I can control how much work I put in for me to be consistent.
As leader of the effort of the Iraqi Survey Group, I spent most of my days not out in the field leading inspections. It's typically what you do at that level. I was trying to motivate, direct, find strategies.
Work will take everything you give it. It's up to you to work out what you want to give it.
From time to time I might push a little bit too hard and I have got to be a bit more careful.
A question I get asked a lot in pro-ams is how I'm able to swing the club as hard as I do. Honestly, I'm not swinging that hard. I'm using about 75 percent of my maximum effort.
Prescribing hard work for the soft, or easy work for the hardy, is generally nonsense. What is always needed in any aim is right effort, right time, right people, right materials.
Doing nothing requires effort. Over time, that effort is greater than the effort necessary to improve, or move somewhere better. The trick is to redirect energy.
Anything that is wasted effort represents wasted time. The best management of our time thus becomes linked inseparably with the best utilization of our efforts.
It's human nature to want to keep going, but you have to fight against the "I'm just gonna keep doing it" when you know the possibility of not looking great on the way out.
I advise all the young kids to not overwork. You can't be out there blowing hard. You have to pace yourself.
People regulate their level and distribution of effort in accordance with the effects they expect their actions to have. As a result, their behavior is better predicted from their beliefs than from the actual consequences of their actions
You can't control the success or failure of a thing you work on. You can only control the thing you work on.
Life requires of man spiritual elasticity, so that he may temper his efforts to the chances that are offered.
The only thing any entrepreneur, salesperson or anyone in any position can control is their effort.
Choose a subject equal to your abilities; think carefully what your shoulders may refuse, and what they are capable of bearing.
A firm is successful when the costs of directing employee effort are lower than the potential gain from directing.
