How to Be So Productive That It Makes You Dangerous

In this video, I'm going to share with

you three powerful productivity

principles that allow you to get so much

work done compared to everyone else that

it makes you dangerous. These are

principles that I use to finish medical

school and work as a doctor while

running a business full-time and the

same principles that I coach to my

thousands of students and professionals.

The three principles are number one the

performance paradox, number two the

obvious target trap, and number three

the marginal gains fallacy. And

mastering these three principles makes

you dangerously productive. We're

talking about those people that you meet

and you just feel like you cannot

compete with them. Every time you see

them, they are effortlessly making

progress in their life. They are not

doing two steps forward, one step back

like the rest of us. Somehow, every step

is taking them forward. And they're also

not stressed and frazzled. They are calm

and focused and somehow just getting

everything done like a machine. And

actually, the reason that they're able

to be like that is because of the first

principle, which is the performance

paradox. Here's what I've learned. If

you want to be productive, you need to

have a product. Productivity is

basically how efficiently the stuff you

do leads to your intended product. Now,

this product, it could be passing an

exam, it could be getting a a job,

getting a promotion, or it could be

bigger than that. Maybe it's a series of

exams, or maybe it's your not just a

job, it's your entire career path. Or

maybe it's bigger than that. Maybe the

desired goal, your product is just to

live an intentional

life, doing the things you want to do,

being the person you want to be, feeling

fulfilled and free. But whatever it is,

the way we measure productivity has to

be based on the things that allow us to

achieve that goal and create that

product. And the difference between

someone who is highly productive,

dangerously productive, versus someone

who is just busy is that the busy person

is spending their time doing a lot of

stuff. But the productive person is

spending their time doing stuff that's

meaningful to them. So if you look at a

really busy person, they might be like

this is the person. They're just like

vibrating. They they're constantly just

doing something. there's a lot of energy

going in all sorts of different

directions. Whereas someone that's

really productive, they may not need to

do so much, but everything they do is

purposeful. And so with much less

effort, they're actually able to make

more consistent progress towards their

goals. I remember when I was younger in

my late teens and early 20s where I was

really on top of that productivity train

and I was trying to optimize absolutely

everything and make myself more

productive and I I lost sight of why I

wanted to be productive. I just got

sucked into this trap of being busy that

I started feeling that as long as I'm

doing stuff and I'm being busy with

things that on the surface seem

productive therefore I must be

productive. But a lot of the times the

things that on the surface seem

productive are not actually the best

things that you can be spending that

time doing. A great example of that is

just getting enough sleep or taking a

break or just planning things. These are

things that I typically was a bit

impatient with. I didn't feel that it

was very important. It didn't feel like

I was busy and moving and making

progress. And so I deprioritized that. I

thought it's more productive for me to

be spending my time taking action and

doing stuff. But that's a very narrow

and I would even say naive way of

thinking about achieving a goal or

achieving a product because human beings

are not machines. And so when it comes

to something like rest, rest is an

integral part of not only what keeps you

in the game long enough to achieve the

goal, but also helps you to do that more

efficiently and more optimally, which

means the more fuel and effort you put

in, the better the result you get out of

it is. If you are a professional race

car driver, you care a lot about

maintaining your car. And you can

imagine some gung-ho young racer that's

coming in and planning on driving their

car until it catches fire. That's a very

shortsighted way of thinking about

achieving a goal. And here's the thing,

because you I had that mentality when I

was trying to enter into medical school.

My primary goal at that time was

entering into medical school. and I was

driving that car until it was on fire.

But after you achieve that goal, there's

another goal. And that goal is probably

harder. And now you're on fire. You're

burnt out. And so an interesting

perspective is to extend your goals out.

See the bigger product. So let's say

that this circle is where you are right

now and the star is where you want to

get to eventually. If you've got a

short-term goal, let's say that this is,

you know, one year, 6 months. Honestly,

there's actually a lot of ways that you

can achieve that short-term goal. You

don't have to be perfectly optimized.

You can be doing all sorts of things and

you'll still eventually get there. But

as you extend that goal out further and

further, longer duration of time,

increasing level of challenge, there are

fewer paths that get you to that goal.

And so even if there is a way that you

can achieve a short-term goal, does that

put you in a position where it's

actually harder for you now to achieve

the long-term goal? Because remember,

there are a lot of ways to achieve the

short-term goal. And constantly thinking

about productivity in terms of

short-term bursts and only short-term

goals will start developing habits and

systems and processes that don't go the

distance. that will damage your

sustainability, increase your risk of

burnout, and eventually be extremely

counterproductive. And something that's

become clearer and clearer to me the

busier I've gotten, and this is the

reason why I call it the performance

paradox, is that in order to get more

product, you often need to do less. The

major difficulty, especially over time,

is not whether you can keep yourself

busy. It's not about whether you can

execute on things. It's about whether

you're executing on the things that

really make a difference. And if you're

not executing on the things that make a

difference, sometimes it's better just

to not execute at all. Save that energy,

rest, recover, spend time with your

family and your friends. Just like have

an enjoyable experience of life. If

you're in a race to get to the finish

line, you have to recognize that you are

not just a driver in the vehicle. You

are the vehicle. You are the driver. You

are the fuel. You are everything that is

going to take you to that goal, which

means you have to take care of yourself.

It's a lesson I've learned the hard way

that the more you care about the goal,

the more of a responsibility you have to

take care of yourself. And there are

very few ways that you can take care of

yourself. And do yourself a favor that

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know how to solve those. Imagine if you

could just get into my mind and then

take those core principles like I'm

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that, I'll leave a link to the

newsletter in the description below. So

that was the performance paradox. And

the takeaway from that is sometimes less

is more. And that is exactly the theme

of the second principle here, which is

the obvious target trap. When I was

going through uni and I had all my

lecture schedules and then I had my work

and business related activities and I

had all of these different tasks thrown

around like on a notebook and then on my

phone and I was looking for a way to

consolidate all of that into like a a

single app that would allow me to sort

of get my head around all my

productivity issues. But there was no

single app that I found that did that

very well. And so I had sort of three or

four different apps that I'd connect

together and I created my own little

ecosystem. And I honestly took a lot of

pride in that ecosystem of apps that I

developed because that system worked so

well for me in managing all my different

tasks in my schedules. It felt

efficient. Ironically, what I realize

now is that at that time I had fallen

into the obvious target trap. The

obvious target trap is when you think

that there is a problem, usually a very

obvious problem, and then you see an

obvious way to fix that problem. And so

you dedicate time and invest resources

and effort into fixing that problem. But

this can actually be an incredible waste

of time, potentially the biggest, most

problematic type of wasted time. Here's

what happened with my apps. One of the

apps got updated. It no longer connected

with the other app I had it with. And

then that made me not use those apps for

like a few weeks. And a few weeks later,

I kind of forgotten how it all comes

together because it was so complicated

that then I just stopped using it. And

then because I'd stopped using it, but

my entire life was on there. I had like

hundreds of backlog tasks and schedules

that were thrown around there that I had

to manually then reexport out, funnily

enough, back to just Google Calendar.

And now this is not a Google Calendar

sponsor segment. Not that Google

Calendar needs a sponsor, but the idea

here is that simplicity is really king.

If you ask me now what my productivity

system is, there's three things. A

calendar app, the notes app on my phone,

and a lit like sticky notes, literally

sticky notes

that I just write stuff on and, you

know, with my hands and I just look at

it with my eyes. Very, you know, ancient

technology.

And the reason is that I don't need

anything more than that. It's very easy

in the productivity space to

overoptimize on obvious targets, things

that you see a small problem with and

you can obviously make that better like

a new app or a fancy notion template.

But the thing is, I really doubt that

you or me with the fanciest notion

templates and the newest apps is

unlocking this level of productivity

that has just never been reached by any

person in humankind before us. There

have been really impressive people doing

really impressive, productive things for

hundreds of years. And so the core issue

with this obvious target trap is that it

all just comes down to a lack of proper

prioritization. When you learn to

prioritize really well, 90% of your

productivity problems will be solved.

It's not going to come from time

blocking. It's not going to come from a

new app. It's not going to come from the

way you do your schedule. It's not going

to come from a Pomodoro timer. It's

going to come from just not wasting your

time on things you shouldn't be doing in

the first place. And this concept of

prioritizing effectively ties in

directly with the predto principle. So

if you're aware of the predto principle,

the idea is sometimes it's called the

8020 rule. The idea with the predto

principle or the 8020 rule is that 20%

of the stuff you do is going to make 80%

of the impact. Well, the other way to

think about this is that if you've got a

list of, let's say, 10 things that

you're trying to do, then without

prioritizing, you have got an 80% chance

of wasting your time on the stuff that

does not move the needle. So, your job

is not to look at this list of stuff and

just smash them out as quickly as

possible. Your job is to look at this

list and ask yourself, what are the key

levers? What are the things that if I

were to work on get me closer to the

product, my overall goal as effectively

as possible? Ask yourself that question

and figure out what the 20% of the tasks

that are worth doing actually are and

actively reject the rest. These things

that are not the key levers, they are

not worth your cognitive bandwidth. they

are not worth your mental attention and

your time to optimize because the

opportunity cost. What you could be

doing instead is working on this stuff

and these are the things that are going

to push you forward towards your goal.

And when you see that dangerously

productive person, chilling out, looking

relaxed, coming to the parties, and

socializing, and you're wondering, how

do you get so much done when you never

seem to be busy? It's because they're

spending the 20% of their time doing the

stuff that really matters. It's not that

they've got less stuff to do. They are

choosing to do less stuff, which

performance paradox gets them more

result. Same principle with your

productivity system or the apps that you

use. I decided that the only apps I need

is something to track my schedule, a

calendar, and something to track my

thoughts, a paper or the notes app. And

I built a solid mental framework around

how I use those two things. I doubled

down on the key levers and I focused on

creating simplicity. Now, I teach

prioritization a lot and prioritization

frameworks. And what I've personally

seen is that the average person is not

very skilled at prioritizing. Part of it

is that some people don't have the

frameworks, but actually the bigger part

is that even when people have the

frameworks, I found that they're usually

not using them in the way that they need

to be. And so I want to give you a quick

tutorial on how to do prioritization

really effectively. I'll give you a

super quick practical framework that you

can use and then the common pitfalls

that I've noticed stop people from using

those frameworks. And if you've ever

struggled with prioritization yourself

and you've tried it in your own life,

then you'll probably resonate with these

pitfalls. So the first thing that I want

to give you is the framework. The

simplest one I think is the or not and

framework. You've got a lot of stuff to

do. Someone asks you, hey, you want to

get a coffee, get some pizza? You have

to think, cool, I could do that and then

I can fit time, do my other tasks

afterwards, and then I can go for my jog

after this. No, no, no. The way you

think about it is I can do that or I can

do this other thing in my priority list.

Everything that you decide to commit to

has an opportunity cost. Sometimes the

opportunity cost is purely your own

freedom, peace of mind, relaxation, and

that could be extremely important. That

could be the key lever for you that day.

And so the or not and framework simply

says when you're confronted with a new

possible task or commitment to do

instead of accepting it ask yourself

what will you sacrifice in order to fit

that in. Figure out what you're willing

to lose. And by doing this one of two

things is going to happen. Either you

are correct. You genuinely did not have

time to do both of those things. It's a

good idea for you to have thought or not

and and picked your loss very

intentionally

or you finish things faster than you

expected and you do get time to do more

than that and then you can just do it.

You can just add that on and still get

it done. There's genuinely no downside

to thinking about it as or not and and

connecting yourself with what you are

intending to lose. But when you don't do

this, that's when you end up with this

overwhelming amount of stuff that you're

constantly juggling and you never feel

like you have time to do everything

because you don't have time to do

everything. The issue is that you're not

connecting to the fact that you don't

have time and you have to pick something

to get rid of. Which brings me to the

first major pitfall, which is that

correct prioritization

should feel bad. If you are even

remotely newish to prioritizing

and it doesn't feel bad, you are

probably okay, there's only three

situations here. Number one, it feels

bad because there are important things

that you want to do that you're actively

saying no to. Feels bad or it feels good

because you don't have many things going

on in your life. So, you can basically

say yes to anything and it's all easy.

That's not the case for most people,

especially most people watching a video

about how to be more productive. Or

number three, it doesn't feel bad

because you're stuck at prioritizing and

you're not connecting with the pain of

what you're losing. In which case, it's

going to feel bad for you eventually

when you're not able to keep on top of

all of your commitments and you realize

you're falling behind. So either way,

not prioritizing feels bad. Prioritizing

feels bad. The difference is that when

you prioritize, even though it feels

bad, you are in control of your

priorities and your life. You are

deciding where to put your time and your

attention and your mental energy. And

over time, what will happen is that even

though it initially feels bad, you will

realize that hey, even though it feels

bad because you're saying no to

something, you are at the same time

saying yes to something else that was

actually more important for you. And

when you feel the the benefit of having

said yes to that, that's going to make

you feel good. And eventually, this

feedback loop is going to over time make

it so that when you say no to something,

you don't feel bad about it anymore

because you connect that with what

you're truly saying yes to. and that

deep sense of fulfillment and

satisfaction that you are really

deliberately and intentionally taking

control of your life that is a feeling

that goes beyond just feeling good or

feeling bad. So that's the that's the

first common pitfall is that people

don't feel bad enough or they avoid

feeling bad. The second thing is that

when you're prioritizing correctly, your

task priorities should not be the same

as your values. If every time you come

to prioritize your tasks, you're doing

it based on the priority of your values,

that means that every single day there

are certain tasks that are always going

to be prioritized higher and then

certain tasks that are always going to

be prioritized lower. So that is

actually going to create an imbalance of

your priorities. That makes it very

binary. It means that the one or two

most important things in your values

receive all of the attention and

everything else is constantly put off

and that is going to create a lot of

value dissonance in you because you are

constantly saying no to things that are

genuinely important to you. And so the

way that priorities and values balance

out is that on a daily basis, your

priorities should reflect the context

and situation and what is important for

you in that short-term period like for

those few days. Balance out your values

across weeks. So let's say you really

value spending time with a certain

friend. That's fine. Spend time with

that friend, but you don't have to spend

time with that friend every single day.

You say no to the friend on Monday. You

say no to the friend on Tuesday, you

make up for it on the Wednesday or the

Thursday or the Friday or the next week.

And saying no to one of your values on

any given day is not likely to lead to a

meaningful consequence in a short amount

of time. Your values are more like a

compass. Whereas your task priorities is

more like the road you're going to take.

And so I would recommend spending active

time at least at the beginning maybe 15

to 30 minutes a day depending on how

much stuff you have to prioritize to

actively sit down go through all of your

tasks and use this or not and framework

to be very clear about where your key

levers are what you're saying no to and

just re-evaluate your values and your

priorities. Ask yourself, have I fallen

into the obvious target trap where I'm

spending time on things that I think are

obvious things for me to work on when

actually when you take a step back,

that's not the thing that's going to

make the biggest difference. FYI, for me

personally, I usually review my task

priorities and rep prioritize every day.

And if I'm really really busy and

there's lots of stuff on my plate, I

might rep prioritize it even twice a

day. So that's on a daily or weekly

basis. I also recommend that you do this

prioritization and you take a step back.

You think about whether you have fallen

into the obvious target trap on a longer

term scale as well. Maybe once every 3

to 6 months and this is because it's

very easy to get tunnel vision relating

to your priorities. So years ago I was

involved in the medical entry space like

helping people enter into medical

school. And so these students are very

motivated entering into medical school.

They're going through medical school.

they're studying. Even from the very

first time I meet them and I ask them,

"Hey, why do you want to be a doctor?"

They give some generic answer, but

they're not really sure. And I can tell

they're kind of just convincing

themselves. They go through medical

school, this question still lingers in

the back of their mind. They become a

doctor, it's still lingering, and then

15 years later, they're messaging me

saying, "Hey, Justin, how did you manage

to leave being a doctor because I hate

my job now?" And it's the exact same

concerns that they had 10 plus years ago

that they just never addressed. That's

an example, maybe an extreme example,

but honestly really common of an obvious

target trap just dominating for like a

whole era of your life. You know, I said

that nothing wastes more time than just

doing the wrong thing. Well, this is an

example where someone has entered an

entire career path, spent 10 plus years

of their life on something and then

realized that it was the wrong thing to

be doing because 10 years ago they

didn't ask themselves this question. Is

this entire pathway the road that I'm

on? Is that the right road that I want

to be on? Or is that road just the

obvious target that I latched on to

years ago? And the only reason I'm still

on this obvious target road is because

to challenge that feels too insecure.

There's too much of my identity tied up

in it and it's too destabilizing. Well,

it doesn't get any easier the longer you

leave it. If you're driving on a road

trip and you feel like you're getting

lost, you don't keep driving until you

just see where you end up before you

check the map. So, that's the obvious

target trap. And by the way, if this is

a concept that resonated with you, I

talk about a little bit more in one of

my newses as well. So, just a reminder,

the link to that is in the description.

The third principle here is the marginal

gains fallacy. Did you know if you get

1% better every single day for 365 days,

one year, you would be 37 times better

than you are today. That is the crux of

the marginal gains concept. It was made

famous, I think probably by James CLA in

his book atomic habits. That's where a

lot of people are exposed to this

concept. And you know, the idea is that

these 1% gains are compounding. So even

though it you know you're not really

making much progress in these early days

over time it stacks up and stacks up

until you are you know multiple times

better than you are now. And there's a

lot of power and a lot of truth to this

concept most of the time for whatever

goal you're trying to reach.

This is not going to be done in like one

single line, one single shot. As you

progress and every step you take, you

are constantly going to have to make

micro optimizations to your processes

and to your systems to keep you focused

and on track and productive. And every

time you make that micro adjustment,

that's a 1% change. But this is the part

about this marginal gains framework that

I don't see a lot of other people

talking about, which is interesting to

me because this is actually the thing

that I see more commonly, which is that

you can make a 1% gain every single day

to slowly get better. But you can also

make a 1% change that makes you

continually worse. And so every day

you're just getting 1% worse. Or what's

more common is that every single day you

make a 1% change, but you're not really

moving at all. You're just kind of

changing back and forth, up and down,

and fluctuating. And the difference

between the person that is marginally

gaining versus the person that is

marginally getting worse or the person

that's marginally static and

fluctuating. The difference is data.

It's metrics. It's the feedback you get

from the optimization that you're

making. When you make an optimization

and you get feedback on whether that was

a good or a bad optimization, that tells

you how to adjust your optimization next

time or whether that is even a

worthwhile optimization to continue

with. The marginal gains fallacy is

making 1% changes every single day

believing that just because you make a

1% change, it is going to result in

cumulative gain. In reality, you only

get the gain when you measure

what matters. I'm going to take an

obvious example from learning. Let's say

that someone's spending a lot of time

learning, like lots and lots of hours a

day. So, their primary metric they're

going to use is hours of studying per

day. So, hours of studying per day. Very

easy to track and get feedback on. So

they're going to make an optimization to

try to reduce the amount of hours of

studying per day. So let's say that they

were originally writing lots and lots of

notes. And so to reduce the amount of

time that they're spending, they're

going to use an AI to summarize the

notes for them. So they're able to now

cut their hours of study down from let's

say 10 hours a day to 5 hours a day. So

based on this metric, this is a great

success. And so further optimizations

should continue to build this marginal

gain. Except this would be probably a

terrible idea because the reason that

they're learning in the first place is

not to fill the hours in their day. The

reason that they're learning is to pass

an exam or to have expertise, have

knowledge in their memory. So their true

outcomes that actually matter for them

are knowledge retention in their memory

and knowledge depth or expertise slash

the ability to apply what they've

learned. These are the things that

actually matter that they should be

testing on. So probably what would end

up happening is that by using AI to

summarize these notes and therefore

bypassing some maybe more helpful

cognitive processes of learning that

they were doing when they were writing

their notes, their actual retention and

their depth may go down. So yes, they

have saved time, but they could also

save time by just not studying and that

would have the exact same effect of

reducing the metrics that actually

matter. And so I think this is a good

example because the easy thing to

measure in this case hours a day is not

always the metric that actually matters.

Measuring your retention and measuring

your depth and expertise this this is

much harder. It takes a lot more

conscious effort. These are not metrics

that are like readily available for you.

But by not having these metrics that

actually matter, you run the risk of

being this person or this person. If you

pick a metric that is actually wrong,

where tracking that metric is going to

make you change things in a way that's

worse, you're going to become like this

bottom person marginally getting worse.

Whereas, if you're tracking metrics that

are essentially meaningless, then you're

going to be making futile optimizations

that actually don't get you any closer

to your goal. And so if you want to make

those 1% changes compound into real

gains, a lot of the time you have to

spend extra effort to find ways to

measure the thing that actually matters

because especially for big complex

long-term goals, the metrics are not

readily available and easy to get your

hands on. So one of my students is a

emergency doctor training to be a

medicine specialist and a lot of the

learning that she's doing and little

optimizations is to try to make her

better as an emergency medicine

specialist but it's very hard for her to

track whether her knowledge is

developing in line with an expert. We

tried using chatbt getting it to give

feedback on her level of knowledge but

we found that compared to a true expert

it just wasn't nuanced enough. That's a

common current limitation with a lot of

LLM engines. And so the extra effort she

had to go to was to reach out to her

seniors to create a mentorship network

so that she could have meetings, go

through problems and questions, talk

about her understanding and get feedback

to see and calibrate whether she was

moving in the right direction or not.

This is a very manual process. It takes

time. It takes effort. Takes other

people's time and effort. But it's

necessary and incredibly valuable

because it provides a rare data point

about whether you're optimizing in the

right direction or not. And the person

who is dangerously productive, they've

probably gone through this process

already. They have insights about their

own processes and systems. They've spent

the time to ask themselves, hey, does

this really matter? Does this really get

me to my goal or not? they spent the

extra time and effort to evaluate that

and critically dissect what they are

measuring to make sure that they are

optimizing in a way that gets them to

their goal. And so to help you with

this, I'm going to give you two

different ways that you can start

measuring what matters. There are two

different types of metrics that you

should try to set up. The first is an

outcome

metric and the second is a performance

or sometimes I like to call it a proxy

metric. An outcome metric is when you

get data on whether you're actually

achieving your goal or not. So for

example, if it's with learning, your

goal is to achieve a certain level of

retention and depth. So it would be

about methods that give you data on your

retention and your depth. So this could

be something like just testing yourself,

creating a test for yourself, using AI

to generate a test for yourself. If the

thing you're trying to optimize is your

business revenue, that will be the

actual amount of money that you

generated. So you would track that by

well just tracking your actual money. If

it's a fitness goal like running that

you're tracking, it's going to be your

actual target running pace, right? So

you're going to actually track the pace

of your running. So the outcome metrics

give you the answer. It tells you, have

you achieved it or not? And if you

haven't achieved it, what is the actual

number, the level that you have

achieved? So the outcome metric is the

most accurate. It's the one that is most

closely going to reflect your progress

to the overall goal. And if you can

readily generate outcome metrics for

yourself, that's kind of the the best.

You should do that as much as possible.

But often outcome metrics are delayed or

it's more subtle and ambiguous. It's

hard to actually directly measure it. So

let's say that you are trying to get a

job and you need to pass a certain

interview. It's really hard to create an

outcome metric for whether you're

passing or failing an interview because

there are no real quantifiable metrics

that you can measure that on and you

can't just wait until you do the

interview and then fail to realize that

it wasn't good enough. So when the

outcome metric is delayed or it's too

hard to get visibility on it, then you

would try to use a performance or a

proxy metric instead. A performance

metric or a proxy metric tells you how

you are doing on the way to your outcome

metric. It gives you a sort of

checkpoint evaluation and these are

usually things that are more easy to

evaluate and track. So for example uh if

you are doing that interview you might

set up some kind of external you know

mentor or senior that you can talk to to

get feedback. If you're selling a

product that hasn't launched yet then

you might not be able to track the sales

number which is what you care about as

an outcome metric. So instead maybe you

track the number of people that are

registering to be interested in

purchasing this or maybe you track your

website views. And the good thing about

a performance or proxy metric is that

because they're just signals of

progress, you can really measure

anything. So let's say that the goal

that you want to have is like more

emotional stability. So that's very hard

to measure as an outcome metric, but you

can do a daily mood checkin. So you

could have a daily mood. You could do

emotional reflections

and you can use this data to see whether

you're heading in the right direction or

not. So you might find that for your

goal there are one or two outcome

metrics that you can measure and then

there are four or five proxy metrics

where no single one of them is going to

be enough to give you a picture. But by

tracking all five of them, it gives you

a pretty good idea about whether you're

in the right direction. And the most

important thing is that you are

measuring the thing that actually

matters instead of just measuring the

thing that's easy to track when that may

not really be correlated to the true

outcome you're aiming for. And so that's

the third principle, the marginal gains

fallacy, or rather how to avoid the

marginal gains fallacy. And so all of

these three things come together in

understanding that when it comes to

productivity, sometimes less is more.

And the way you decide what to spend

your time doing is by avoiding this

obvious target trap and doing really

clear, sometimes emotionally difficult

prioritization. And to make sure that

the things that you are prioritizing are

the things that get you to your goal,

you need to set up these metrics to

measure what matters. And so by

following these three principles, not

only will your productivity improve, but

it will become easier and less

stressful, and you'll be able to make

more consistent strides towards your

goal when other people may just be busy.

That is what makes you dangerously

productive. Now, if you're interested in

more productivity tips like this, then

you might be interested in watching this

video here where I break down 22 of my

top productivity strategies that you can

fit in as part of your arsenal. So, if

you're interested, check that out. But

otherwise, thank you so much for

watching and I'll see you in the next

one.