Let's go ahead and share in the chat, what tool have you been most excited to have in your tool belt, or the all the principles that we've learned with the edge so let us know in the chat what tool, have you been most excited to have as a new tool in your
tool belt I know we have seen a lot of survey responses with deep work.
Cubic buckets cubics been a popular one as well, love the buckets.
Awesome.
All right, so we will go ahead and get started Nicole says deep work cubic Madeline cubics buckets and deep work from Sarah.
A lot of similarities there okay so we're going to go ahead and get this started on today's session today we're going to be talking about deciding what done means so this is a different kind of a priming ritual remember last week you learned
about deep work and a priming ritual that can get us kicked off. It's more than that but it can help you kick off a project. It sets you up to do your very best work that requires less effort and dare I say can get too close to working effortlessly.
And we'll talk about that in a minute. It also helps you start and complete projects and fight the overwhelm that can sometimes come when you have a large project or you just don't want to get started, for some reason.
So today's pro tip is if something isn't working.
Just, and also celebrate the small wins so let's say your deep work session tanked and, but your priming ritual ritual was great and you started to make some progress on you know the routine that you do when you start getting into deep work so celebrate
And if something is working, lean into that and you know ride that wave of success as other principles are being practiced and learning to take root in your new habits.
So we're going to do a recap of next week, sorry of last week but as we're doing the recap Dion we actually had a great question that came back in the survey.
So if you wouldn't mind answering this question right before we get started in the middle of our recap.
We had a question about deep work deep work makes sense from an innovative kind of view or maybe a management perspective but can you help us understand what deep work might look like for someone who has a physical job or like a job like construction,
or someone who's dealing with customer service who is getting a lot of incoming inquiries what could deep work look like in one of those situations, how is that applicable.
Yeah, that's such a great question. In fact, this is the, this is the key issue that people bring up against deep work they're saying it doesn't apply everywhere but actually it really does.
Deep work is the art of learning difficult things quickly, right, that's the, that's what you're training your brain you're training your brain to think at a deeper level.
So while deep work may not mean, you know, construction, specifically, or you're just handling a lot of interruptions as, as you're handling customer support.
Deep work is working on the business not in it. So we're not talking about doing construction itself we're not talking about the actual customer support calls themselves, but deep work would be taking a morning off and working once a week, and to think
about how you're doing your work. How can we improve our process, how can we make this better. So from a construction viewpoint you know you may be looking at suppliers or a different way to structure things or you come up with an innovative idea on how to do some
things some logistical element on the customer service like, hey, you know, how can we, how can we handle really tough customers better, you know, so, for instance, one of the ideas that we looked at actually in two companies was, was how do we manage the customers.
When they come in hot, and they're angry and they're upset. How do we get that temperature to come way down right so deep work would be doing some research looking at that. And so for instance, for those doing that.
A hot tip there is to use Starbucks's system called Latte, L A T T E, it's an acronym, which means listen, acknowledge, thank them for telling you tell them what you're going to do about it then execute latte.
So as an example so I found latte, and I've implemented different companies, it's such a simple thing I just explained it in a few seconds. So, you know, listen, acknowledge, thank them, tell them what you're going to do and execute.
And it's such an excellent way to turn the heat level down and kind of, you know, reduce it down. So things like taking time to think of better processes, a better way of doing things working on the business not in it.
That's for everybody, every business needs to be improved somewhere. So deep work is for everyone.
That's helpful.
Thank you.
I think that is helpful.
So other, other ideas, like let's say it's construction and we're, we're
finding we're wasting a lot of time.
We're spending more time than we need to getting our tools out or, you
know, creating this kind of framing.
What if we created a new process that would streamline that, or
maybe with customer service, we're answering all these similar questions
and I'm having to, you know, write them from memory, what if we had an actual
customer journey document that gives them, okay, this is the form apply
here and I can customize that and personalize it or something like that.
So you're talking about taking a step back, thinking about your processes,
identifying maybe where we could improve or tap some areas that haven't been
tapped yet and think of it from a creative way and potentially creates a new processes.
Okay.
So I think we're ready to get started in today's actual session.
So Dion, are you ready to get started?
If you guys are ready to get started, go ahead and hop in the chat.
Welcome to Dion and say, let's go.
Yeah.
Thank you so much.
I so enjoy these sessions.
You know, this brings up such a key aspect about our learning itself.
So, you know, when you think about learning, there's a creative element
of learning, there's the rational element of learning, but then there's
the thinking about thinking, you know, we call this metacognition, you know,
so thinking about your thinking is what we're spending a lot of time doing.
This takes time.
So I just want to, I want to say to you, be patient, right?
Look, if you've been doing this for 18 months and it's not, and if
you're seeing no change, you have an issue.
We're way away from 18 months and I bet you every single one is just
the fact that you're asking the question, how do I apply deep work
to construction as an example is excellent because sometimes getting
the right question is half the battle.
So I would say you're halfway there already.
So I want to encourage you, be patient.
Maybe, you know, I was sharing with Team Brilliant that, you know, when I
asked them to share their views, you know, often we just share the outcome.
Oh, we're doing this now and it sounds fantastic, but what we don't
tell you is the messy middle that happened in between the ups, the
downs, the frustrations, the learning.
So I want to say, if you're seeing like it's a bit up and down in the
beginning, totally normal, this is how it goes, but just keep pressing forward.
So slow learning is great learning.
That's the deal, right?
Because it's permanent learning.
Okay.
So I want to talk, I love this topic, deciding what done means.
So alert to all the perfectionists, this is going to be fun.
So, and I speak to myself, I resemble that remark.
So let's keep going.
So how do you do your very best work?
How do you make it feel more effortless?
And how can you make great work not feel so exhausting?
Right?
So we're going to touch on this in throughout the seasons, season
three in particular, we really going to push into this effortless idea.
And it's from Greg McKeon's book called Effortless.
If you know his other book called Essentialism, anybody know Essentialism?
Yeah.
So Effortless is the number two book he wrote seven years later.
And we'll drop the link there for you if interested, but basically
what we want to pull out of the book, and we're actually joining
some other elements to this because today we'd like to
help you kickstart projects.
I don't know if you're like everybody else on the team here, probably
where you find that you get good ideas, but starting difficult,
especially big projects, you tend to put them off and put them off,
especially if they're not like sort of critical, like, you know,
cleaning the garage, you know, those type of projects like, yeah,
that's never going to happen or whatever it is.
So there are big projects, sometimes vital projects, you know, doing
your taxes that, you know, you got to get to and you just find
creative ways of not doing it.
I want to talk about a very quick and easy way to use some neuroscience
to kickstart your projects and make them get momentum super quick.
So we're going to talk about that.
And then we're also going to talk a little bit about the big problem.
So the big problem of deciding what is done actually mean?
When is a project done?
When can I say I have done this?
We're done.
It varies, you know.
So, for instance, the perfectionists among us, right?
Got super high standards.
I've got to get it to that super high level before I'm going to say it's done.
Or vague goals.
So the best way, by the way, to miss a goal is to keep them vague
because you'll never execute on them.
So vague goals or calling desires goals.
You know, I you know, I.
I wish I weighed less, that's not a goal,
that's just a vague wish, right?
It's just a desire, I wish whatever it is.
So, we all know that goals have to be specific,
they have to be measurable
and we know that they have to be executable.
And so, we can put our goals down
and then we write these goals
and then we never really kind of get to them
or we look back after a few months ago,
yeah, I don't even know if I wanna do that goal.
So, there's that problem.
So, perfectionism, vague goals and tinkering
are the three biggies, right?
The tinkering is, you know,
that I just wanna do a little more,
just another thing, oh, and another thing
and another thing.
So, we all know about all these issues.
So, let's talk a little bit about setting,
what that means, setting the right standard for done.
So, what is really the standard for when something is done?
And so, of course, we're gonna go to the Pareto principle
or often known as the 80-20 rule.
So, if you can see on the graph there,
the 20% of the time is your 80% of your contribution.
80% of the results come from 20% of the tasks.
So, you can do a few vital tasks
and get 80% of the benefit.
But if you really are a perfectionist,
you can add the other 80% of time
and get another 20% gain.
And thanks, dear, you can drop that.
But thanks.
So, what I want you to see from that graph
is that, you know, the few vital tasks
is where most of the benefit is.
So, we've used this as an example before.
Think about your contribution to this organization, right?
You, probably 80% of your contribution
comes in 20% of your time.
So, if you knew what 20% was,
technically, you could work on Monday,
take Tuesday through Friday off,
and your primary contribution to the company
will still be there.
I see you all voting.
Yep, we love that plan.
Let's do that one day a week plan.
But here's the funny part.
If you really did execute that 20% of your time,
80% of the results,
it probably pretty much gets you there.
Think about even in everyday things, right?
You wear 20% of your clothes,
80% of the time.
It's true of almost everything.
Now, I wanted to explain about what the cost
of the many trivial tasks,
the tinkering, the perfectionism,
what the true cost of that is to your work
and your working memory.
So, as an example,
I thought I would use any car people in the audience
that we, anybody who are like gearheads, love cars.
Well, I'm one of them.
And in my particular case,
I got introduced to, by Bruce,
my son who introduced me to being on the track.
And I fell in love with this idea of being on the track.
So here's what it is.
If you get a car and you get on the track and you,
you know, it's not about racing,
but it's really about how you get around
the track efficiently.
It's how you, you have to unlearn all these bad habits
from how you drive on street driving.
And you have to learn how to really manage the car
so to drive smoothly.
And the goal is smoothness, not trying to be fast.
In fact, the faster you go,
the worse your lap time will be
because the car's straining in all the corners
and the tires are making a noise
and people come too hot into the corners.
And so I started training and I got so into this.
I started training others to do this
and it was so much fun.
But the number one problem is getting them to slow down
and go smoothly through the corners
because the slower you go, the better your track time is.
Does that sound a little bit
about what we've been talking about?
Slow learning is great learning.
Slow down to go faster.
Slow down to get a better result.
Slow down so that you can get what you need to do.
Now, here's the interesting thing
about the cost of this little hobby.
You know, and I spoke to a friend of mine
who owns a $20 million company,
big manufacturing company up in Boston.
And he says, and he had a very unique car,
cost $480,000.
It's an unbelievable car.
He bought it mostly for the track.
It is street legal.
And then I said to him,
so is that the car you're always on the track on?
He says, no, no, I bought a little Miata for 10K
and that's a lot more fun.
I said, really?
He says, yeah, you know,
I mean, it's zero to 60 in like forever.
And you know, you kind of, it's so slow.
You could kind of, you know,
replace the speedometer with a calendar
because this thing is dead slow.
So he says, but it's not about the speed.
It's the fun of being in a Miata.
So for $10,000, you could have 80% of the fun.
So 80% of the fun costs 10 grand.
Now you say.
Okay, I'm going to tinker with this.
Let's add in the Pareto principle.
Let's look at the cost of going from 80 to 100%.
So if we stop there, 80%, the tires get worn out,
spend a couple hundred bucks, get new tires, no big deal.
Let's take it to 95%.
What are we going to do with that?
We're going to buy a Porsche 911, that costs 100 grand.
So we've gone 10X in price, 10 to 100.
10X the price moved 15% more fun.
Let's push it further.
Let's push it another 3%.
Notice how small the percentages are getting.
And let's get a Ferrari for $300,000.
So now it costs 30 times what the Miata costs.
30 times, $300,000 for another 3%.
Let's take it to 99%.
Let's get a race car that costs about a million dollars.
So from a Miata that costs 10K,
to this car that costs a million, that's 100X shift.
And we moved it 14%.
Let's go that last percent, let's push that last percent
and let's get a Formula One car,
which costs 10 to $15 million.
That's a thousand times more than the Miata.
You see, it's not just linear.
That tinkering, that extra perfectionism,
isn't just costing you linearly,
it's just goes up dramatically.
So to go from 80% to 100%,
I had to go a thousand X on time to get it.
Thousand X on cost, does that make sense?
So I hope that kind of really drives the point home
that a lot of times a Miata will do.
Well, you know, I'm really dedicated to writing this book.
My tinkering with getting the book done
and anybody writing a book, by the way,
can you just tag or put in the chat,
anybody writing a book?
Yeah, any book writers, authors?
Not anymore, that's great.
So, yep, there you go.
A couple of book writers, a couple of authors.
Okay, here's a rule that I learned when writing books.
If you get to that editing portion,
break the paragraphs in its paragraphs,
rate each paragraph between one and 10.
10 being an amazing, perfect, love that.
One being absolutely awful.
I'm thinking I might delete this.
And the rule is if it's under three, delete it.
If it's seven or more, leave it alone.
What are we doing?
We're cutting the time cost down dramatically,
100 X times down on time to get the book done.
So this editing technique has helped me not tinker
and be too perfectionistic.
Because here's the bottom line,
adding that extra stuff in the book,
did it really move the reader?
Did it dramatically change the reader's experience?
Maybe a few percentage points, right?
Just like the difference of being in a Ferrari
versus being in a Miata.
Was it a slightly bigger?
Sure, it was fun, it was noisier,
but it was 30 X the effort.
So I wanna bring this down to something even more practical
like in the Pareto principle,
what we wanna do is we wanna isolate what done means.
Is this a Miata done?
Is this a Porsche done?
Where are we in the scale of what done means?
And so I want you to think about putting
your perfectionist tendencies and all that aside
and think about what it means for a...
So let's talk about how do we determine that?
How do we figure out what done means?
So how are we gonna use this?
Is we're gonna use this for helping you
get your projects done quicker,
focus on the 20% or the core part that needs to be done.
And we're gonna help you when you hand off a project
or a task to someone in your team,
explain to them what done means to you.
When you get a project from somebody
or a task from somebody,
someone says, hey, will you take care of this?
You wanna ask them, what does done mean to you?
And this simple way of setting expectations in the team
will radically shift a lot of miscommunication.
It will eradicate the miscommunication.
I thought you meant this.
And so I built this massive thing.
No, no, no, I just wanted this tiny thing.
I just wanted you to do this much smaller thing.
So I went out and built your race car,
your Formula One race car.
No, I just wanted a Miata.
So that is happened so much in business
that this is such a common issue.
So here are three steps that you can take
to help you figure out what done means
and how to like kind of superstep.
supercharge your projects, get them going,
how to get into them quickly.
So number one, the idea is visualize the end point,
spend no more than 60 seconds.
So this is a super easy, doesn't take time,
no more than 60 seconds and visualize the actual outcome,
not just the steps.
Let me give you an example.
If you're writing a paper or a document or an article
or a blog post, think of hitting the submit button.
In other words, we're not just talking about
the actual writing of it or the tasks it takes to write it,
we're visualizing hitting the submit button.
It's done when I hit the submit button.
It's not done when it's on my computer, I've edited it,
I've checked all the sources, it's all good to go,
but I didn't hit the submit button, it's not done.
Done means hitting the submit button.
Or maybe you're finishing a project,
done means seeing the team's reaction to the project
and everything that they expected is being delivered.
It's the results they're expecting.
So you're setting, visualizing what results,
what would make them, what would be a great reaction
from the team or from the customer?
So you're visualizing the outcome,
you're not visualizing the in-between steps.
So done would be after I showed the new project,
I saw the reaction, it's done.
Unless of course the reaction was terrible.
So from a software engineering point of view,
if you're writing code, done means seeing the users delight,
you know, at the end, oh, it can do that now,
that's really great.
So, you know, it's not just the writing of the code,
the testing of the code, you know, installing it,
the done pieces is the final showing of the product.
I think you'll get the point.
Maybe on a personal level, hey, I wanna lose weight.
Done means picturing a number,
the actual number on your specific scale.
You know what the numbers look like,
you know what your scale looks like,
picture the number on your scale.
That's what done would mean.
It's not just all the tasks of eating and exercising
and all that stuff in between, done.
So the visualization step is really, really important.
You say, why does this help?
Why this helps is it gears your mind up to a clear endpoint
and it focuses you on the outcome
and not the many, many steps you have to take.
So what kind of, the cognitive fatigue
is the imagining of all the steps you have to go through.
That's what makes you tired before you start.
That's what gives you that kind of project resistance,
that project, that engagement resistance
is because you're thinking of all the steps
and you're imagining, you're using your visualization
to imagine the work of each step
instead of just imagining the outcome,
which is much more motivating.
It's much more inspiring to imagine the outcome.
See the difference?
So this simple technique,
and of course there's a lot of neuroscience,
you can read it.
Some of this in, I think elements of this
are in Greg McKeon's book, Effortless.
So, just think about an everyday,
cooking a meal done means when the meal is cooked,
served and enjoyed by the guests.
It's not just the actual cooking of the food itself.
Cleaning the house, right?
It doesn't mean going through a lot of tasks
and the whole spring cleaning thing and all the rest.
It means that, for instance,
it could just mean that I feel comfortable and relaxed in it.
So it doesn't have to be perfectionistic.
So sometimes, you know, you have to ask yourself
what does done mean in this case?
So, you know, the example we've used many, many times is,
you know, we all know, anybody know Mari Kondo's
whole cleaning, organize your house system?
So great, but the problem with that is it's like,
requires you to do your whole house.
So it's really comprehensive.
But what if you took a different idea?
What if you took a different approach
and you think about what would done mean?
Say, for instance, break it down, the garage.
What would done mean?
Does done mean stripping out absolutely everything,
power washing the whole thing, letting it dry,
repainting all the walls, putting in different shelving,
or does done mean sweeping it?
Is it the Miata or the Porsche or the Ferrari?
What does done mean?
And when you do that,
when you lock down what done means on a project,
I'm picking simple tasks just because they're easier
and quicker to understand.
Okay, so here's, so step number one was visualization.
Step number two, do the first obvious action.
Don't think about the whole thing,
just do the first obvious action.
So when I talked about the garage,
the first obvious action is going to find a broom.
And so I'm thinking about the garage,
I'm thinking about Dunn Means,
and I have an idea I want to, you know,
and we're going to talk later on about, you know,
how to scale all that.
But for this part of the exercise,
for me, Dunn Means, you know,
it's, you know, I've swept it,
and I threw all the trash out,
and I organized, you know, one of the shelves.
Not, maybe there's five shelves,
and Dunn Means, one shelf.
And I give myself permission.
That'll make me feel better.
I would like that.
I would feel good about that outcome.
So Dunn Means, just doing that.
So first obvious action, go and find the broom.
There's a story about somebody who collected books,
and they loved books so much
that there were literally piles,
the bookshelves were overflowing.
Then there were piles of books
around the bottom of the bookshelf.
Then there were piles of books next to the sofa,
they were in the kitchen.
There was just books everywhere you looked,
there were piles of books, right?
So you could say, you know,
what would be the first obvious step?
Anybody know what the first obvious step
for cleaning up all those books might be?
Anybody got an idea?
I'm looking at the chat, so I think I'm tracking here.
Give me some ideas.
Some people say categorize, make it simpler.
What's the first simple obvious step?
Get them on Audible, that would be a big step.
Right, get one pile.
Get a bookcase, exactly, get a bookcase.
It obviously needs more bookcase.
Get a bookcase, or stop buying books.
There's some great answers.
So get a bookcase, and if you've got a bookcase,
or if you have a bookcase, clear one out, make space.
So you just do the first obvious thing.
Step number three, it's called microburst.
There's this amazing thing in neuroscience
that if you were 10 minutes uninterrupted
on something, your brain, and all your imagination,
everything you're doing, all your energy,
this surge of uninterrupted energy creates a focus,
and that creates momentum.
So 10 minutes of focused, uninterrupted effort
will create an immediate way to kickstart a project.
So we do the first obvious step,
and we kick straight into a microburst.
And what the microburst is, it gets us going.
I grab the broom, first obvious action,
and I just start sweeping, and I don't stop for 10 minutes.
What'll happen after 10 minutes
is automatically the whole project, I'm in it now.
I'm going, I've got it going.
I've overcome all those elements.
So if you break it, you take a call, you get a text,
you know that's a switching cost,
since you now understand switching costs,
and that switching cost will make the 10 minutes
reset the clock on the 10 minutes.
So put it all away, 10 minutes uninterrupted,
and suddenly you have momentum.
And once you're up and running,
you're in a different space.
The last thought I wanna just add to this,
and then I'll summarize it all for you,
and how you practically apply it,
these techniques are based on a neuroscience idea
called how long does now last?
And the number is anywhere between
two and a half and five seconds.
When your brain thinks about now,
it's thinking of some, if I say do it now,
your brain is somewhere in two and a half to five seconds,
based on whatever study you want.
But I'm gonna go with five seconds,
because it ties in with the five second rule.
And I wanna share with you the five second rule.
And the five second rule is an amazing way
to disrupt your neuro patterns
that you've already developed.
So like, for instance,
let's say I hate cleaning the garage.
My mind has a certain resistance to doing that job, right?
There's stuff, my experience with it, I don't like it.
My brain has certain brain patterns.
Now, the way to disrupt all of that,
and flip that whole thing, is to count down from five.
This is so simple, it's ridiculous.
Count down from five, five, four, three, two, one, go.
It doesn't work if you go the other way.
You can't go one, two, three, four, five,
because your brain won't respond.
When you start counting down, your brain...
literally suspends all the previous parts it knows, and
it's waiting for what it's way it doesn't know, even though you
do this, and you are the person doing this to your brain, it
still works. So, so you anything you want to do, if you can't get
out in the can't get out of bed in the morning, just lie there
as you start coming away, just go 54321 move and see what
happens. It moves your brain, all the old patterns of sleeping
in and hitting the snooze button will go away. You do that a
couple of times, you will literally find yourself in the
bathroom waking up, like, boom, wow, what happened? So that so
these simple neuroscience ideas will should help you. And it's
so funny how the tiniest of things release so much
potential. This is the Pareto principle on steroids 5% or 1%
change gives you a 99% response. It's a really, really cool. So
let me summarize. Deciding what done means. And step one,
visualize the outcome. Once you've got the outcome, when I
press the submit button to think of the first obvious action to
get going, find the broom three, micro burst it for 10 minutes.
And that will create the momentum you'll be in it. For
some of you who've been struggling to get your deep
work sessions going, this is an easy way. When you're starting
your deep work session, visualize in four hours, what
does done mean for me in this deep work session? What's the
first obvious action, and then work flat out for 10 minutes,
don't think about it, just go. And you will have the momentum.
Some of you are so bad, like it's so distracted, I'm kind of
unmotivated. And if you find your brain is really fighting
you. So here's the craziest thing of it all. Your brain will
talk you out of any idea you have within five seconds.
That's why we count down from five seconds. Any idea, oh, I
should do this five seconds later, if you start overthinking
it, you'll talk yourself right out of it. Within five seconds,
you'll talk yourself out of any great idea. So questions,
we do have a couple questions. And I wanted to tie something
back to I'm glad you brought this up, Dionne with the element
of time. So sometimes if there are any of us in there who think
of a project and then go, Oh, and then I could do this. And
then I could do this. And then I should do this. And then I
should add this piece, we want to always bring it back to the
element of time binding that project. So for example, let's
say companies coming over in 20 minutes, and your house is a
disaster, there's no way you can clean the entire house in 20
minutes, right. But the only fixed element there is that time
boundary. So you look at your house, what 20% could I tackle
in the next, you know, 20 minutes, hopefully to get the
house at least presentable. And so we do the same things with a
project. When I want to have this result, I'm visualizing the
result. At the end of that, what is the quickest and
simplest way to get to that result? Or if that result is too
far off, what's the smallest item I could do today that would
move me at least a step forward into that result. And sometimes
I love someone in the comment said, the first thing that they
could do is pick up a book. And that's a great that is a great
measurable first object, because sometimes you might go, Oh, I
need to buy a bookshelf. But actually, what you need to do is
find a measuring tape and measure the wall. So you know
what size bookshelf to get, right. So sometimes those things
will stop you from moving forward in a project when
there's actually something very small that you could get to
build that momentum. So Elaine's question, Deanna was what
happens when you don't have the answer, or you don't know what
to do when you're starting
with what Dan means? Correct.
Got the question. So I think, well, that that means you have a
vague goal, right? We talked about the three issues that
cause this problem. One of them is a vague goal about vague
outcome. So then maybe your project is to first figure out
what outcome you want. Maybe that's your mini project you're
going to do before you do the other project. And that's we
call that slicing or thin slicing. Sometimes, the first
part of the project is trying to figure out what the project
should be, what should done be in this project. So it means
your first part of the project is get some clarity, you know,
focus that down.
Okay, she also clarified a little later on in the comments.
I lost it. But it was during the question is during the 10
minutes, what if you get stuck without knowing the answer?
Maybe your first 10 minute burst is discovering what the
solution is to that problem.
So again, we start with the visualization step one. So at
that point, we already have a sense
what done means, right?
So step two, as we launch into the first obvious step,
that's just to get us from the idea of done
to think of where do I start
and the microburst creates the momentum.
So that's the mechanism of movement.
So let's get clear on what we want done.
So let's say I want to clear my desk,
it's gonna take less than 10 minutes, that's fine.
But what will the projects,
many of the projects we're talking about
takes more than 10, certainly Deeper
takes more than 10 minutes.
So deciding what done, this session is done when this.
So what happens if I'm two and a half hours into it
and I've hit done, then you're done.
Then next time try to do a four hour project.
So the idea isn't that you're trying to drag it out,
the idea is just to get over,
there is an initial hurdle to starting projects
for these three reasons.
And that's what these three steps are designed
is to supercharge you into a project
you may not even wanna do, but should do.
Or there are projects you've been meaning to get to,
but you've over-engineered them,
it's boil the ocean instead of taking one cup of water.
And we are actually, we have another,
a number of sessions on this particular topic
and how to break them up sequentially,
break a large project up sequentially
into small thin slices is what we call that.
So there's a number of sessions going into that
and I see a number of people in the comments saying,
this sounds challenging, or I take on too much
and then I get lost in the project.
So don't worry, we are gonna be covering that
in greater level.