3293: Conserving Mental Energy by Steve Pavlina on Productivity & Creativity
Optimal Living Daily - Personal Development and Self-Improvement
Optimal Living Daily LLC
4.6 • 3.2K Ratings
🗓️ 21 August 2024
⏱️ 7 minutes
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| 0:00.0 | This is Optimal Living Daily, Conserving Mental Energy by Steve Pavlina of Steve Pavlina.com |
| 0:07.0 | and your narrator Justin Molick. |
| 0:09.0 | I read to you every single day of the year from the best articles and blogs I can find with permission from the authors of course |
| 0:15.6 | and it's all in an effort to make your and my day even a tiny bit better. |
| 0:19.7 | So with that let's get right to it as we optimize your life. |
| 0:27.6 | Conserving Mental Energy by Steve Pavlina of Steve Pavlina. |
| 0:31.6 | com In a vanity fair profile. of Steve Pavlina.com. |
| 0:33.6 | In a Vanity Fair profile piece from 2012, writer Michael Lewis shared some of President |
| 0:39.0 | Obama's productivity habits. |
| 0:41.6 | One of those habits involves routinizing mundane daily decisions. |
| 0:46.4 | Since Obama has to make many difficult high-level decisions each day, he doesn't want to waste |
| 0:51.9 | his mental energy on smaller decisions, so he puts the mundane |
| 0:56.0 | choices on autopilot. For instance, the article states that Obama only wears blue and gray suits. He keeps his wardrobe choices simple, so he doesn't bleed off mental energy fussing over what to wear. |
| 1:10.0 | Obama follows the same structured daily routine when he's in the White House. |
| 1:15.2 | Get up at 7 a.m. go to the gym and exercise for 45 minutes, shower, get dressed, eat breakfast, |
| 1:22.6 | glance through the newspapers, review the daily security briefing, |
| 1:26.8 | and then head to the Oval Office. |
| 1:29.1 | In the evenings, his family goes to bed around 10 p.m. |
| 1:31.6 | but he stays up till 1 a.m. working solo, including preparing for the next day. |
| 1:36.7 | Much of his actual work involves making decisions. The easy decisions are made by others so the ones that reach him are usually the tough ones |
| 1:46.1 | to the types of decisions that don't have obvious correct answers. Such decisions require |
| 1:51.8 | careful thought and often involve difficult trade-offs and significant risk. |
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