There's little point, though, in being too scattered to master something, or in spending much time on activities in which you can't excel. What I want to argue in this chapter is that people, like companies, can' have core competencies too. An individual's core competencies are best thought of as abilities that can be leveraged across multiple spheres. They should be important and meaningful. And they should be the things we do best and that others cannot do nearly as well.
Bradley, those who get the most out of life try to figure out and focus on their core competencies. They know that at least one key difference between happy, successful people, and those just muddling along is that the happy ones spend as many of their 168 hours as possible on their core competencies, honing their focus to get somewhere, checking everything else. pg. 35
I am in love with money, so don't be mistaken, but first I want to write good poems. Anne Sexton pg. 59
Ideally, there should be almost nothing during your work hours - whatever you choose those to be - that is not advancing you toward your goals for the career and life you want. pg. 84
If you did land a windfall, and could still do the stuff of your job, what parts of your job would you change? Given that you'd never have to work a day in your life, what would you do more of and what would you shove off your plate? pg. 86
"I generally don't work a lot on weekends," he says. "Almost everything can wait until Monday." pg. 143
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