Deep work is the ability to focus without distraction on a cognitively demanding task. It's a skill that allows you to quickly master complicated information and produce better results in less time. Deep work will make you better at what you do and provide the sense of true fulfillment that comes from craftsmanship. In short, deep work is like a superpower in our increasingly competitive 21st-century economy.
"One of the best books I have ever read"
In this eye-opening account, Cal Newport debunks the long-held belief that "follow your passion" is good advice. Not only is the cliché flawed - preexisting passions are rare and have little to do with how most people end up loving their work - but it can also be dangerous, leading to anxiety and chronic job hopping. After making his case against passion, Newport sets out on a quest to discover the reality of how people end up loving what they do.
"Buy this book if you are over 50"
Popular blogger Cal Newport reveals the new key to achieving success and true meaning in professional life: the ability to master distraction. Many modern knowledge workers now spend most of their brain power battling distraction and interruption, whether because of the incessant pinging of devices, noisy open-plan offices or the difficulty of deciding what deserves their attention the most. When Cal Newport coined the term deep work on his popular blog, Study Hacks, in 2012, he found the concept quickly hit a nerve.
Cal Newport's clearly written manifesto flies in the face of conventional wisdom by suggesting that it should be a person's talent and skill - and not necessarily their passion - that determines their career path. Newport, who graduated from Dartmouth College (Phi Beta Kappa) and earned a PhD from MIT, contends that trying to find what drives us, instead of focusing on areas in which we naturally excel, is ultimately harmful and frustrating to job seekers.
"Fascinating but not complete"
"Warning: Social Media May Be Harmful to Your Career" is from the November 18, 2016 Business section of The New York Times. It was written by Cal Newport and narrated by Keith Sellon-Wright.
In the early 1980s, IBM decided to deploy an internal email system. In typical careful IBM fashion, they began by measuring employee communication, so they could estimate how many messages would be sent on the new system. Based on this research, IBM provisioned a $10 million mainframe to run their email server — an amount of processing power that should have easily handled the typical volume of intra-office interaction.