus, lots of oranges, lots of

[12:29] lemons, uh grapefruits, those are the

[12:32] things that really have made a

[12:33] difference in my diet. And you find a

[12:35] lack of that uh in those. And so you're

[12:38] doing this qualitative and you start

[12:39] pointing these things out that it's you

[12:41] know it seems as though that people who

[12:44] eat a lot of citrus and what you can do

[12:46] is you you can find yourself in a

[12:48] situation where researchers do this

[12:51] thing. They do this qualitative. They

[12:53] they find what might be a pattern. Um

[12:55] they say hey this is definitely an area

[12:57] to explore. This gets out there into the

[13:00] world or it's somebody who's a you know

[13:02] does the research is a professor at a

[13:04] business school. They start really

[13:05] talking about this. Of course, students

[13:07] love making their professors happy, so

[13:09] they start writing about it as well. Um,

[13:11] these these these study authors made

[13:13] themselves write a book. You're going to

[13:14] see all these books by Dr. Such and

[13:16] such. At some point, I'll probably have

[13:18] my own book. Uh, Dr. Such and Such says

[13:21] whatever. Um, but then you also have

[13:24] influencers and hackers. And one of the

[13:27] people we're going to talk about in this

[13:28] video, because he covers them, is Tim

[13:29] Ferris. Tim Ferrris is one of those uh

[13:31] maximize body hackers, time hackers,

[13:34] productivity hackers, language learning

[13:37] hackers, everything hacker. Um you know,

[13:39] it's just kind of it it's their stick.

[13:42] Okay, they'll write a book, but they are

[13:46] not an expert. They will, and this is

[13:48] qualitative, can get to know Fortune

[13:50] 500s and they're going to have big

[13:52] companies and they're going to talk to

[13:53] very important people. Same thing with

[13:55] influencers. They're going to get these

[13:56] anecdotes. They're going to start

[13:58] recognizing that they're seeing some

[13:59] patterns and they're going to kind of

[14:00] run with it. And then you're going to

[14:01] get down to this level where, you know,

[14:03] we're we're we're we're looking at Ali

[14:05] here and he's he's covering what these

[14:07] other authors do and their authority is

[14:09] that they've sold a lot of books and

[14:11] that there's not a lot of uh push back

[14:13] and it's one of those uh it may or may

[14:15] not be helpful, but it's not dangerous.

[14:17] Like nothing in here uh is explicitly

[14:19] explicitly dangerous. And so we're not

[14:21] really

[14:23] questioning this. where I come from is

[14:26] I'm a quant. I do quant work. And so

[14:30] when I went into performance management,

[14:32] uh the thing that I found was there's no

[14:35] data. There's not like the data that did

[14:38] exist was among managers and people who

[14:40] were implementing the systems. My

[14:42] personal view is, you know, language

[14:44] warning again here. Who gives a [ __ ] If

[14:47] you have a performance management uh

[14:49] system and you're talking about employee

[14:51] satisfaction, customer satisfaction,

[14:53] what the managers say matters very

[14:55] little. The managers need a dashboard.

[14:57] And if you're building the dashboard

[14:58] based on studies that are asking

[15:01] managers and having them take surveys,

[15:03] well, it's a dashboard of themselves uh

[15:06] measured against other managers, that

[15:08] type of thing, or CEOs or uh anyone else

[15:11] in the seauite. That's not very useful.

[15:14] And so while these are great idea

[15:16] generators, they're not evidence in the

[15:19] same way that's it that you you you have

[15:21] a hypothesis of, hey, does citrus help

[15:25] weight loss? Anyone out there who's done

[15:27] any type of um physical therapy, sports

[15:31] therapy, or medical research is going to

[15:34] look at something like a qualitative

[15:35] study like I just said and say, "Okay,

[15:38] where was it?" Well, was it in Florida

[15:41] or was it in Minneapolis? Access to

[15:44] citrus might be a little different

[15:45] there. Also, what are the demographics?

[15:48] Were all the people that ate the citrus

[15:50] younger? Were all the people who didn't

[15:52] older? Were all the people who did eat

[15:55] citrus men and all the people who didn't

[15:57] women? There's a lot of questions and a

[16:00] lot of variables. And what that's going

[16:01] to come down to is a factorial study.

[16:03] That's the that's the that's the [ __ ] us

[16:06] nerds do. Okay? It's that you need

[16:09] somebody to go h what's the data really

[16:11] say like does is it really matter or you

[16:14] know maybe you just happen to find like

[16:17] the citrus loving fit friends um and

[16:20] you're doing like a snowball study which

[16:22] means I'm going to ask Bob and hey Bob

[16:24] thanks for the survey you got anybody

[16:26] else you think would like to take the

[16:27] survey and he gives you a couple numbers

[16:29] and you go call them and you ask all

[16:31] them the same thing and you kind of roll

[16:32] this down the hill like a snowball and

[16:35] you might actually wind up with a cohort

[16:36] and that's what we call people who are

[16:38] kind of, you know, they're they're your

[16:39] bunch. I I made this bunch and I'm going

[16:42] to do my study on it. When you get into

[16:44] quantitative, you've got to have this

[16:47] very exact. That's why we you always

[16:49] hear this thing about randomized

[16:51] surveys. Randomized gets rid of the

[16:53] problems that a snowball has where you

[16:55] might be stuck inside a cohort. You

[16:57] might just be doing your your your study

[16:59] of people who are connected to, you

[17:02] know, Philly cheese steaks. Okay, you

[17:04] did you did the thing in Philly. And of

[17:06] course, the people who eat a lot of

[17:07] citrus aren't eating eating a lot of

[17:09] cheese steaks. And if you're not eating

[17:10] a lot of citrus, maybe you're eating a

[17:11] lot of cheese steaks. I'm not that far

[17:13] from Philly. I love a good cheese steak.

[17:16] I just had a cheese steak pizza of your

[17:18] dinner tonight. So, you you got to ask

[17:21] these questions and quantitative can

[17:23] actually put that sort of formally into

[17:25] a question and just say, "Hey, what the

[17:27] hell's actually going on here?" Okay.

[17:29] So, when we're covering this and you

[17:31] hear derivative authority references or

[17:34] secondary sources and things like that,

[17:36] what it think of it as um it's Bob's

[17:41] cousin's girlfriend's best friend heard

[17:43] this rumor about it like that. Um

[17:46] especially when you're following change

[17:47] from influencer to influencer to book

[17:50] author who then cites studies, you know,

[17:54] probably cherrypicking. It's not as

[17:56] though they went and did a dissertation

[17:58] and picked all of the research on

[18:00] attention or all of the research on time

[18:04] management. They may have picked and

[18:05] say, well, here's the latest research.

[18:08] Here's, you know, here's some

[18:09] interesting studies that are coming out

[18:10] that showed a possible this or that. And

[18:13] it could have been quantitative. Um,

[18:15] could be a lot of qualitative. It could

[18:16] also be based on other books. It could

[18:18] also be based on anecdotes. So for

[18:19] instance, one of the things that that

[18:20] this kind of goes here is a lot of these

[18:22] these methods here are attributed to

[18:24] such experts as Bill Gates, Warren

[18:28] Buffett, Elon Musk. People love them

[18:31] because, well, they made a lot of money.

[18:33] That doesn't mean they know crap all

[18:36] about managing time. Yeah, they made a

[18:38] lot of money, but it's it's it's kind of

[18:41] like advertising. Uh you see Kobe Bryant

[18:44] out there uh in the commercial for

[18:46] Sprite. Kobe Bryant drinks Sprite. If I

[18:49] drink Sprite, I'm going to be like Kobe

[18:51] Bryant. Now, if you have half a brain,

[18:53] you realize that's dumb. Um, and

[18:56] probably during a game,

[18:58] now we don't have Kobe with us anymore,

[19:00] but if you were to see someone out there

[19:03] killing it in a game, they're probably

[19:05] not chugging down a 24p pack of Sprite.

[19:08] Um, and if they are, it's because of

[19:11] their amazing metabolism, natural skill,

[19:14] and a hell of a lot of practice, and

[19:16] some a good bit of luck, and they have a

[19:18] good day and everyone else had a bad

[19:20] day. All of those things kind of coming

[19:22] together. Has nothing to do with their

[19:24] sports drink. But a sports drink loves

[19:26] having this. Just like shoes, you know,

[19:29] Air Jordans for Michael Jordan. Those

[19:31] shoes are not going to make you play

[19:33] basketball better. Um, you know, that's

[19:36] shoes are either going to work or not.

[19:37] That's its own science. That's a That is

[19:39] That is a a a bone structure physical

[19:42] motion science that's actually going to

[19:44] crunch numbers. Whereas, yeah, it's it's

[19:47] cool if you want to wear shoes like

[19:48] Mike, but you know, that's not

[19:51] necessarily going to get you into the

[19:52] NBA. This is a little bit in that. So,

[19:54] anytime you hear somebody's like, "Ah,

[19:57] well, you know, the method that that

[19:59] Elon Musk uses, you can use that method.

[20:02] You're not going to be him." Uh, you

[20:04] know, this is the strategy for for diet

[20:06] that Warren Buffett uses. If you've seen

[20:08] Warren Buffett, uh, the man eats a

[20:11] cheeseburger every day. He does not

[20:13] spend a lot, but he enjoys just a

[20:15] regular old simple cheeseburger from

[20:17] McDonald's.

[20:19] doing that will not make you any more of

[20:21] a billionaire than learning about his

[20:24] how how he journals or how the the one

[20:28] the one the one trick the uh that he did

[20:31] that turned him into there's all these

[20:33] sort of YouTube videos out there. So, I

[20:34] just want to put this very much before

[20:37] we continue u in in in light of the

[20:42] actual evidence we're looking at here.

[20:43] And so that's why we're doing a second

[20:45] opinion because we're kind of pulling

[20:46] that back and I love videos with Ollie.

[20:50] As you can see,

[20:52] uh, uh, the guy has got 6 and a half

[20:55] million subscribers. The guy is not a

[20:57] dummy, okay? Smart guy. Knows what

[21:00] works. He also knows that taking the

[21:03] time like I am to just explain this,

[21:05] you're not going to get 6.5 million

[21:07] subscribers. I'm not going to get 6.5

[21:09] million subscribers. No matter if I was

[21:11] as handsome as him, if I had as good

[21:13] videography as him, um if I was as smart

[21:16] as him, all of that could still be true.

[21:18] But doing this content, it's not going

[21:20] to get you subscribers. And hey, you

[21:22] know, it I I would say, you know, don't

[21:24] hate the game or the player. Like, this

[21:27] is just the re reality of what it is.

[21:30] And we're going to spend a total of he

[21:31] has 14 minutes going on here. I've

[21:34] already done 21 and we have not even got

[21:36] into his first system because I'm laying

[21:38] the groundwork of all of the things we

[21:41] actually have to consider before we even

[21:42] consider any of these systems. Um, and

[21:45] so that's what we're going to kind of go

[21:47] into, but I just wanted to kind of lay

[21:49] that out. So, let's go ahead. Uh, I'm

[21:51] going back up a sentence here. Um, and I

[21:54] will let it kind of go through uh more

[21:56] of the lens here.

[22:00] >> Comparison. The prioritizes clarity and

[22:04] punchiness over nuance and measurement.

[22:06] Evidence is primarily experience valid

[22:09] as

[22:11] authority references but lacks

[22:13] controlled comparisons or measurable

[22:15] outcomes.

[22:24] Incentives.

[22:25] >> By the way, I just spent

[22:28] several minutes going over that little

[22:30] sentence. Um, I did have a lot of back

[22:32] and forths and I put in some methods

[22:34] that uh I I worked with the AI and

[22:37] writing a lot of this and then I

[22:38] actually kind of went through a lot of

[22:39] these and I just wrote down my own

[22:40] thoughts which I only did about half.

[22:42] Um, I guess my productivity hack didn't

[22:44] actually get me through all the notes

[22:45] and I'm going to kind of riff the rest

[22:47] of them but you'll get an idea. But for

[22:49] those people that say it's like uh AI

[22:50] hallucinates and AI is stupid and AI is

[22:52] this and AI is that. Um, this is on like

[22:55] heavy research mode and it's correct. I

[22:59] just I just give you the long version

[23:00] that can be summarized as that. Um, and

[23:03] I've worked with mine for quite a while,

[23:05] so it it it already knows exactly the

[23:07] kinds of sources and things that I'm

[23:08] interested in. Um, but for those of

[23:10] like, oh, AI is crap. Doctor of business

[23:14] on productivity systems, that is

[23:16] correct. AI did this all on its own. Um,

[23:19] it actually did this in contrast to what

[23:21] was wrong with his video as far as as

[23:24] point out the flaws. not that he did

[23:26] anything intentionally wrong, but point

[23:28] out what the flaws are of someone who

[23:29] would view this. That's 100% correct. AI

[23:33] is not always hallucinating and making

[23:34] stuff up. Um, and so just I'm just going

[23:37] to put a plug there that that we're not

[23:39] going to we're not going to play that

[23:41] game of, oh my god, have AI written

[23:43] here, you know, what is this even worth

[23:45] listening to? Yeah, because it's

[23:47] correct. So, as we continue, let's go

[23:49] down into some of the incentives. And

[23:51] this is always good to consider. We're

[23:53] not sort of casting aspersions here and

[23:55] trying to say that Ali is just out here

[23:57] trying to scam you out of a buck. He's

[23:58] not. Um but

[24:01] >> incentives Ali Abdalenefits presenting a

[24:05] clean memorable hierarchy that feels

[24:10] like

[24:12] >> Yep.

[24:12] >> Audible

[24:15] claims promoting audiobook consumption.

[24:17] >> Yep. I still list provide quick and easy

[24:24] dishonesty, but the format prioritizes

[24:26] clarity over nuance

[24:28] >> research based critique. Most

[24:30] productivity techniques are branded

[24:32] rappers around a small handful of

[24:34] psychological management.

[24:35] >> Y

[24:36] >> the rappers spread because they're

[24:39] identity friendly. themsistent.

[24:49] >> So, stopping there

[24:51] for a lot of these techniques,

[24:54] it's it's often helpful for those

[24:57] promoting those when they're writing

[24:58] books to point out either people like

[25:01] Warren Buffett did this, Bill Gates did

[25:03] this, uh Sergey Brenn did this, Sam

[25:06] Alman did this. Um, this is the one

[25:09] protein source Sam Alman swears by

[25:11] before he goes off as though if you eat

[25:14] a single hard-boiled egg on your way to

[25:16] work, you're going to start an AI

[25:18] company. Um, these systems have very

[25:22] small effects. Let me be very clear. No

[25:25] matter what system you do, um the

[25:29] effects on your productivity are going

[25:32] to be in the

[25:35] if you really just unlocked something

[25:38] you were doing terribly wrong, maybe you

[25:40] might see a few outliers and like 20%.

[25:43] But we're looking at for most people 2

[25:46] to 3% for the best ones, maybe 5% and

[25:50] then a a distribution out to maybe 20%.

[25:53] In fact, the distribution is going to be

[25:56] a normal distribution. Did your

[25:57] productivity improve? Let's say we got

[26:00] let's we're making this up. We got a

[26:01] normal distribution. H most, you know,

[26:04] it it seems like if you take this,

[26:06] you're going to at least [clears throat]

[26:06] get a 3% boost in your productivity and

[26:08] 3%'s not big. You got to remember the

[26:11] other side of that curve. That includes

[26:12] people that lost productivity. There's a

[26:15] there's such thing as negative

[26:16] productivity. So, if you're sitting

[26:18] there and doing like you're bullet

[26:20] journaling every single email you go

[26:22] through and you're working on a help

[26:23] desk and you're doing a ton of work and

[26:25] you you you're like, I'm going to do

[26:26] bullet journaling. I'm going to get so

[26:27] far ahead in my work and you're spending

[26:29] five times the amount of time

[26:31] documenting in this journal that's not

[26:33] directly helping or integrated into your

[26:34] systems, you're going to lose

[26:36] productivity. I don't care how good you

[26:37] think bullet journaling is. And I know

[26:40] how to I I stole a few techniques for my

[26:42] own journaling from bullet journaling.

[26:44] I'm not knocking it. I read the book.

[26:45] It's decent in

[26:48] in terms of basically making a shorthand

[26:50] markdown for paper. That was my that was

[26:53] my one and two takeaways from the book

[26:55] um is is to separate things on a

[26:58] complete page per day uh and a and a

[27:01] nice little numbering system. And then

[27:02] here's here's like a neat little

[27:03] markdown system for paper. Other than

[27:05] that, I use a tablet. I don't I don't

[27:07] want I don't have time to carry around

[27:08] books. Um it's great takeaway, but yeah,

[27:11] you can actually get negative

[27:13] productivity. So warning here as well,

[27:15] you might do these and and and lose

[27:18] productivity, especially the harder and

[27:21] more complex and more time it takes to

[27:24] build up to it or or do this thing like

[27:26] building a habit is hard. You're not

[27:28] going to get more productive by building

[27:29] a habit. You're going to lose

[27:30] productivity building a habit. But the

[27:32] idea is the habit is, you know,

[27:34] improving your life. So, you know, we're

[27:36] weighing the pros and the cons here.

[27:38] Time management in general shows a

[27:40] moderate relationship with performance

[27:41] and wellbeat

[27:53] underestimate friction and pick systems

[27:55] that requ

[28:06] >> it really is going to depend depend on

[28:08] the type of habit. It's going to depend

[28:11] on the resistance. A lot of it you can't

[28:14] even control. And we're not talking

[28:16] about things like age. Uh but your habit

[28:18] for working out is wildly going to be

[28:21] dependent on your environment. Uh it's

[28:24] going to depend on your friend groups.

[28:26] It's going to depend on your the

[28:28] pressure around you. Is are are you the

[28:31] only person out of shape in your entire

[28:32] friend group and they all go to work

[28:34] out? it's going to be very easy for you

[28:36] to get in shape and to get the habit

[28:37] because you're going to be just going

[28:38] and hanging out with your friends and

[28:40] being more like them. If you're going

[28:42] against the grain, you're going to have

[28:44] a hard time developing a workout habit.

[28:48] Um, and those things are out of your

[28:50] control. And it does not matter what

[28:53] system you use. Um, you know, the

[28:55] saying, no man is an island, no habit is

[28:58] an island. Um, regardless of what any of

[29:01] these you do, you're going to run into

[29:05] so many issues that you will never have

[29:08] thought of. And there's nothing you can

[29:09] do about them. It doesn't mean you give

[29:11] up on the habit. It just realize that,

[29:13] you know, you will be going uphill on

[29:15] some of these things. And you know the

[29:17] habit some habits may be easy like the

[29:20] workout habit may be easy but if you

[29:21] want to uh read uh good you know uh 50

[29:25] good books a year you want to do the the

[29:27] you know you're not a reader you want to

[29:29] become reader so you want to take a year

[29:31] read a book a week 52 weeks well if your

[29:34] friends are spending the four hours a

[29:35] day at the gym you're also in the wrong

[29:37] friend group to do that you're in the

[29:39] great friend group for a a habit to go

[29:41] to the gym and it's not the right friend

[29:43] group that's going to help you along and

[29:45] so Now you're obligated to go this extra

[29:48] workout that you might not really want

[29:50] to do and you've actually got to cut

[29:51] down and and and leave them. And so

[29:54] you're not one of the guys or one of the

[29:56] gals that's going and doing these long

[29:58] walks or these hikes or all of this. So

[30:00] you're running into an issue that your

[30:03] environment is not as malleable as you

[30:06] think it is.

[30:09] >> Online

[30:12] science.

[30:14] I know.

[30:16] I'm going to call out my own BS here.

[30:18] 8020s. Um, it's shorthand. Um, the

[30:22] shorthand is only pick up the stuff

[30:25] that's going to have the biggest impact

[30:27] and cause the least amount of disruption

[30:28] for you. Full stop. I don't care if it's

[30:31] 8020. I don't care what the ratio is.

[30:33] That's just a journal. I use the same

[30:35] thing for instead of sitting down and

[30:37] journaling a whole damn book and every

[30:39] quote and every stat. And I'm sure

[30:41] people have nice 20page notes when they

[30:43] read Simon Senn uh Start with Why. Um

[30:46] and they may that maybe they review them

[30:48] and this and that. It'd probably be

[30:50] cheaper for you to just catch catch a

[30:53] flight, ask all the questions you want

[30:55] of Simon Senk, record them, and then

[30:58] just listen to it back. Stop stop doing

[31:00] all this extra work unless you're

[31:01] actually working on your handwriting. Um

[31:03] that's not the way to 8020. 80820 is if

[31:07] you read a book, the bigger the book,

[31:09] the bigger the takeaway. But just grab

[31:11] two. If you happen to grab more, great.

[31:13] If you find a book that changed your

[31:15] life, but every book, no stop. Stop.

[31:19] Stop it.

[31:22] If you only keep 20% of this episode,

[31:28] put tasks into place. If

[31:32] >> this is the takeaways that it found from

[31:35] his video, not our video. Um, I'm going

[31:39] to skip over these a little bit, but it

[31:41] does have some good points. I'm just

[31:42] going to hit really quickly. Uh, reduce

[31:44] attention switching. This is anything

[31:46] you can do to reduce your cognitive

[31:48] load. Um there's a lot of behavioral and

[31:51] cognitive sciences and educational

[31:54] sciences uh that talk about cognitive

[31:56] offloading. Um anytime that you can do

[31:59] cognitive offloading in an efficient

[32:01] manner that is simple and not a complex

[32:03] manner which only adds to your cognitive

[32:05] load, that's good. What's cognitive

[32:07] load? If you have to think about it in

[32:10] the slightest bit, that's cognitive

[32:11] load. If you're ready to go working out,

[32:14] and you find out that your gym bag's not

[32:16] put together, your your your workout

[32:18] clothes isn't in there, uh you you don't

[32:21] have uh your shoes next to the door, the

[32:24] your gym clothes, half of them are in

[32:25] the laundry, and you got to put that

[32:27] together. Suddenly, you got cognitive

[32:29] and physical load. You got to you got

[32:31] time load going on to this. You got so

[32:33] many things. You're probably not going

[32:34] to work out that day. It's like, I got

[32:36] to do work just to go work out. Uh the

[32:40] thing to do is if after working out if

[32:42] you don't just crash and you take your

[32:43] bag, you immediately get things into the

[32:45] laundry. You keep your bag there. So as

[32:47] soon as it's laundered, you get it right

[32:48] back in the bag and then you do that.

[32:51] You keep your shoes nearby. As soon as

[32:52] it's done, boom, boom, into the bag next

[32:54] to the door. Next time you go to work

[32:56] out, there's no cognitive load. Why? Bag

[32:58] of shoes are at the door. Time's at the

[33:00] door. You're done. That's cognitive load

[33:03] is

[33:04] getting things ahead of time. It's

[33:06] that's why people like meal prepping.

[33:08] Um, I don't understand that one. Um, one

[33:11] of the most valuable slow activities

[33:16] that a human can ever engage. There's

[33:19] two there are two main activities and

[33:22] you you may laugh. I'm not joking. The

[33:25] two main activities are going to be love

[33:27] and romance and cooking. These are the

[33:31] most communal social things that we do

[33:34] that built the civilization we live in.

[33:39] You know, let's let's let's go with the

[33:40] conservative estimate. 20,000 years ago,

[33:43] 20,000 years. What separates us from

[33:46] most other animals is our our romantic

[33:51] habits and our culinary habits. spending

[33:55] time with our loved ones, our friends,

[33:58] our family around a table during food

[34:02] preparation. This is something a few

[34:04] other animals do. So, if you look at at

[34:06] chimps and great apes, you'll see

[34:08] grooming habits.

[34:10] Cooking is serving very much the same

[34:13] type of space as grooming habits in in

[34:15] terms of our social sphere. And so,

[34:18] that's one of the reasons I'm I'm I'm

[34:20] completely against meal prep. I think I

[34:22] think meal prepping has this sort of

[34:24] idea and maybe it's great if you're a

[34:26] bachelor bachelorette um but you're

[34:28] cutting out one of the core social what

[34:31] one of the very reasons for living you

[34:33] know the the reasons to is to be able to

[34:35] have uh a fine food and maybe a fine

[34:38] wine you know I I don't have money to

[34:40] spend on wine every single day but

[34:44] having those times are very special um

[34:46] meal prepping I mean uh it's the social

[34:50] media ification of cooking. That's just

[34:52] my personal opinion. I'm not a culinary

[34:54] expert. Um maybe it's great for some

[34:57] people, maybe it's great for busy

[34:58] families with a lot of kids, but um

[35:01] having that communal time I I found, at

[35:03] least with my own family, helped build

[35:04] relationships every single time it was

[35:06] done. And I've always spent time on

[35:08] that. It doesn't mean you don't stop at

[35:10] McDonald's sometimes you're in a rush

[35:11] and people are just freaking hungry or

[35:13] you you you hit up some other kind of

[35:14] fast food or you order a pizza. Um, but

[35:19] take these things in small doses.

[35:24] >> This is the highest leverage behavioral

[35:26] bridge.

[35:26] >> Yeah, we're going to we're going to skip

[35:27] a lot of this. Uh, small starts. Uh,

[35:30] don't believe in that. Um, it it it can

[35:34] be it can be and I I think going with

[35:37] the research here, it's a little more

[35:38] nuanced uh with that. Um, respect energy

[35:41] and motivation micro breaks help. Yeah.

[35:44] um stay charged, stay stay refreshed and

[35:47] do all that. So before we go into these,

[35:50] we got the Pomodoro coming up next and

[35:53] we're going to just head over to the

[35:55] video and we're going to watch what he

[35:58] has to say about the Pomodoro technique.

[35:59] We're going to quickly run through um

[36:01] I'm not going to say a lot. So we're

[36:03] we're already been a half an hour. We

[36:05] haven't even touched a single thing. We

[36:07] are at the 54 second timer of his

[36:10] 14-minute video. I told you guys I can

[36:13] talk. Um, you know, I I I probably uh

[36:17] should have been somebody that was a u

[36:19] one of those uh u circus callers trying

[36:22] to get people to buy tickets cuz I could

[36:23] stand there and talk for eight hours

[36:24] straight.

[36:26] So, uh, we're going to go we're going to

[36:28] go through the video, listen to it

[36:30] quickly, have the AI read the,

[36:34] uh, text for it for each, and then I'm

[36:36] going to go through and I'm going to

[36:37] read my thoughts, how I kind of with the

[36:40] bucket that I put it in and what my

[36:41] recommendation, uh, for it would be. So,

[36:44] let's get started on that.

[36:50] That might work for other people, but

[36:51] that don't really work for me. And we

[36:52] have ENF, which are totally useless and

[36:53] junk, respectively. Let's start with

[36:54] technique number one which is pomodora

[36:55] technique. Now the vibe here is that you

[36:56] want to work for 25 minutes and then

[36:58] have a 5-minute break. Work a 25 5

[36:59] minute break and repeat this four times

[37:00] and after four repetitions then you get

[37:02] to have a half an hour long break. And

[37:03] the pom pom pom pom technique is

[37:03] absolute classic that's been used mostly

[37:05] by students as a way of motivating

[37:06] themselves to work. And I only used to

[37:07] use

[37:08] >> the number of times I or other people

[37:10] tried this while in university is uh you

[37:14] could you could probably make a fortune

[37:18] just selling Pomodoro timers outside of

[37:20] classrooms uh or or in dorms for people

[37:24] looking for an app or something else.

[37:26] People love those little items that you

[37:27] know you can make this special little uh

[37:29] sort of Etsy style handcrafted uh little

[37:32] digital or analog timer. uh probably

[37:35] probably uh uh at least a few

[37:38] hundred,000 worth of of ideas there.

[37:41] >> Use it back when I was at university.

[37:42] But the problem with the pomodoro

[37:43] technique is that for me, I often felt

[37:44] like I was just getting into the swing

[37:45] of things at around the 25-minute mark.

[37:46] And so when I would have to stop working

[37:48] to have a break, I would find that that

[37:49] would interrupt my

[37:50] >> We're going to go into that quite a bit

[37:52] there. My take is right at that point.

[37:54] By the way,

[37:55] >> flow state. And so for me, I actually

[37:56] tend to work for about 40 or 45 minutes

[37:57] if it's something that I'm enjoying

[37:58] working.

[37:59] >> We're not going to cover the flow state

[38:00] here. um that we're going to talk about

[38:02] flow and the research behind flow much

[38:05] later on. That's going to be such a deep

[38:07] dive into flow and the actual science

[38:09] behind that. Um where a lot of that

[38:13] research comes from athletics. Um it's

[38:16] very fascinating. It's very cool. It's a

[38:19] real thing. Um but there's so much hype

[38:22] around it. Um but I get where he's going

[38:24] here. He's absolutely right on. I find

[38:27] that is the ideal amount of time to get

[38:28] into the flow state. And so it's a bit

[38:29] controversial, but I'm going to rank the

[38:30] Pomodoro technique a C on RTS next week

[38:31] with the

[38:33] >> Okay, so he is going to put the Pomodoro

[38:37] technique on C tier. Let's see if we can

[38:40] find that exact spot.

[38:42] >> Rank the Pomodoro technique a C on RT.

[38:45] >> Now, let's cover this

[38:49] and what we've got on the Pomodoro

[38:51] technique. So, let's do a little AI

[38:53] review of what we just heard. Break that

[38:55] down a little bit.

[38:57] 54 pomodoro technique tier ranking C

[39:00] work for 25 minutes then take a 5 minute

[39:02] break four times then take a 30 minute

[39:05] break technique used mostly by students

[39:09] often interrupts flow state just as

[39:11] you're getting into the swing of things

[39:15] 45 minutes to get into flow state

[39:23] >> now I'm gonna put this out

[39:26] the second opinion lens and the research

[39:28] analysis that we're going to go through

[39:29] here. Uh the AI sort of did this. I

[39:33] didn't really feel like reading these.

[39:34] I'm very familiar with these. So, I

[39:36] didn't actually read these before

[39:38] writing my thoughts, but I found out

[39:40] that uh they lined up very well on a lot

[39:44] of these. So, again, um you you can

[39:47] trust AI on some of these. Just make

[39:49] sure that you ask it for pros and cons.

[39:52] and and often times uh uh let it be a

[39:55] little cynical. Let it let it give you

[39:57] the pitfalls because it's going to start

[39:59] stripping away a lot of the crap that's

[40:01] in there. Um adversarial AI is actually

[40:04] quite amazing um because it's really

[40:07] good at finding flaws um if you're not

[40:10] just trying to either date your AI,

[40:12] which I do not suggest doing uh or

[40:15] conversely um you think you have a great

[40:18] idea and it's hyping you up. Let it

[40:20] break things down. Let it summarize. Let

[40:23] it strip them apart and it'll be much

[40:25] much better experience. But let's

[40:27] continue.

[40:30] >> Creator from student lore pressure test.

[40:33] Compare focus quity output between 25

[40:35] intervals versus tuned intervals.

[40:37] Verdict situational tuned intervals.

[40:40] Confidence medium.

[40:42] >> Again, data. Are you more or less

[40:45] productive actually using if you're

[40:47] really going to use anything like this?

[40:48] Is it actually working? Um, create a

[40:51] control.

[40:53] Just don't do anything. Take two weeks,

[40:56] see how you do. That's probably not even

[40:58] long enough, but at least do two weeks.

[41:01] Um, if you even remember that you wanted

[41:03] to do this in two weeks, uh, then do the

[41:06] same measurements after after starting

[41:08] this. Maybe even give yourself, you say,

[41:10] well, I was new at it and I wasn't

[41:12] consistent. Give yourself a week to

[41:14] transition, then do two weeks on it. See

[41:17] how well you are. If you don't know at

[41:18] the end of this is a total of five weeks

[41:21] that you're I'll be honest wasting of

[41:24] your time trying to figure this out and

[41:26] you're not doing a study. Um you're

[41:28] probably not going to see massive you

[41:31] know uh improvements

[41:36] taking improves performance effects are

[41:39] mixed and depend on break

[41:42] the tomato is branding. The real tool is

[41:45] structured work. Tune intervals to the

[41:47] task and keeps restorative, not doom

[41:50] scroll.

[41:51] >> Okay. I don't know why it's a tomato. I

[41:54] could probably look this up. I could

[41:56] probably see find out exactly the the

[41:58] source of the pomodoro. We're not going

[42:00] into that. I'm noting a dissertation on

[42:02] this. Um, but let's go into some of my

[42:04] thoughts on this and the problem I have

[42:06] with the pomodoro. U but for the ones

[42:10] that I actually did notes on, I'm going

[42:11] to do a little bit of reading. Um, the

[42:13] thing about this one-sizefits-all timer

[42:16] is that it destroys deep work. Uh, so

[42:19] deep work is another set of books you

[42:21] can read up on. Uh, deep work is when

[42:24] Ali is talking about flow. And so if

[42:27] you're doing this, you are never going

[42:29] to get into flow. You're never going to

[42:31] do good deep work. Um, this is not the

[42:34] way that a a professional writer is

[42:36] making a novel is in little tiny 25

[42:39] minute bits. if they're having problems.

[42:41] Sure. The other portion of this is also

[42:44] that it is wrong in that it gives you a

[42:46] five minute break. What are you going to

[42:47] do in five minutes sometimes after

[42:50] you've worked for a couple hours taking

[42:52] a nice quiet walk outside in nature? One

[42:55] of the best things you can do for your

[42:56] well-being is when you take your breaks,

[42:59] even if it's cold outside, even if you

[43:00] can't go outside, look out a window, get

[43:03] nature into your brain. Uh greens, far

[43:07] distance. It's the 2020 2020 rule. This

[43:09] is a good rule uh to rest your eyes.

[43:12] Stare, you know, they say every 20

[43:15] minutes when you're staring at these

[43:16] computer screens, um look away at

[43:20] something at least 20 ft away for 20

[43:23] seconds every 20 minutes. Uh it's for

[43:25] your eyes. It's not going to help you

[43:26] with deep work. Um but while you're

[43:28] working in deep work, you can also just

[43:31] zip sit back,

[43:33] I think, close your eyes. Uh you can

[43:36] also adjust the lighting of your

[43:37] environment. I don't suggest anyone

[43:39] don't work in complete darkness. Um,

[43:41] it's pretty dark in here. Um, but it's

[43:44] cozy. I've got a little LED sort of sign

[43:47] that's up here. You can see the sort of

[43:48] red glow. I've got a table lamp. I've

[43:52] got a light behind me. Um, I've got

[43:54] these nice soft lights. And even the

[43:56] light back here, which you can see is a

[43:57] pretty bright LED light. It's bouncing

[44:00] off of the walls. Um, you know, you

[44:03] don't you you don't want these strong

[44:04] lights. You want something natural. You

[44:05] want something with a color temperature

[44:07] uh that's closer to the yellows, look up

[44:09] hug, h y g. Uh hug will give you the

[44:14] best recommendation for the type of

[44:15] lighting that's very natural on the

[44:16] eyes, very much like a a strong candle

[44:18] light or a fire or a sunrise or a

[44:21] sunset. That's what you you really want

[44:23] to kind of go for. Um but taking that 5

[44:26] minute break, it's going to do nothing.

[44:28] Sometimes you just need to get away and

[44:30] if you can only get 5 minutes, take your

[44:31] 5 minutes. But to intentionally crunch

[44:34] yourself into like five five, you're

[44:36] going to get me as someone who does a a

[44:39] crap ton of work is is going to get

[44:42] frustrated that I'm getting broken up

[44:44] every now if I'm doing a bunch of small

[44:46] things. I'm doing email email and I'm

[44:49] like, "Oh my god, I just got to I got to

[44:51] walk away." Yeah. Um but the idea behind

[44:56] this also is when you start turning

[44:58] yourself into an assembly line. Uh

[45:01] that's called tailorism. Uh this is sort

[45:04] of early uh late 19th century early 20th

[45:08] century. Um the idea of tailorism was

[45:11] was scientific management. What they

[45:13] basically did this is the like the the

[45:14] needle experiment or the pen experiment.

[45:16] So, imagine you're putting together,

[45:18] you've got a you've got a ballpoint pen

[45:20] here, and you got people who are

[45:21] assembling this this thing. And I I hate

[45:23] taking this part, these are wonderful

[45:25] pens. If I have, if I ever got sponsored

[45:27] by whatever this company is, I buy these

[45:29] things in bulk. I love these pens. But

[45:31] let's say I'm at this pen factory and

[45:32] I'm making this pen. It's got a spring

[45:34] in it. It's got a an a ballpoint ink

[45:38] device. I think it's gel. It's got the

[45:40] clickers. I'm putting these together.

[45:42] What scientific management discovered

[45:44] long before Ford and his assembly line

[45:47] is that if you break up each of the task

[45:49] for each person and then you maximize

[45:51] the amount of uh uh you know distance

[45:55] they're moving per part where the parts

[45:57] are how much time they have to take to

[45:58] assemble things get together you start

[46:00] have you have someone that literally

[46:02] sits there I'm going to grab my IP my

[46:04] iPod or the my AirPods and they're just

[46:08] sitting here clicking the timer

[46:10] measuring people and they're measuring

[46:11] how people do different things and

[46:13] they're getting them down. The bad thing

[46:15] about that is it basically turned people

[46:17] into machines and that's where we get

[46:19] the assembly line from which is the

[46:21] soulless soul crushing work of the

[46:23] assembly line but which also drove the

[46:25] industrial revolution

[46:28] but it's pseudocience. It's the idea

[46:30] that we that all people are

[46:32] interchangeable as cogs and that you can

[46:35] just maximize their productivity

[46:37] assembly line style. And now you come to

[46:40] the Pomodoro technique. It's like, yeah,

[46:43] you just sort of you chunk yourself into

[46:46] these 25 and five, 25 and five, 25 and

[46:49] you do this and then you get your your

[46:51] long break and you just keep doing this

[46:52] like like you're just a machine. Um when

[46:56] instead, you know, there are sometimes

[46:58] when you do need to do short spurts or

[47:02] sprints of work. uh if we're going to

[47:04] use some other productivity uh uh uh

[47:07] words there with with for those of you

[47:09] familiar with sprints, those of you who

[47:10] might be in IT or programming or any

[47:12] other work environment with agile or

[47:14] scrum,

[47:15] but they think that you're going to do

[47:17] that and you're going to get good work

[47:18] done, you're not. You're going to get

[47:19] the assembly line work done. Um and

[47:21] you're not going to feel great

[47:22] afterwards. You're just not. Um he put

[47:25] it at C C tier. My bucket right here, my

[47:28] bucket is put it in the crap tier. throw

[47:32] it in the trash. It's a false sense of

[47:34] productivity by counting the number of

[47:36] times you can count alarms. It creates

[47:39] hard lines of context switching too big

[47:42] for small tasks and too small for deep

[47:45] work. My recommendation is it makes for

[47:48] a really good idea if you want to sell

[47:49] people useless productivity apps or as I

[47:52] just came up with little little kit

[47:54] items that you could just you could sell

[47:56] students. Um, bonus if you make it

[47:59] buzzworthy by calling it AI Pomodoro or

[48:03] something like that. You think I'm

[48:05] making that up? Those apps exist for uh

[48:08] if you're on Mac, there are so many apps

[48:10] you can subscribe for that are going to

[48:12] look over your calendar and do all these

[48:14] things and do all these techniques and

[48:16] AI is going to going to give you

[48:17] dashboards and all this sort of stuff.

[48:19] Um, you're just trying to turn yourself

[48:22] into a machine. Um, and that has rarely

[48:26] ever worked in any science of turning a

[48:29] human into a machine or any type of

[48:31] animal into a machine. The consequences

[48:34] of that can be quite dire, especially if

[48:37] you um don't have any kind of

[48:40] safeguards. This isn't in that area of

[48:42] things, but it's still crap. So, we're

[48:45] we're going to move on. Uh, we were

[48:47] talking about delegating next. So let's

[48:50] go back over and let's see what what

[48:52] we've got for delegating

[48:55] >> this next concept of delegation. Now,

[48:57] Tim Ferris talks about this a lot in the

[48:58] 4-hour work week, which one of the books

[48:59] that that's most changed my life. And

[49:00] recently, I've heard entrepreneur and

[49:01] investor Nal Robert because normally,

[49:03] >> oh, I screwed that up. I just wanted to

[49:05] pause here. Um, the

[49:10] delegate, the 2hour or sorry, 2hour work

[49:13] week, the 4hour work week. Um, they

[49:15] talked about here by Tim Ferris. I read

[49:17] the book. Um, I'm going to cover a

[49:19] little bit. Um,

[49:22] I like some of the ideas. Tim Ferris is

[49:25] one of those people that comes up with

[49:27] good ideas. Um, big warning here though,

[49:30] and I kind of want to I'm going to point

[49:31] this out in a lot of my videos.

[49:34] Never worship a person and be like,

[49:36] "This is the guru." And there's a lot of

[49:39] people that look at Tim Ferrris, and I

[49:41] don't think Tim Ferrris would would do

[49:43] this himself, but they look at him as he

[49:47] is a guru. He's a guy just trying things

[49:50] out. Um, he is an expert in a few

[49:53] things. um he he's sort of hacked his

[49:57] way uh through a lot of life scenarios.

[50:00] He has a he has a very interesting story

[50:03] uh but don't guru people. So I'm just I

[50:05] just want to put that out there. I'll

[50:06] start this over again. Next concept of

[50:08] delegation. Now Tim Ferris talk about

[50:09] this a lot in the 4-hour work week which

[50:10] is one of the books that mode that's

[50:11] most changed my life. Recently I heard

[50:12] entrepreneur and investor Robert talk

[50:13] about the idea of setting an

[50:14] aspirational hourly rate. Now the idea

[50:16] here is that we should figure out what

[50:17] is our time worth to us personally in

[50:19] like dollar [music] amounts and then if

[50:20] there is stuff that we're doing that we

[50:21] don't enjoy then we can think about

[50:22] delegating it to someone else if it is

[50:24] cheaper than the amount that we set as

[50:26] our aspirational hourly rate. So I'm

[50:27] going to give delegation a tier ranking

[50:28] because it's genuinely an essential tip

[50:30] and if you haven't started valuing your

[50:31] time.

[50:32] >> So [clears throat]

[50:34] this is one of the the spots where Ali

[50:36] and I are going to wildly disagree um

[50:40] because for the normal person this is a

[50:43] horrible idea. But let's break down

[50:46] exactly what he said and we'll discuss

[50:48] why it's probably great for him. It's

[50:51] probably great for some people and it's

[50:53] probably the dumbest thing you could

[50:55] attempt to do in your life depending on

[50:57] your situation and it's very

[50:59] situationally dependent.

[51:02] By the way, if you're doing it if you're

[51:04] doing it the 4-hour work week style, uh

[51:06] don't and we're going to cover we're

[51:07] going to cover that why. So, let's go

[51:09] over to our notes

[51:12] and I will get the AI going on this and

[51:15] then I will cover some of my thoughts.

[51:19] >> 138 ranking a concept popularized by Tim

[51:23] Ferris.

[51:27] >> AI is wrong about some things.

[51:29] Delegation was not popularized by Tim

[51:32] Ferrris. Um outsourcing was popularized

[51:35] by corporations realizing that overseas

[51:38] labor is cheap. Um Henry Ford also

[51:41] figured out that delegating rather than

[51:44] building all the cars by hand himself.

[51:46] So is not popularized by Tim Ferrris. So

[51:48] just just a quick little correction

[51:51] there. I I said AI is amazing. I didn't

[51:53] say I AI was perfect. So have a little

[51:56] bit of common sense.

[51:58] >> Idea set an aspirational hourly rate.

[52:02] Figure out what your time is worth in

[52:03] dollar amounts. If task you don't enjoy,

[52:07] >> it's going to be your hourly work rate.

[52:08] Um, I'm a marketing forces kind of

[52:10] person. Your my time to me is worth a

[52:14] million dollars an hour. Is that going

[52:16] to help me? No, it is not an aspiration.

[52:20] I just I I really do have to stop on

[52:21] something. An aspirational I aspire to

[52:24] make $150 an hour. Um, I'm not going to

[52:28] secret it uh into reality. Um, because

[52:33] what what the and maybe this is AI

[52:36] because I don't know this the the the

[52:38] specific author uh uh con book or

[52:41] writings or what they've done that that

[52:43] that says this aspirational. Um, there's

[52:46] what you're willing to spend per hour to

[52:48] not do a thing. And depending on that

[52:51] thing, this is so incorrect. Um, so I'm

[52:54] I'm going to break this down just right

[52:55] right here right now.

[52:58] The idea that you're going to set an

[53:00] hourly rate for what you're going

[53:02] willing to pay someone else to do the

[53:04] thing for you um is ridiculous. Now, the

[53:08] rate at which I'm willing to pay a

[53:10] surgeon, and I have had life-saving

[53:13] surgeries within the last years, the

[53:15] amount that I'm willing to pay a surgeon

[53:17] to do it on me or read a DIY book and

[53:21] try it myself is I'm willing to pay in

[53:26] the seven, eight, nine figures. I don't

[53:28] care what it costs. I will pay whatever

[53:31] it is. That rate is infinite.

[53:35] Meanwhile,

[53:37] I would like to have extra time, but I,

[53:40] you know, I watch my my my child do

[53:43] sports. Um, what is it worth to me to

[53:47] pay someone else to go and watch my

[53:49] child do sports? That rate is negative.

[53:53] Um, infinite. No one could pay me enough

[53:56] to take my place there. And so this idea

[54:00] of an aspirational hourly rate, I'm

[54:03] just, you know, I'm not I don't know

[54:04] what they were actually saying, but this

[54:07] idea and that they were probably more

[54:09] nuanced on this, but this idea is

[54:12] absolute [ __ ] Um there's also the

[54:16] idea that um for a company,

[54:21] companies outsource all the time. um

[54:23] Intel uh uh might have integrated where

[54:27] they design their chips and someone else

[54:28] makes the chips. Apple designs the

[54:31] chips. They don't make the chips. They

[54:33] let TSMC make the chips. Why? Because

[54:37] the core, and this is uh this is the

[54:40] phrase you want to look for if you're if

[54:41] you're kind of following up on your own

[54:43] little bit of research here, never

[54:44] outsource your core competency ever. You

[54:50] don't need to exist if you do that. For

[54:51] instance, my core competency is being a

[54:54] father. You don't outsource that.

[54:57] But the distance between where I am and

[54:59] the core competency of a surgeon, wildly

[55:02] different. This hourly rate depends on

[55:05] what your core competency is. And I'm

[55:08] sure whoever this author is probably

[55:10] goes into this quite a bit. And this is

[55:12] a an unfair summary. I can't imagine

[55:14] anybody would actually say that's it

[55:16] without a [ __ ] ton of caveats.

[55:20] So a a TSMC their core competency is

[55:23] making chips. Apple's core competency is

[55:26] designing

[55:28] and understanding the workflows. They

[55:30] outsource but they train Foxcon to

[55:33] assemble the phones and other other

[55:36] items. So Apple's core competency is in

[55:38] software and hardware design and

[55:42] marketing. Whereas TSMC, Foxcon, Samsung

[55:47] who makes the screens, that's the their

[55:50] core competency. That's a an easy

[55:53] outsource. And the reason they did is

[55:55] not some aspirational rate, but focus.

[55:57] They're willing to pay more. They

[55:58] probably could do it cheaper. They pro

[56:00] if they put enough money in the the

[56:03] amount of hundreds of billions of

[56:05] dollars they spend on all sorts of

[56:07] things from training to design

[56:09] everything else, they could probably

[56:10] save a lot of money by bringing it in

[56:12] house. But it would shift their core

[56:15] competency over a wider area and it

[56:18] would lessen their impact in their in

[56:19] their current core competency. In other

[56:21] words, even with all the money in the

[56:23] world, it's still going to hurt them to

[56:25] bring it in house. Um, so this idea of

[56:29] just figure out what your time is worth

[56:31] in dollars. And if your task you don't

[56:35] enjoy, that's such a [ __ ] caveat. Like I

[56:38] don't enjoy uh my laundry. The the when

[56:42] I'm willing to pay for someone to do it,

[56:44] um I'm not. Why? Because I can listen to

[56:47] audiobooks or have YouTube playing in

[56:50] the background and see what Alli's

[56:52] talking about next. I can do that. Um, I

[56:55] don't enjoy it, but you know, if it

[56:58] takes

[56:59] five minutes loading and I I sort of

[57:02] enjoy a little bit. Um, but the other

[57:04] fact is

[57:06] don't be such a lazy ass. Um, you don't

[57:09] delegate everything out of your life

[57:10] because it's inconvenient. Um,

[57:14] if you attempt to remove all of the

[57:16] friction from your life, you're removing

[57:17] all of your humanity and reason of

[57:21] being. I'm not saying laundry and all

[57:23] that's going to do that. But um I will

[57:25] say this. I think that people who are

[57:28] millionaires, billionaires, stars who

[57:30] have private chefs and all this, I think

[57:33] they've lost a major piece of humanity

[57:35] if they are no longer cooking for

[57:37] themselves. I honestly think that if you

[57:40] have a private chef coming in, and you

[57:42] can say, well, that the health benefits

[57:44] and this that you've lost a core piece

[57:46] of your humanity.

[57:48] the cost of what you gain from something

[57:52] like that. Again, I have a bluecollar

[57:54] background as you might have seen in in

[57:56] my previous video.

[57:59] What I learned through manual work, an

[58:01] Elon Musk will, no matter how rich he

[58:03] gets, he will never [ __ ] have in his

[58:06] life those lessons of actually

[58:09] physically being there and doing a

[58:11] thing. um of of seeing the systems from

[58:15] truly from the inside and not just on

[58:17] paper or conceptually or abstract are

[58:20] wildly different. It's the difference

[58:22] from a temp ferris who lived the life

[58:25] that he wrote the book about which is

[58:27] why I'm not giving him crap. He lived

[58:29] that life and wrote a book about it

[58:31] versus you or I who read the book and

[58:34] then we think because we read his book

[58:37] we understand the experience the way Tim

[58:39] Ferrris understands his experience. We

[58:42] do not. Those are wildly different. And

[58:44] putting these things into here and

[58:46] saying, "Well, if you don't enjoy it,

[58:50] you know, I kind of again I this is

[58:52] going to be the second video in a row

[58:53] that I've I've mentioned Ryan

[58:54] Holidayiday just because of of the

[58:56] people that talk about a little bit of

[58:57] stoicism and and building character and

[58:59] being a being a good human, being a

[59:01] human you want to be. Um, which should

[59:04] be your first goal. It should be the

[59:06] first reason you want to do productivity

[59:08] habs because you want to do your best.

[59:10] That's why you're That's why you're

[59:11] probably watching videos that Ali puts

[59:13] out or watching this video. You want to

[59:15] know um learn to enjoy the work that is

[59:20] given you. That doesn't mean do it all

[59:22] yourself. So, we're going to get into

[59:23] that caveat, but I just I really wanted

[59:25] to jump in here that that if you are at

[59:28] least and we'll we'll we'll just blame

[59:30] this one on AI. We'll just blame

[59:32] Masonic. If this is what you think

[59:35] um is is is what they are doing or even

[59:39] what someone like a uh Warren Buffett or

[59:42] Elon Musk if you think this is what they

[59:44] are really doing um

[59:48] a whoever is telling you that is full of

[59:50] [ __ ] they're not. Um B

[59:55] if you do take it to that level, you're

[59:58] you're cutting out like

[1:00:01] Is your goal to sit in a hot tub for the

[1:00:03] rest of your life? You can do that

[1:00:05] without your job. Um,

[1:00:08] you you could sit in in in cold springs

[1:00:12] and and enjoy nature and all of that um

[1:00:15] without a job. It's called being

[1:00:17] homeless. Uh you might freeze to death

[1:00:19] when you jump in the river. Um but what

[1:00:21] exactly are you going for here? the the

[1:00:23] this shallow pampered uh life of of

[1:00:27] being ostentat, you know, ostentation

[1:00:30] and and what are you looking for? What

[1:00:35] why you know it's it's it's one of those

[1:00:36] it's one of those questions you really

[1:00:37] have to ask somebody who really thinks

[1:00:39] that that's the end goal. It's instead

[1:00:41] of being a person who doesn't just like

[1:00:43] enjoy like a good quality of life. It's

[1:00:44] like the difference between somebody

[1:00:45] who's like all they want to do is eat

[1:00:47] Twinkies and that's what this will get

[1:00:49] you. This is this is turning life into a

[1:00:51] series of Twinkies.

[1:00:53] Or would you like food that makes you

[1:00:56] feel good, food that tastes wonderful,

[1:00:59] that takes time, that takes effort, and

[1:01:02] isn't all enjoyable? You know, it's not

[1:01:04] enjoyable if you're the kind of person

[1:01:06] who wants to grow a little garden. For a

[1:01:08] lot of people, it's not. But they love

[1:01:10] the taste of a home garden. And you've

[1:01:12] got a little bit of a yard. You might

[1:01:13] live in the city and it's crap and you

[1:01:15] it's hard to grow them. But if you put

[1:01:17] the work in and that's not enjoyable,

[1:01:20] you get a payoff. And in in this in this

[1:01:24] period that I I'm still calling the

[1:01:26] threat of going to attention zero. Um

[1:01:29] it's it's crap like this that that's

[1:01:30] going to get us to attention zero. What

[1:01:33] are you going to do in an exchange? What

[1:01:35] uh take the take the two hours of

[1:01:37] bathroom time you've scrolled Tik Tok

[1:01:40] this week on your phone or Facebook or

[1:01:44] Instagram watching videos or YouTube and

[1:01:46] you just sit there or playing a mobile

[1:01:48] game and you're going to turn around and

[1:01:50] you're going to delegate something that

[1:01:52] actually does matter. If you're willing

[1:01:54] to pay for it, it does matter to you,

[1:01:57] but you're willing to take the hit on

[1:01:59] something else. I call [ __ ] Okay,

[1:02:03] let's let's keep going. I'm going to let

[1:02:04] the AI finish before I I jump back in um

[1:02:07] and kind of give you some nuance on

[1:02:08] this. Like this is actually way more

[1:02:10] nuanced than where we're going over

[1:02:11] here. Joy cost less than your hourly

[1:02:14] rate. Essential

[1:02:17] useful thought exercise even if you

[1:02:19] don't delegate everything

[1:02:22] with aspirational lifestyle

[1:02:25] evidence conceptual reasoning fairest

[1:02:27] naval references pressure test if

[1:02:30] delegation cost benefits overhead

[1:02:33] verdict good

[1:02:37] medium high research based analysis

[1:02:40] empowerment delegation aligned practices

[1:02:43] correlate with positive outcomes But

[1:02:45] delegation has real coordination and

[1:02:47] quality control costs. Research gate

[1:02:50] delegate repeatable tasks with clear

[1:02:52] specs. Avoid the outsource your life

[1:02:55] fantasy 216.

[1:02:58] >> And that is where that's where you're

[1:03:01] going to run into problems right there.

[1:03:02] If you're chasing this like, "Oh, I

[1:03:04] should delegate things." If you're not

[1:03:06] in a position where you didn't already

[1:03:07] realize to delegate things, um you you

[1:03:10] should not. If you don't already know

[1:03:12] that you're supposed to delegate the

[1:03:14] things you're doing now, u let's say

[1:03:16] you're a founder and you're you're

[1:03:20] starting a company. Yeah, there's a real

[1:03:22] discussion of when do you delegate and

[1:03:24] when do you don't. Um the number of you

[1:03:26] who are watching this as a founder is so

[1:03:29] infantessimal. There might be one of you

[1:03:31] if I happen to get a 100,000 views on

[1:03:33] here. I don't care if you're grind if

[1:03:35] your grind said if you're if you're

[1:03:36] like, "Hey, I'm doing like like no legit

[1:03:39] grind." It's like, hey, my job sucks.

[1:03:42] I'm I'm doing I'm getting some hours as

[1:03:44] a barista. I'm driving for Uber Eats.

[1:03:47] Um, you know, working with friends

[1:03:49] trying to like see if we can do like a

[1:03:50] record label. I'm I'm making websites.

[1:03:53] I'm trying social media. I'm I'm

[1:03:55] thinking if I can, you know, uh make

[1:03:57] these hats and sell them. And then on

[1:03:58] the weekends too, I'm going to the local

[1:04:00] ball game and I'm selling water. Like

[1:04:02] I'm I'm really trying to get out of hole

[1:04:04] out of a hole here. Um

[1:04:07] dude, you're not delegating anything. um

[1:04:10] you are you are clawing your way up. And

[1:04:14] I'm going to be very honest, I've been

[1:04:16] there. Like I've hardcore been there. I

[1:04:19] understand. Times get real hard

[1:04:21] sometimes. And you got to decide like

[1:04:26] do do I pay rent on a credit card or do

[1:04:28] I think that I don't know maybe I could

[1:04:31] couch surf for a while and find a second

[1:04:34] job and then just save up and and have

[1:04:36] some friends help me out. Like that

[1:04:39] shit's real. Okay. Um if you're in that

[1:04:42] position, you're not delegating. You're

[1:04:44] not considering delegating and you're in

[1:04:46] a situation that a a founder with VC

[1:04:48] money going through Y Cominator couldn't

[1:04:50] [ __ ] imagine. Most of them are doing

[1:04:52] this in college. Most of them are are

[1:04:54] are either being found in college and

[1:04:56] dropping out um or they're trying to

[1:04:58] drop out with with an idea. Um they're

[1:05:01] going to have to work just as hard. And

[1:05:02] if they're thinking about delegating,

[1:05:04] that's probably why they're going to

[1:05:05] fail. Um it is long after that step that

[1:05:08] they delegate. Let's talk about where

[1:05:11] you do delegate.

[1:05:13] I'm just going to read because I'm

[1:05:15] already topping an hour here. I'm

[1:05:16] already have to break this up. This one

[1:05:19] 14-minute video that I've gone two

[1:05:20] minutes in on two things. I told you

[1:05:23] second opinion is one hell of a deep

[1:05:26] dive. So, we're probably going to

[1:05:28] probably going to wrap this up and I'm

[1:05:30] going to break it off into video two.

[1:05:32] And I think he's got How many's he got

[1:05:34] here? He's got enough. He's got enough

[1:05:37] that we're going to have uh uh multiple

[1:05:39] videos. Um but let's let's wrap this one

[1:05:42] up here and I want to give you some

[1:05:43] final thoughts. If you're a manager,

[1:05:47] delegate. Who's a manager? Are you the

[1:05:49] shift manager at a Subway? Yeah. You

[1:05:52] don't get to make all the sandwiches. If

[1:05:54] if if you got, you know, you just hired

[1:05:56] a 15-year-old or 16-year-old, whatever

[1:05:58] it is in your state, and you're the

[1:06:00] 18-year-old, 19-year-old, or even

[1:06:02] 30-year-old manager, you're going to do

[1:06:04] a lot. You're going to spend time on

[1:06:05] training. You're going to spend time on

[1:06:06] cleaning and other things. You're going

[1:06:08] to you're the one responsible for

[1:06:10] keeping both of you going. You are a

[1:06:12] manager. Does someone report to you?

[1:06:15] Like

[1:06:17] when I say report to you, I don't mean

[1:06:19] the legal definition of a manager or

[1:06:21] supervisor. The legal definition is you

[1:06:23] have hiring and firing decisions over

[1:06:26] those people. You probably don't. Um

[1:06:29] it's a quirk in labor law that you get a

[1:06:32] manager so they don't have to pay you

[1:06:33] overtime.

[1:06:35] So that's it's something that also

[1:06:36] applies to IT as well. Um I say that I

[1:06:39] am an IT director. I have hiring and

[1:06:41] firing, but it also means there's no

[1:06:44] overtime, your salary. Um, so if you

[1:06:47] don't get overtime or you get you get

[1:06:49] straight time because they say, "Well,

[1:06:50] you're a manager." You'd better be able

[1:06:52] to fire people around you. But that's a

[1:06:55] whole other episode. If you are in a

[1:06:57] position where anyone has to answer to

[1:06:59] you, when you tell them to do something,

[1:07:00] they are supposed to go and do that

[1:07:01] thing. If you ask them to sweep the

[1:07:03] floor and they're supposed to go and do

[1:07:04] that and not say, "I don't answer to

[1:07:07] you." If they can say, "I don't answer

[1:07:09] to you." and they're right. You are not

[1:07:11] a manager. You do not delegate to them.

[1:07:14] You do not pretend to delegate to them.

[1:07:17] Um because they will rightfully tell you

[1:07:19] to go to hell. Again, that's my

[1:07:21] bluecollar background. If I got a

[1:07:23] co-orker and we're working together,

[1:07:24] we're going to talk about what you do in

[1:07:26] that situation. That's that's a whole

[1:07:27] different concept than delegation. But

[1:07:29] you don't look at your job and you're

[1:07:31] sitting at the line or you're, you know,

[1:07:33] doing I've made fries at McDonald's.

[1:07:36] you're making fries and you might ask

[1:07:38] someone for help like hey I am behind I

[1:07:41] got to run outside I got to get this can

[1:07:43] can you when that goes off can you hit

[1:07:45] them dump them and salt those salt those

[1:07:48] for me you can ask but you don't sit

[1:07:50] there and go hey I'm going to run

[1:07:52] outside what I'm going to need you to do

[1:07:54] cuz you're younger or you're less like

[1:07:57] again you can go to hell manage yourself

[1:08:01] you don't delegate you don't have to to

[1:08:03] delegate you don't have the right to

[1:08:04] delegate Um, you know, you need to know

[1:08:07] your uh what's what what's the old

[1:08:09] saying? Know your place before your

[1:08:11] authority. If you your place is not a

[1:08:14] manager, your authority is not to

[1:08:16] delegate. Um, that includes to customers

[1:08:19] by the way, but again, different

[1:08:20] discussion

[1:08:22] because the world is not a multi-level

[1:08:25] marketing. Delegation is not is a

[1:08:28] pyramid scheme in this sense. And what

[1:08:30] what's the bad the bad if you're not a

[1:08:32] manager and you're trying to do you

[1:08:34] think you're going to attempt ferish

[1:08:36] your way out of all of your work by by

[1:08:37] co-opting your family and co-workers.

[1:08:40] Delegation can be a pyramid scheme for

[1:08:42] lazy people. Most people do not manage

[1:08:45] other people. And so you are coercing

[1:08:48] your co-workers and families into into

[1:08:50] doing the work you should be doing. Or

[1:08:53] and I will just add a caveat here. If

[1:08:56] you're paying all of your fees and and

[1:08:58] God bless all the people doing Uber Eats

[1:09:00] and Door Shash and all that, I'm not

[1:09:02] buying your services anymore unless for

[1:09:04] some reason they're outsourcing to you

[1:09:06] because my god, those services, if you

[1:09:08] were getting the money, it'd be

[1:09:09] different. If you were being paid like a

[1:09:11] decent wage and all that, but based on

[1:09:13] their service fees and this fee and that

[1:09:15] fee and also taking a forcing companies

[1:09:18] into a 30% price hike, uh, Instacart and

[1:09:21] Door Dash Uber can kiss my ass. I am not

[1:09:24] about to delegate to you to go shopping

[1:09:27] for me. There isn't a price point in the

[1:09:30] world that I'm going to give up $40, $50

[1:09:34] on my groceries

[1:09:36] for the delivery. I can order through

[1:09:38] the store and at least sit outside and

[1:09:40] do a pickup. I might delegate that. Not

[1:09:43] a bad idea. They they offer curbside

[1:09:46] pickup at your local grocery store.

[1:09:48] Highly recommend. Very great. They often

[1:09:51] won't get the things you want, but you

[1:09:52] know what else? I actually enjoy

[1:09:53] spending some time going through. Don't

[1:09:56] overdelegate everything. But there

[1:09:58] there's a little a little wiggle room in

[1:10:00] there. But for most of it, we're talking

[1:10:02] about money. It says it says make your

[1:10:04] aspirational pay. Well, that didn't cost

[1:10:06] anything. So, I guess that's not real

[1:10:07] delegation according to the rules.

[1:10:11] But there is there's a sense of

[1:10:12] accomplishment that can be gained by

[1:10:14] doing your own work. Again, little

[1:10:16] stoicism, you know, make your own damn

[1:10:19] bet. I don't care if you're a

[1:10:20] billionaire. Make your own goddamn bed.

[1:10:23] Okay. I

[1:10:26] dear billionaire who who doesn't have to

[1:10:28] do that. I don't care if you are in the

[1:10:31] White House or the [ __ ] house. Make your

[1:10:33] own bet. You can do it. Do you have to

[1:10:35] do that in a hotel? No. But should you

[1:10:38] at least make your bed at home? Make

[1:10:40] your bed at home, you lazy bastard. Like

[1:10:42] like again, this is we're we're we're

[1:10:46] pulling things a little further apart

[1:10:47] here. Um and um uh like I I love to tell

[1:10:51] people it is like oh should a doctor be

[1:10:54] saying that? I ain't that kind of

[1:10:56] doctor.

[1:10:58] Um YouTubers and I'm going to read here

[1:11:01] because I have specifically put some

[1:11:02] YouTubers not this one and often are

[1:11:05] often

[1:11:07] just little CEOs. Think of uh Lionus uh

[1:11:11] uh Lionus Tech Tips runs a company

[1:11:14] 100ish people. It's an okay company.

[1:11:16] It's tiny. It's itty bitty. It seems

[1:11:18] like a lot of money. It's itty bitty.

[1:11:20] But they're CEOs. Should they be

[1:11:21] delegating? Yeah. They're CEO. They

[1:11:24] actually have, you know, 100 people are

[1:11:26] answering. Yeah. But does that person

[1:11:28] need

[1:11:30] this YouTube video? If you need to tell

[1:11:32] that piece person to delegate, they

[1:11:34] never would have gotten to where they

[1:11:35] are. So, they already know they're

[1:11:36] supposed to delegate. If they don't,

[1:11:39] they're just going to die of a heart

[1:11:40] attack. I'm going to tell you right now,

[1:11:42] they they're going to they're going to

[1:11:43] die out of a heart attack sometime in

[1:11:44] their 40s. If you're running a 100

[1:11:46] person company and you're not delegating

[1:11:47] anything um and you're just going to do

[1:11:50] this like it's not going to work. Um

[1:11:53] continue on so much burning the time

[1:11:56] here. Um use too much self-reference

[1:11:58] about how the productivity grind set

[1:12:01] maximizes and all this sort of stuff. So

[1:12:03] here's what I don't like. Um and I'm not

[1:12:06] faulting all here. I mean you you're

[1:12:08] right about what you know. If you like

[1:12:09] if you like reading Stephen King, you'll

[1:12:11] notice that a lot of the the main actors

[1:12:14] or characters in his book are freaking

[1:12:16] authors. You're telling me that all this

[1:12:18] goofy weird [ __ ] happens to authors?

[1:12:20] He's an author. It's what he writes

[1:12:21] about because that's what he knows. Um,

[1:12:23] you know, it's like it's like I think

[1:12:25] it's one of the reasons that Ramstein

[1:12:27] sounds so industrial

[1:12:30] because that's their background is

[1:12:31] industrial. So, they sound a lot like

[1:12:33] the machines. You know, it's one of

[1:12:35] those is it nature or is it nurture? But

[1:12:37] the fact is, all he's a YouTuber now.

[1:12:40] That's that's a big thing. So he has

[1:12:41] classes. He'll teach you how to be a

[1:12:43] YouTuber. He'll teach you you need to

[1:12:44] learn how to delegate. What's delegation

[1:12:46] mean? When you're starting off, you do

[1:12:48] your own video editing and later on you

[1:12:49] hire a video editor. That's what he's

[1:12:51] talking about. That's what he means.

[1:12:53] Should you do that? No. Is there any

[1:12:56] point in this channel where I'm going to

[1:12:59] hire an editor? No. Why? Because I don't

[1:13:03] edit.

[1:13:05] I build a workflow. I don't care if

[1:13:06] there's a million people watching. This

[1:13:08] is the format. This is it. If there's a

[1:13:11] different format, it will be a different

[1:13:12] channel. This is the format. Why?

[1:13:14] Because I'm not editing.

[1:13:16] Full stop. I don't need a I don't need

[1:13:19] the uh mixed in little clips like or I

[1:13:23] don't need I don't need uh uh llamas

[1:13:26] coming in making weird faces and and the

[1:13:28] goofy sounds and and and and all these

[1:13:31] shots. I don't need that. So, uh he's

[1:13:33] talking to those people. Um,

[1:13:37] so is he talking to potential customers

[1:13:40] or his existing customers or is he

[1:13:41] talking to you? That's where we go back

[1:13:43] up top and it it matters what the

[1:13:44] incentives are for you.

[1:13:48] You're just, let's say you're just an

[1:13:49] hourly worker or a contractor, right? If

[1:13:53] that is you and you're getting your

[1:13:56] overtime, should you do this? No. Now,

[1:14:00] going a little bit back into the script,

[1:14:02] the 4-hour work week has a couple good

[1:14:04] ideas, and it's a fun read, but don't

[1:14:08] follow any of it. Like 99 like there's a

[1:14:11] it's it's you'll take things away from

[1:14:13] it, but you won't take away what what it

[1:14:15] was written to take away from. For

[1:14:17] instance, it's based on drop shipping.

[1:14:18] Um, start a business by being a drop

[1:14:20] shipper and making uh these these French

[1:14:23] uh shirts with the the white and black

[1:14:25] stripes. It's got a whole thing about

[1:14:26] how to do that to and and drop shipped

[1:14:28] your way to financial freedom. Um, and

[1:14:32] what happens when something like that,

[1:14:33] yeah, it's it might could have been a

[1:14:35] little background cult book where people

[1:14:36] kind of took that idea and hey, people

[1:14:38] actually started, you know, on their way

[1:14:39] to being more like him and kind of get

[1:14:41] off that, but the book became a

[1:14:43] bestseller and suddenly got 50,000

[1:14:45] grinds on people. They're just pushing a

[1:14:46] bunch of crap products. And I will tell

[1:14:48] you, back in the day, I looked into drop

[1:14:50] shipping. I looked at the fees.

[1:14:53] There there's a few big there were even

[1:14:55] back then probably less today there's a

[1:14:58] few big drop shippers every single

[1:15:00] person doing drop shipping has the same

[1:15:01] products you do and they're already

[1:15:03] maximizing all of them and now we work

[1:15:05] in AI AI can do all of this AI

[1:15:09] these businesses don't need you

[1:15:13] AI can do them and so if you think

[1:15:14] you're going to compete against people

[1:15:16] putting in uh changing over their their

[1:15:18] Bitcoin miners into AI uh powerhouses

[1:15:22] doing doing logistics work and then

[1:15:24] going out through all the AI. I'm doing

[1:15:25] little bits of AI here. But if you think

[1:15:28] people rolling that back in and and

[1:15:31] getting, you know, running inference

[1:15:33] costs north of $10,000. I I only run I

[1:15:37] can at my at my heaviest I I can run

[1:15:39] about $500 $600 a month for what I do.

[1:15:42] um nowhere near what what a lot of

[1:15:44] people are going to put in, which is

[1:15:45] going to be in like the the $10 to

[1:15:46] $50,000

[1:15:48] um going much further than your that

[1:15:50] book is not going to apply to you at

[1:15:52] all. But the concept's interesting. Um

[1:15:55] but when I see things like this, and

[1:15:57] again, this video is 4 years old.

[1:16:00] there's a reason I went to it because

[1:16:02] we're also going to see a lot of these

[1:16:04] things carry through and they keep you

[1:16:06] know you'll see these things continually

[1:16:08] pushed um and they don't apply unless

[1:16:11] you are specifically trying to grind max

[1:16:14] your YouTube or you're trying to uh sell

[1:16:18] classes um you know hopefully you're not

[1:16:21] an Andrew take kind of piece of garbage

[1:16:23] person um

[1:16:26] but if you're a grind set person this is

[1:16:28] about the choice of when when you're

[1:16:30] becoming overworked. Um, most of the the

[1:16:33] regular people out here, we've got

[1:16:35] hourly jobs. We might also throw in like

[1:16:38] Uber, Lift, Uber Eats, Instagram. So,

[1:16:41] you're not you're getting off your work

[1:16:42] and then you're spending your your time,

[1:16:44] you know, picking up someone's dinner at

[1:16:47] a restaurant or running through the

[1:16:49] aisles and shopping for whatever, and

[1:16:51] you're going to pay [snorts]

[1:16:53] per hour. Like,

[1:16:56] honestly, I can't imagine how the worker

[1:16:58] makes money. I I've seen the orders I

[1:17:00] put in for groceries when I tried those.

[1:17:01] It's like, oh, let's let's give this a

[1:17:03] car a try. And I'm paying 50 for $75

[1:17:08] or it's a car full of groceries. But

[1:17:11] man, I'm I'm figuring up the per hour

[1:17:12] and the they're probably doing multiple

[1:17:14] orders at once. I would if I was them.

[1:17:17] But can you imagine just how many hours

[1:17:20] and running through and grabbing

[1:17:21] everything? Her crap on that. um you're

[1:17:25] probably getting better running your ass

[1:17:27] through an Amazon warehouse and that's

[1:17:29] not great. So again

[1:17:33] though if you're that person you're

[1:17:35] grinding because you're trying to

[1:17:36] survive

[1:17:38] you're not delegating anything. That's

[1:17:40] what Instagram is like. How are you

[1:17:42] going to delegate? Well, you're going to

[1:17:43] subcontract in uh Instacarting. You're

[1:17:46] going to subcontract Uber driving.

[1:17:48] You're going to make your kids, you

[1:17:49] know, hey, I got a 16-year-old just got

[1:17:51] his license. I'm going to have him

[1:17:52] drive, too. and we're going to get cars

[1:17:54] working all over the place. I'll be I'll

[1:17:56] be rich. No, you won't. Um, my bucket,

[1:18:00] manager only tier. Unless you are a

[1:18:02] manager, this is a crap tier. Do not

[1:18:05] delegate anything. Instead, cooperate or

[1:18:09] coopetition. What's coopetition?

[1:18:11] Coopetition is if uh let's say you're in

[1:18:13] sales and you guys trade um uh support

[1:18:18] for each other. Maybe you're doing a

[1:18:19] really crap phone bank or maybe you're

[1:18:21] doing car. Maybe you're doing furniture.

[1:18:22] Maybe you're doing something else. I

[1:18:24] actually have some experience doing

[1:18:25] sales. I used to manage some uh

[1:18:27] door-to-d dooror sales for two different

[1:18:29] companies and then when I got into

[1:18:31] actually managing uh an IT service uh

[1:18:34] company, I did a lot of work for point

[1:18:36] of sales across about nine states. Uh we

[1:18:38] basically acted as managers. You can

[1:18:40] have a little competition, but it's

[1:18:41] competition. So, everyone goes out

[1:18:43] there, everyone learns things, everyone

[1:18:44] wants to kind of be a winner, and you

[1:18:47] know, you can have have that. What's the

[1:18:49] cooperation? Um, you know what? I

[1:18:51] decided I'm I'm I'm going to delegate

[1:18:54] the dishes to my wife tonight. You think

[1:18:58] that's going to go over well? [ __ ] no,

[1:19:00] it's going to go over well. It's going

[1:19:01] to go over horrible. I'm cooperating.

[1:19:03] I'm like, "Hey,

[1:19:05] if I if I do the dinner and then uh pick

[1:19:08] up the front room, dining room, would

[1:19:09] you be able to do the dishes or um have

[1:19:12] you got something going on? Like, how

[1:19:14] how do you want to handle tonight's

[1:19:15] stuff?" Cooperate. Okay? Don't don't

[1:19:18] delegate to your spouse. Um because if

[1:19:21] you do, you're just a dick. Um and

[1:19:23] you'll probably be divorced uh sooner

[1:19:25] rather than later. Now, if you are if

[1:19:28] you are a manager and you don't know

[1:19:30] this and you don't delegate, you'd

[1:19:33] better learn real quick. You better take

[1:19:34] the A lot of people, they can't be they

[1:19:36] they they feel like delegation is

[1:19:38] confrontational.

[1:19:41] Workers rely on you to do your job. If

[1:19:43] you can't delegate delegate, their jobs

[1:19:46] will become crap. If you can't

[1:19:47] discipline people when they need it,

[1:19:48] everyone around that person, their work

[1:19:51] environment will become crap. And so,

[1:19:53] it's not confrontational. you are

[1:19:55] protecting those who want a good work

[1:19:57] environment. And if you're not capable

[1:19:59] of doing that, learn very immediately or

[1:20:01] I recommend you quit. You if you're not

[1:20:03] a manager, don't be a manager. Um, and

[1:20:06] I'm going to go here and and and kind of

[1:20:08] deep dive a little bit more. This is

[1:20:11] gold tier. This is S. This is this is

[1:20:13] out of the ballpark for managers only

[1:20:16] and only at your work. And you need to

[1:20:18] identify if you're going to be a good

[1:20:20] manager first. If you can self-reflect

[1:20:22] and realize realize if you are a Peter

[1:20:25] principle problem person um in other

[1:20:28] words what's the Peter principle

[1:20:30] everyone is promoted to a level that to

[1:20:35] all the way to the level that they're

[1:20:36] finally not competent to be at that

[1:20:38] level. So you're a good worker, you're a

[1:20:41] good engineer, you're you're you're the

[1:20:44] you're the best person who knows

[1:20:45] everything inside the pizza parlor uh

[1:20:48] behind the counter. Um, you're great in

[1:20:50] the kitchen, so they make you the

[1:20:52] manager. You suck at management, though.

[1:20:55] Um, you are now a victim of the Peter

[1:20:57] principle. You have been promoted up to

[1:21:00] a level that you are now no longer

[1:21:01] competent in what you're being required

[1:21:03] to do. And that happens a lot where they

[1:21:04] take a good worker and they make them

[1:21:06] the the supervisor manager of that

[1:21:08] department because, well, you were good

[1:21:09] at this, so you can teach and tell

[1:21:11] people. That doesn't mean you're a good

[1:21:13] teacher. It doesn't mean you're good at

[1:21:14] telling anyone anything. It's same with

[1:21:16] sales. They'll take the best salesperson

[1:21:18] and that salesperson will then run the

[1:21:19] sales department. They might know dick

[1:21:21] all about management. Um, management is

[1:21:25] not fun. Delegating makes it workable.

[1:21:27] And if you can't delegate as a manager,

[1:21:29] you and your team will eventually fail

[1:21:31] and you'll burn out. You will hate it.

[1:21:33] They will hate it. Ask for a demotion

[1:21:36] and just be honest. Just say, "Hey, I'm

[1:21:38] not I, you know, I know you wanted to

[1:21:40] maybe reward me. I'm terrible at this.

[1:21:44] I'm good at what I was doing. I am

[1:21:46] terrible at this. Not trying to quit,

[1:21:48] but I can't do this. Um, you might have

[1:21:52] to take a pay cut. It's because it

[1:21:55] sucked, didn't it? That's why that's why

[1:21:56] as a pay because it sucks and you're

[1:21:59] never really off work. Uh, that's one of

[1:22:02] the bad things about salary. You're

[1:22:03] never truly off. Um, and there's a whole

[1:22:06] boundaries issues. Now,

[1:22:09] we are an aan 22 minutes in. Um, I I

[1:22:13] tried to get this. There's so much rich

[1:22:15] material in this. That's why I told you

[1:22:17] guys in the last video, I really want to

[1:22:18] hit these productivities. Uh, we're

[1:22:19] going to start with the two-minute rule.

[1:22:21] Next time, um, this was really fun. Uh,

[1:22:25] covering Ali. Um, and this easy video to

[1:22:28] find. Uh, it's one of his more popular

[1:22:30] ones. Just all you have to do, you know,

[1:22:32] you can look in the description. I'll

[1:22:34] try to remember to actually get this in

[1:22:35] here. Um, the best productivity hacks of

[1:22:38] all time. Um, you will see it doesn't

[1:22:40] look like I'm subscribed here. This is

[1:22:42] because I'm logged in as my channel. I'm

[1:22:43] not logged in as my personal and I'm not

[1:22:45] trying to spread the joy of my what my

[1:22:47] personal channel is. I am a subscriber

[1:22:49] of Ali Abdal. Um actually a really great

[1:22:52] channel. Interesting what his takes are.

[1:22:55] Um if you take them with a grain of salt

[1:22:57] of realizing why they're useful to him

[1:22:59] versus why they will be uh useful to

[1:23:01] you, it's going to to help you a lot.

[1:23:04] This is like one of those um you ever

[1:23:05] see like an MKBHD or you see someone

[1:23:07] else doing a channel and they'll do this

[1:23:09] um what's my everyday carry and what I

[1:23:13] always find everyone everyone is very

[1:23:15] shocked. Um they look at an MKBHC and go

[1:23:17] oh wow yeah I can't what does he carry?

[1:23:20] He probably carries all the best stuff

[1:23:21] and then you find out he carries a ton

[1:23:22] of cameras and lenses uh a lot of the

[1:23:25] times or at least you know that used to

[1:23:26] be his everyday carry stuff and you're

[1:23:27] like wait what I don't want to do that.

[1:23:30] Of course you don't cuz you're not

[1:23:31] MKBHD. He is very specifically talking

[1:23:33] about himself. Uh just like Elise

[1:23:35] talking very specifically about himself

[1:23:37] and his customers and his business in

[1:23:40] his world. Things like delegation are a

[1:23:43] tier. In your world they should be B

[1:23:46] tier. You should probably learn about it

[1:23:49] because if you're not ready for

[1:23:50] management now someday you might be. And

[1:23:53] I'm just going to tell you if you're not

[1:23:54] already a parent. Parenting is

[1:23:56] delegation. Parenting is negotiation.

[1:24:00] Parenting is communication. and doing so

[1:24:03] with the other parent and the children

[1:24:06] and your work and time off and coaches

[1:24:10] and teachers and all of that. So, uh

[1:24:14] it's in the good to know. Um but is it

[1:24:17] going to be a productivity hack? Because

[1:24:20] um what was uh was r/ uh am I the

[1:24:25] [ __ ]

[1:24:27] I think there was one I I saw a clip of

[1:24:29] that where guys like, "Hey, am I the

[1:24:32] asshole?" Um, so I secretly quit my job

[1:24:35] and I started uh Twitch streaming

[1:24:38] because like I had like 10 subscribers,

[1:24:40] but if I really grind all day, I'm going

[1:24:42] to turn this into a career and, you

[1:24:44] know, how's that working? I'm, you know,

[1:24:46] I know they're paying the bills and such

[1:24:47] and I'm just going to be like, well, you

[1:24:48] know, I'm going to I'm going to just I'm

[1:24:49] going to I'm going to this is going to

[1:24:51] take off. What they did was they

[1:24:52] delegated the entire responsibilities of

[1:24:53] household and kids and everything to

[1:24:56] their spouse. Then there was like an

[1:24:58] update like a year later or two years

[1:25:01] later. It's like so the divorce

[1:25:04] finalized last month. [laughter]

[1:25:08] Of course it did cuz you're an [ __ ]

[1:25:10] Uh you tried to delegate life

[1:25:12] responsibilities because you just

[1:25:14] couldn't be a grown adult. Um, again,

[1:25:17] same thing with with I don't care if

[1:25:19] you're a millionaire or a billionaire.

[1:25:20] Uh, make your own damn bed. You don't

[1:25:22] have to make your bed, but don't pay

[1:25:24] someone to make your bed. Uh, home

[1:25:27] cleaning services are great, but but

[1:25:29] dear God, wipe your own butt. Like,

[1:25:33] I I it it it's wild to me. Um, you know,

[1:25:38] I I I'm used to um being able to take

[1:25:42] care of a of a young child uh being sort

[1:25:45] of a um a dad having a lot going on and

[1:25:50] not having a lot of time and the mom

[1:25:52] having to do her own thing and and you

[1:25:55] know, you're the dad. Um and you're

[1:25:57] you're there by yourselves and you've

[1:25:58] got so many things. You got a house to

[1:26:00] clean and you got to do and everyone's

[1:26:02] out. You're like, "I don't I've got a

[1:26:04] three-year-old and you're like, "I don't

[1:26:06] have any time."

[1:26:08] It's okay if you don't make your bed.

[1:26:10] And it might be okay if you're like,

[1:26:11] "Listen, we are both so freaking

[1:26:14] stressed. What about once a month we

[1:26:16] just have someone come in and clean?

[1:26:18] Like, we're just we're we're getting our

[1:26:20] we're getting our asses handed to us.

[1:26:21] Like, money's not really an issue. We're

[1:26:23] kind of covering it. Like, the diapers

[1:26:25] suck, but now they're gone. Um, what if

[1:26:28] we just like save up a little bit and we

[1:26:29] do this this like little bit for us just

[1:26:31] so we get a little Sandy back. Cool. Do

[1:26:34] that.

[1:26:35] Do you need a living nanny? Oh, dear

[1:26:37] God. Do you need an Opair?

[1:26:40] Come on, people. Um, I don't know where.

[1:26:44] It's like the old Dr. Spock idea. Like,

[1:26:47] if your baby cries, don't hold your

[1:26:48] baby. Of course, hold your baby. Um, we

[1:26:51] we we have a lot of these dumbass ideas.

[1:26:54] They got stuck in the ether on bad

[1:26:56] research and bad data. Um, do your own

[1:26:59] work. It's like that. It's like the book

[1:27:01] Girl, Wash Your Face. Wonderful book, by

[1:27:04] the way. Um, I should cover that

[1:27:06] probably sometime. See if anybody does a

[1:27:08] breakdown of that. I actually enjoyed

[1:27:10] that.

[1:27:11] Take care of yourself. Um, it's you can

[1:27:14] wash your own dishes. You can make your

[1:27:16] own bed. It's this is nobody's asking

[1:27:19] you to, you know, it's the same 24 hours

[1:27:21] everyone else. That's the funny thing is

[1:27:23] people say, "Well, yeah, I I realize

[1:27:25] that I have the same 24 hours that

[1:27:27] Warren Buffett has and he's using his

[1:27:29] time to be a billionaire and blah." You

[1:27:30] know what Warren Buffett can do? Warren

[1:27:32] Buffett can make his own bed. I don't

[1:27:34] care how rich you are. You can make your

[1:27:35] own bed. Um, you can drive yourself to

[1:27:39] work. Um, now granted, I make enough

[1:27:41] money. You're probably not driving like

[1:27:44] traffic anymore. Like I will still

[1:27:47] drive.

[1:27:49] There will be limits. And of course they

[1:27:51] don't they do that for liability

[1:27:52] reasons. If you're not the driver and

[1:27:53] you have another company driving you,

[1:27:55] then technically you can't be sued and

[1:27:56] all of that good stuff. So if you're a

[1:27:57] billionaire, you might not want to drive

[1:27:59] just because one bad accident and

[1:28:01] suddenly you're no longer a billionaire.

[1:28:04] But

[1:28:06] take care of yourself. You know,

[1:28:08] some of this can be good. I would say,

[1:28:10] you know, learn to do these things a

[1:28:13] little bit. Learn how delegating works.

[1:28:16] Um but learn cooperation.

[1:28:20] A lot of managers delegation is is an a

[1:28:24] work order. Um you can tell employees

[1:28:27] what to do. You know what's easier?

[1:28:30] Cooperating. So, one of the things one

[1:28:32] of the things that we aren't going into

[1:28:33] this. I would I'm so very tempted to go

[1:28:35] into, but we've got to finish this one

[1:28:37] and we're already an hour and a half is

[1:28:40] I'm very very much in in in in the area

[1:28:44] of leadership styles and followership

[1:28:46] styles. And if you are just delegating

[1:28:49] by like go do this, you go do this, you

[1:28:51] go do this, you are a terrible manager.

[1:28:54] Um, if you are disliked as a manager and

[1:28:57] not for a good like there's good reasons

[1:28:59] to be disliked, but if you're you're

[1:29:01] just a jerk to the the people you work

[1:29:03] for, you're not a good manager. Like,

[1:29:05] anyone can bark orders. And someone

[1:29:07] would say, "Well, but they really can't

[1:29:08] because they don't like confrontation."

[1:29:10] Well, I can bark orders. Um, I'll get

[1:29:13] more with honey than vinegar, though.

[1:29:15] You know, being a being a jerk um is not

[1:29:18] going to really help you

[1:29:21] build bridges, get the most from people.

[1:29:22] You're going to find that if you're the

[1:29:24] jerk, all those sick days are going to

[1:29:26] skyrocket, buddy.

[1:29:28] I I didn't learn that just from

[1:29:30] education. Yeah, it's backed up by

[1:29:32] research. Um, if you're a jerk, you you

[1:29:34] will get your productivity tank. That's

[1:29:37] where the whole quiet quitting thing

[1:29:38] comes from. And um you can post on

[1:29:41] Instagram and Facebook all day long

[1:29:43] about uh these people are quiet quitting

[1:29:46] and and I'm going to catch them and I'm

[1:29:48] not going to put up with it. You don't

[1:29:49] even know what they're doing. Like I

[1:29:50] didn't learn this from academia. I was

[1:29:52] from blueco collar. Um I as a child I I

[1:29:56] remember going through strikes and if

[1:30:00] you think that you're going to hard ball

[1:30:03] your employees into doing something they

[1:30:05] don't want to do, you're going to find

[1:30:07] out that your company has a whole bunch

[1:30:09] of problems that magically appear um and

[1:30:13] you're not going to catch them. They

[1:30:15] know those systems far better than you

[1:30:17] ever will as a manager.

[1:30:20] I will tell you now that the mechanics

[1:30:22] and people working on lines know those

[1:30:24] machines far better than the engineers

[1:30:26] designing them or designing parts for

[1:30:28] them. Um

[1:30:30] quite it's always funny that there there

[1:30:32] are two kinds of you know there's two

[1:30:34] kinds of machines. There's the one that

[1:30:36] the engineer designs and then there's

[1:30:38] one that actually exists on the chop

[1:30:40] shop floor and those are not the same.

[1:30:42] One of my favorite things to do was

[1:30:43] always to push production of a machine

[1:30:45] past what an engineer said the machine

[1:30:46] was supposed to be capable of. And I'm

[1:30:48] like, well,

[1:30:51] clearly not. Um,

[1:30:54] but yeah, if you're if you're going to

[1:30:57] look into management techniques, I I

[1:30:59] think talking about productivity hacks,

[1:31:01] you know, maybe this isn't maybe this is

[1:31:03] a little grind steady just being this

[1:31:05] this topic. But if you're up here

[1:31:07] talking at man at manager tier type

[1:31:09] stuff, um, that's not productivity

[1:31:12] hacks. Those are management hacks. And

[1:31:15] that's something else I I almost went in

[1:31:16] a direction with on this video was that

[1:31:18] a lot of these have nothing to do with

[1:31:20] productivity, personal productivity or

[1:31:22] business productivity. There's nothing

[1:31:23] really here for business productivity

[1:31:25] because these are not systems in the

[1:31:28] sense that we talked about systems

[1:31:29] earlier. And number two, then I get

[1:31:31] personal productivity hacks. Delegation

[1:31:33] is just removing work. And again, pardon

[1:31:36] my language. The [ __ ] does that have to

[1:31:38] do with your productivity? I'll get more

[1:31:40] done if I have other people take take

[1:31:42] some of the things off my plate. Well,

[1:31:43] you're not getting more done. You're

[1:31:45] just taking things off your plate.

[1:31:46] That'll work whether you delegate. You

[1:31:48] could just not do those other things and

[1:31:50] do different things. Like that's not a

[1:31:53] productivity hack. Like that's nothing

[1:31:55] to do with it's like it's like saying um

[1:31:58] yeah, I'm I'm I'm good at uh I I'm a I'm

[1:32:02] a sports hack hacker because um how I

[1:32:05] got better at basketball was I stopped

[1:32:07] playing baseball or how I got better.

[1:32:09] Like what?

[1:32:11] if you didn't get better at basketball,

[1:32:13] you just stopped playing the other

[1:32:15] sport. Um, yeah, sure you got better.

[1:32:17] That doesn't mean you're a better

[1:32:18] athlete. You're you're just doing less,

[1:32:20] which is fine and legitimate, but don't

[1:32:23] don't be like, I I hacked the system.

[1:32:25] Hey, just stop. It's like saying if you

[1:32:28] want to get good at your day job, quit

[1:32:31] your night job. Like, no [ __ ]

[1:32:36] Oh, gee, I didn't realize that. that if

[1:32:39] I didn't work a night job and I get good

[1:32:41] sleep, I bet I'd wake up all happier and

[1:32:43] more productive with more energy on my

[1:32:45] day job. Who would have thunk it? Like,

[1:32:49] we are just scratching the surface here.

[1:32:51] We've got we've got uh delegating to go.

[1:32:54] We've got I'm going to I'm going to do a

[1:32:56] sneak peek here. He's got two-minute

[1:32:58] rule, the two-day rule.

[1:33:01] It's not as bad as it sounds.

[1:33:04] Time blocking the five minute rule.

[1:33:08] Systems,

[1:33:11] it's gonna hurt too. That That one I

[1:33:13] probably got to look at again. The

[1:33:14] systems one that's going to hurt because

[1:33:16] what you mean by a system is it's from

[1:33:19] atomic habits. Okay. It's not talking

[1:33:21] about it's not talking about real

[1:33:24] systems. Like I'm not trying to get uh

[1:33:27] on on James Clear's ass about this, but

[1:33:30] those aren't real systems. Um,

[1:33:34] they might be methods.

[1:33:37] Maybe that's where I can kind of split

[1:33:39] the baby on this one. They are not

[1:33:41] systems. Like

[1:33:44] they're not systems. Um, but you know,

[1:33:49] language is malleable. Um, but his thing

[1:33:52] is systems versus goals, which is, um, I

[1:33:56] think is really it's it's goals versus

[1:33:58] habits.

[1:34:01] habits habits put down into writing.

[1:34:04] Also going to put talk about the daily

[1:34:05] highlight. Um it's one of those things

[1:34:07] where Oi and I are going to wildly

[1:34:10] disagree again. Um this is one of his S

[1:34:12] tier ones, the daily highlight.

[1:34:15] I think it's a whole bunch of marketing

[1:34:17] [ __ ] um not necessarily his and

[1:34:22] it's not necessarily wrong, but it it

[1:34:25] the the the amount of sugar coding on

[1:34:28] this this thing that's also quite simple

[1:34:30] and not that complicated is well

[1:34:32] overblown. He's going to cover batching.

[1:34:35] That's going to be an interesting one.

[1:34:36] Color coding. You can guess what I you

[1:34:39] can probably already guess what I think

[1:34:41] about color coding. Um to-do lists. I

[1:34:44] bet you can't guess what I'm going to

[1:34:46] say about to-do lists. consuming content

[1:34:48] at 2x speed. Um, we're now 34 minutes

[1:34:52] in. I would advise you if if you're a

[1:34:54] time traveler to go back and watch this

[1:34:56] at 2x and you're probably not going to

[1:34:59] understand the video, but might not even

[1:35:01] understand me. I do kind of talk fast. I

[1:35:03] have to see why I have to talk fast. I'm

[1:35:05] already an hour and 40 minutes in. And

[1:35:07] if I talk slow,

[1:35:10] it would be 6:00 a.m. already. It is

[1:35:12] 2:30 in the morning. Uh, and then we're

[1:35:15] going to cover uh deadlines. Um,

[1:35:20] and I really need to review that again.

[1:35:21] Ali has a problem with deadlines.

[1:35:25] Out here in the real world, they just

[1:35:27] exist. They're not optional. Um, but I

[1:35:30] think we might be able to agree on

[1:35:31] artificial deadlines. I think we'll just

[1:35:34] be a little more exact. Um, and then

[1:35:36] also we're going to talk about something

[1:35:38] else which I'm going to pull up into a

[1:35:42] different different tier because I'm

[1:35:43] going to answer one of one of the things

[1:35:45] he has a problem with with the

[1:35:46] Eisenhower matrix and then later on he's

[1:35:48] going to tell me that the Eisenhower

[1:35:50] matrix is Dtier and I'm going to tell

[1:35:52] you why he's wrong.

[1:35:55] He's not wrong on the on on probably for

[1:35:57] him but on the principle it's it's it's

[1:36:01] doesn't have to be quite exact. We're

[1:36:03] going to get kind of nuanced here. And a

[1:36:05] lot of these things here is I don't

[1:36:06] think you should adopt any of these to

[1:36:08] be fair. Even if I think they're

[1:36:10] wonderful, they're great to learn. And

[1:36:12] then you just do you just get the just

[1:36:14] grab the principle from the method

[1:36:16] method, not system. Just grab that out

[1:36:19] of there. You'll be fine. Um what about

[1:36:22] goals? Um it looks like I believe he

[1:36:26] goes into smart goals. Um which is going

[1:36:29] to be interesting.

[1:36:31] my dissertation um one half it was on

[1:36:34] smart goals

[1:36:36] and turns out actually none of that

[1:36:38] matters. I have the research to back it

[1:36:40] up. I'm an expert on those. Um

[1:36:44] do you think they're crap? You're right.

[1:36:46] Do you think they're not crap? You're

[1:36:48] also right. I'll explain that when we

[1:36:50] get to that video. And of course he

[1:36:51] talks about enjoying the journey um and

[1:36:54] his full tier list and just kind of

[1:36:55] working through things and and having

[1:36:57] fun going through and actually just like

[1:36:59] kind of experiencing life and not not

[1:37:01] trying to get so wound up. And I think

[1:37:03] that's where him and I massively

[1:37:05] massively massively agree. Um I have a

[1:37:08] lot of things of of kind of wrapping up

[1:37:10] a little bit. So I might have two

[1:37:13] videos, I might have three videos. I'm

[1:37:15] really going to try to wrap this up

[1:37:16] because

[1:37:18] Oh, okay. 2:30. I'm going to try to get

[1:37:22] it out there. Um,

[1:37:24] I love to interject. Um, I'm going to

[1:37:27] try really hard in video two of this

[1:37:30] series that which I might actually turn

[1:37:32] around and you might not even see it. I

[1:37:34] did change. I just wear the same hoodie.

[1:37:36] Um, and I just love my my scarf here

[1:37:38] because I like having the window open

[1:37:41] for fresh air and it is currently 29

[1:37:43] degrees outside so I'm sitting here with

[1:37:45] an open window. Um, so it's not a it's

[1:37:47] not that much of a fashion statement.

[1:37:49] Um, but hopefully uh in part two of

[1:37:52] this. Um, let the video go. Stop trying

[1:37:56] to interrupt so much. Again, um,

[1:37:58] self-improvement is not some big system

[1:38:00] or method. Um,

[1:38:03] one of the things that I probably will

[1:38:04] introduce at the end, we might talk

[1:38:06] about the UDA loop. And why would why

[1:38:09] would I have a system or method? Um, and

[1:38:12] this sounds like a branding in this

[1:38:13] acronym thing because the military used

[1:38:16] it. Um, is actually used in active

[1:38:18] combat in life or death situations. Um,

[1:38:21] when you do that, you're just valid. I

[1:38:24] don't care what your research is. Um,

[1:38:26] there is there is the school of hard

[1:38:29] knocks and there's academia and then

[1:38:32] there's people trying to kill you. And

[1:38:34] when you get to people trying to kill

[1:38:35] you, either your system works or it

[1:38:37] doesn't and you die. So, it's sort of

[1:38:40] trial trial by uh trial by by evolution

[1:38:44] and like those ideas get Darwined hard

[1:38:46] on the battlefield. Um, so we might

[1:38:48] cover the udaloop and that's kind of

[1:38:51] like how how that's why we're not

[1:38:53] promising any any you know that the I'm

[1:38:55] going to go back over with a fine tooth

[1:38:56] comb on the information. That's what I'm

[1:38:58] doing here. I'm udalooping. Um, which

[1:39:02] we'll go deep into, but um, you don't

[1:39:05] get to stop flying the plane. you fly

[1:39:07] the plane and you better figure it out

[1:39:09] in the air, which is what we're doing

[1:39:10] right now. Um, anyways, I hope you

[1:39:13] enjoyed this. I'm probably going to

[1:39:15] artificially release part two of this a

[1:39:18] day later. I'm kind I'm still trying to

[1:39:20] space them out today, so I apologize as

[1:39:22] I'm probably going to have this ready to

[1:39:24] go and up in the morning, and you're not

[1:39:26] going to get the next part two until

[1:39:28] Monday morning. U, but it will be ready

[1:39:30] to go. I'll even set to schedule to go.

[1:39:32] Uh, but I hope you have a fantastic day

[1:39:34] and I hope this wasn't a complete waste

[1:39:35] of your time because well, you probably

[1:39:38] listened to it at 2x. Spit second

[1:39:40] opinion with Dr. Doo. Hope you have a

[1:39:42] great day. Bye now.

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Transcript by: Second Opinion