Mistakes Journal

1. Introduction: welcome. In this course, you're gonna learn how to create and use the mistakes. Journal. Why keep a Mistake's journal? Well, there's a lot of different things you could keep a journal about. There's a lot of different things you can write down at the end of each day, but one of the most important and obvious ones is the mistakes that you make. And the reason I originally started doing a Mistakes Journal was for one simple reason. I was making the same mistakes over and over. And when you look at a mistake, it's very easy to say, Wow, that mistake costs me this much money. Maybe it cost you $50. Maybe a cost you $500 or maybe a cost you in terms of time. What is an hour worth to you? What is 10 hours worth to you in terms of making a mistake? Maybe it was an opportunity that you'll never have again to meet a certain person or to do something goto an event, Um, where you really can't put. It's hard to put any individual value on it, but you know what? It was worth a lot, and you miss that opportunity because of a from a steak. And so it's it's difficult sometimes, uh, toe estimate exactly how much benefit we're going to get from something. But when we make a mistake and we can put a figure and with our time, we can put a figure on how much our time is worth to us. At least ballpark figure. You can really put a price tag on what a certain mistake was worth to you. And so you start to realize with some of these mistakes, it's really worth a lot to make sure that you don't make that mistake in the future. And maybe even other people don't make that mistake in the future. So what are you gonna get out of this course? Well, it's a three step process. First is capture. And if you've taken any other courses in this series on structured no taking and the whole system of getting things into a structured format, then this is This is gonna be old hat to you for the most part, because it's very similar to the ideas bank to do list type stuff. But I'm including in case you haven't taken the rest of the courses. You're not interested. So, um, we'll cover this first. The next thing will cover is How do you create solutions? And by the way and capture will will be unique is how do you describe a mistake? What is a mistake? And one of the cool things about this course is you're actually going to get a primer on what's called a problem solving skills. And this sounds like one of those things where they say, Oh, yeah, people go to college and they increase their problem solving skills and their critical thinking skills. But these feelings very ambiguous. A Morphosis things. Well, it turns out there actually is a science to the point where problem solving is something you can represent in a flow chart. And there's a lot of really interesting science thinking behind in terms of structure thinking. So this is something that really requires its own course, and that's something I'll be doing at some point. But you will be getting the broad strokes of what is problem solving. What are the big steps and how do you integrate that into your mistakes? Journal. This isn't just oh, what's make a list of your mistakes and then some bullets for solutions. It's It's much more comprehensive than that because you're going to get a deeper understanding of what mistakes are, what problem solving is and how to structure, not just your notes, but you're thinking because if you're not structuring your thinking than structuring your notes is not gonna have the full impact. So second, we're gonna create solutions and also how to really dig down and figure out what is the root cause of the problem or the mistake. Because if you solve the wrong problem, you're not gonna fix the mistake. So somebody goes to the doctor and they get diagnosed for the wrong thing, and then they get given a drug to fix the wrong thing than their symptoms are going to go away. Or maybe you put a Band Aid on it, but you haven't solved the root issue. Okay, so we're gonna be talking about that, and that's part of problem solving skills. And then finally, we're going to talk about implementation, which is making sure that you actually implement the solutions that you've created because this is often times one of the biggest problems is is you make you Don't just make one mistake. You make multiple mistakes sometimes. Did you know what to Dio? That's one question on the other question is Were you motivated toe actually do it? Or did you remember in the moment Maybe if somebody gives you a lot of time to think about things and process it, you know what to do. But maybe not in an instant. And in that instant, you didn't do the right thing. So you have to train yourself and make sure you get yourself to remember to do it when the situation strikes. And maybe hesitating for five or 10 seconds is the difference between success and failure. So how do you make sure you actually do this stuff and you don't make the same mistakes over and over again? How do you implement things into your life? So, uh, that's the three steps. It's number one. Make sure you capture stuff. Make sure you describe the mistake properly. Number two, how do you create solutions? How do you get to the root cause of the problem? And how do you think about solutions in a holistic way in a systematic way, Taking into account systems and the true complexity of the situations that create mistakes and then implementation. So how do you implement thes solutions so that you really avoid making these mistakes in the future? Um, when I was first creating this for myself many years ago, it was just about capturing. Then I realized, well, some of these mistakes I'm just putting a Band Aid on. I'm not creating great solutions. And sometimes I'm not really getting to the root cause. And when you don't think with ease thinking tools, all this stuff is very vague and ambiguous. You don't even really know what you're doing wrong. You just have a list of mistakes and you you look at and you think yourself will. What is? How did that is My life actually change from this? So that's where implementation comes in and the strategies to make sure stuff actually gets done. So this course is not just about Hey, what's make a list of your mistakes? It's very comprehensive. It's going to take you through problem. Solving skills can take you through implementation skills so that you actually implement stuff. You make sure that happens in your life, and there's a lot of habits, tactics, strategies and systems that you can put into place in your life so that you're really taking advantage of this stuff and making sure that the huge cost that comes along with a lot of mistakes. You can avoid that in the future. And often the little things we write down as mistakes are really symptoms of much larger issues. And if you're not paying attention, remembering these mistakes, you really have a huge problem lying in wait that you're ignoring, and that's never a good thing. So the's mistakes are very, very important signals to fix something in your life. And if you're not capturing them, there's no chance you're gonna remember him even if he capture him. Unless you're creating solutions, you've got no shot. And even if you create solutions, unless you have a system for implementing things and making sure that stuff doesn't fall through the cracks, you're not gonna make ah, serious progress on eliminating these mistakes from your life. So you have to have this sort of system in place to take something from noticing it, getting a recording of it and going all the way to finding the group cause, crediting the solution and implementing it. So if that's something that's interesting to you this I guarantee you this course is gonna pay for itself 100 times over, really, even 1000 times over the course of your life, because the amount that these little mistakes cause cost us and the so many times in my own life where I've thes little mistakes have turned out that they were a symptom of a much larger problem. I mean, this whole idea of structure no taking is a perfect example. You realize, Wow, I made a mistake. I I didn't have. I wasn't able toe organize all my notes or I I lost track of that note fell through the cracks of that idea I had for creating an app or doing some consulting or some marketing idea I had. I lost that and I didn't come back to it for three months or six months. You realize that mistake, But then you realize, wow, to really solve it, I need a whole new system for for structuring my notes for keeping my information organized for processing things to get it to the final occasion. So one little mistake that you write down 1 to 2 lines. That may require a ton of work to actually fix that problem long term and permanently. So a mistake's journalists. What gives you the visibility to solve those sorts of problems and make huge impacts in your life? So for interested in that idea, I encourage you to take this course and see you on the other side. 2. Big Idea 1 - The Problem Solving Framework: okay. I want to cover a big idea before we go any further. And that is what is the basic process of problem solving. Okay, the first is realizing that there is a problem in the first place. So identifying the problem and the mistake people may hear often is they either on li see the problem at a superficial level. Or they assume that there's Onley, one problem and therefore Onley one solution. And that could mean either is there only one solution. That's the optimal solution. Or could you apply multiple solutions to the same problem and combines they would have a more powerful effect. Okay, there's a lot of different ways you can look at that. But the point here is what assumptions are you making about the problem itself and in terms of superficial level versus deep level, that is a lot to do with how well do you understand the domain that you're talking about? So if you don't understand it very well, you're going to describe this problem or this mistake in a very superficial way. Number two, once you know what the problem is, are you getting down to the root cause of the problem now. Sometimes the cause doesn't matter. Okay, so sometimes it doesn't matter. Sometimes it does. So sometimes something breaks after a long period of time, and it doesn't really matter why it breaks because you were only expecting it was gonna last maybe 3 to 5 years anyways. And when you buy something, it's doomed. Teoh eventually fail after a certain amount of time. So 3 to 5 years, for example, is about the lifetime of a hard drive. And a lot of people don't back up their data because they assume a hard drive should live forever, whereas people that understand back up and back up their data, they know, died. You're really just renting or or sort of leasing space on a hard drive for 3 to 5 years when you buy a computer that has a hard drive in it, or you by the hard drive itself. So does it matter if that heart hard drive dies after four years? Does it matter why it died? Do you want to spend $1000 toe, have it get analyzed or is the mistake that you didn't realize that it had that lifetime So sometimes the cause doesn't matter if you're expecting something a certain lifetime, or you expect that at a certain interval problems, they're going to arise and you need to replace something. For example, the cause may not matter, but often it does. And people don't get to the root cause often because then we have a superficial amount of knowledge, which is why consulting an expert is one of the smartest things you can do. And it's often necessary to get to the root cause. Now just because you're talking to an expert. And if you've taken my course on all experts are liars, you know how problematic the word expert is. People talk about an expert witness or an expert being interviewed or taught a talking head on TV or on the radio. Just cause they author a book or they published papers or they're world renowned doesn't mean there. They know the ultimate truth. Whether you want to look at economists who disagree on, you know, both of my PhDs, and they both disagree on the root cause of a problem or the solution. You're by no means guaranteed the right route cause just cause you talk to an expert but it's much more likely even doctors. This is a story about artificial intelligence. They gave doctors a set of facts about a patient, and they looked at how many got the right answer, and it was about 30%. They gave the same problem toe artificial intelligence, which called an expert system um, designed for diagnosis. And I was able to get it 60% right. And you tell people, Oh, you should have a computer due because he gets 60% right And they're horrified until they realize and learn that doctors are even worse. And in a lot of situations, doctors don't actually get better as they get more experience. There's some doctors that do like surgeons because they're getting high quality feedback. And learning from experience only happens when you're getting high quality feedback and you're taking new. You're adapting to that feedback, which is, if you're interested in that. My deliberate practice course goes deep into the these issues, but root cause either you should be an expert yourself or read up on something really make sure you understand it at a deeper level, um, or consult an expert or many experts, but you need to get to the root cause of the issue, or you're probably not going to solve it, you know. But you don't always need to get to the root cause, all right, so sometimes it's it's more efficient. And especially if you're expecting that problem toe happen, then don't waste your time looking for the root cause. The next thing is, once you know the root cause, you don't immediately go solve it. What you do is you look at your options. Okay, so you list your options, a list of alternatives. And often people follow into unease E mental trap of only having two options, or sometimes only having one option. And these options will often times contains assumptions. So just listing things out starts to give you more options so that you may think you're in a dilemma. But there actually are other things that you could do. So what makes somebody a good negotiator it's will make somebody a good problem. Solver is they don't stop. Once they've come up with a couple of ideas, they push themselves, and they also have a mental database of what other experts have done in similar situations or just other people. Um, I love watching these videos on YouTube. It'll be like redneck this or redneck that. And it's It's oftentimes farmers or blue collar people who will improvise, um, creating some machine or fixing some problem on the farmer with a vehicle or with a a machine by improvising and coming up with really an interesting creative solutions to problems. Um, so you could you eventually build up a database of these things and you get good at solving problems. Um, in that domain. So with Grandmaster Chess players, the way you become a grandmaster and improve your skills is you watch games, uh, played between two experts to grandmasters and you memorize What? What did they do in each of those situations? And that's how you build your list of options in your head. This is a step that lot of people skip over. Oftentimes they'll also skip over this where they're only go so deep they'll go that deep, but they really should have gone this deep. So then the final step is to decide. And what is a decision? What is decision making? This is something that's oftentimes presented, is very ambiguous. All that a decision is is you take all your alternatives and you measure them and you can measure them with a single number. You congratulated them with a letter. You can have multiple metrics that you add together or even multiply certain things toe way . Certain things is more important than others. And then you come up with a final number for each of those alternatives. And then by comparing all those alternatives, one alternative outweighs the other. It performs better than the others, and that's the one that you decide. And sometimes it's not even that simple. Sometimes you have a list of alternatives and you decide. Well, I'm gonna try option B first. Then I'll do a if he doesn't work, and then I'll do see One way you can think of that is, well, I'm just gonna list gonna make a list of my options in priority. Another way you could think about it is each separate ordering of these, and they're six of them. If it's just a B and C, because you could also do a B C, you could do a CB you could do BC a. You could do see a B, or you could do C B a those of the six combinations. And that's because you have three things has three times two times one which equal six. You could also decide. I'm just going to do a just gonna do be just gonna do see what I'm gonna do you know, see a or just CB or just a B or just a sea or just BC or just be a So now we have another six, plus another three. So what is that, 12 18? All right, So, technically, each of these is it is a separate option, whether you going to do all three or not. Um, but that's what a decision is is your measuring and then you're sorting and you're you're finding the top option, and then that's that's the one you do. So another way of thing about decision is to decide it. Side means cut. Um, were cut off eso incisive homicide, suicide all those words. So you could also think of decisions as a tree where you have multiple options at each level in a decision says I'm gonna cut off anything along this limb of the tree, which means all these air gone. I'm gonna cut off this, which would cut off all these, and I'm gonna cut off this. So the only path remaining is this one. All right, so that's what the decision is. And then obviously, once you make your decision, you act. And is that technically a different step? Um, you know, that's there isn't really any additional analysis that goes into it. Um, once you know what path you're gonna go down, you act, and that's it. Um, so in my problem solving course, I am gonna go more deep into this stuff. I'm gonna talk about stuff you can do once you act to get feedback and really complete the full loop. But I wanted to give you a brief summary and outline of what's really involved in problem solving so that you see a mistake in its larger context. This is the larger context, these four steps and then obviously acting. But these four steps, or what you should be using to frame your analysis of a mistake, your mistake just tells you, okay? There's a problem. You still need to do an analysis to just really figure out what the problem really is. What the mistake really is. And then once you do that, then you've got to figure out your options and then decide based on measuring them. And people often do this intuitively, so they don't realize that they're measuring things. Um, but there's various ways you can measure things, which not gonna That's also something I'll be talking about, Um, in that problem solving course, because this stuff gets very complicated and, you know, corporations making $1,000,000,000 decisions. They have a lot of really cool processes that you'll learn in that course or how to do that . But it's really these four processes. What's the presenting problem? How much can you analyze it? Are there one solution of their multiple solutions like we talked about here? How did we get to the root cause? Do we even need to get to the root cause? Sometimes we don't sometimes solutions. Just buy a new hard drive, And where you gonna buy it from? Which brand are you gonna buy? Um, which ones more reliable or cheaper price or what? Whatever size you need X internal, external. But the cause is not going to really affect what decision you make. All right? So sometimes the root cause doesn't matter. It often does, but it doesn't always matter. So then you come over your options. Get your alternatives. Measure those alternatives, which is how you decide, and then you act. 3. What the Mistakes Journal Looks Like: you're probably wondering what the mistakes journal actually looks like. So this is the mistakes journal right here. This is what it actually looks like. And I'm gonna do a brief overview of what you see here, but in terms of actually getting into each step of the process, that's going to be throughout the course. So I just want to give you an idea of what it looks like now so that you look something toe , plug these ideas into, as we're talking about more of the conceptual stuff. So first, right here we have a number. We give unique number two each mistake Second, the date. The date that you make the mistake where you made the mistake. Third is the area of your life. So you're familiar with this? If you've taken any of my courses on organizing information, organizing learning projects, that's really important. This helps you keep once you've got dozens, if not hundreds of mistakes over months and years. This allows you to filter your mistakes and see things with more clarity and also see patterns over time. So you filters. He only see one area of your life. You just want to see relationship mistakes that you've made. You can go back years and see Wow, interesting stuff. So right here is where you put the mistake. This the presenting problem. It's kind of like somebody goes in your the doctor and they tell you, you know, I'm feeling paying here, and I have a cough or whatever. So what is theory? Journal, Symptom. What is the mistake? What do you notice? It's not answering the question. Why? It's just saying what happened. Okay. And you want this really to be barely even a full sentence? You want to be as concise as possible for your analysis and detail here. So any additional analysis on why you think it may have happened? What that root causes? Remember what we just talked about presenting problem root cause analysis. What is the rial problem? Then you come up with your solutions here, so you may have an idea for one solution Multiple solutions. It's okay. Toe have multiple ideas or options at this point because you haven't made a decision yet, So your action step is taking your ideas for a solution and turning them into an action step where you can put this in your to do list. You can put it into your calendar. You can create a system out of it or routine or a habit. There's also a link where you can link to a separate document that comes with this, and you can go into more detail on a certain mistake. If it requires that next we have four different statuses you can use. You entered the mistake. That's first thing. Second thing is you identified the problem. That's your root cause analysis. Third is you've identified a solution. So you've got your action step where you've decided on a final solution toe solve the mistakes off the problem. And then, finally, is the solution been implemented, so you may have an action. Step it until you implemented it. It should still be in here, and even after you've implemented it, you're still gonna wanna look back. But actually implementing and acting on that, even though in the last video it's, you know, it's just act. There's a lot of work that sometimes goes into creating a solution, so you want to keep track of whether it's been implemented or not, and finally, priority. So we want to be able to mark things high priority, medium low priority so that if you've got dozens of things in here, you're not lost in looking through dozens of things to figure out. What should I work on? First, you have a few high priority things, and you make sure you feel figure those out before you look at the medium in the low priority thing. So that's the mistakes Journal. In a nutshell. I did mention this. This is, Ah, document that goes hand in hand with this. You take that unique number for the mistake. You create a heading in the Google doc, and then you put them in the text of the mistake. And then for each page you describe the mistake and you make any additional notes, questions, thoughts. We have those pages numbered. So here's another mistake where additional details were added and you've got your table of contents, which Google docks will automatically create for you if you use a heading like I did here and here, so you'll get access to this document. You can use it, um, with the Mistakes journal spread she, which you'll also be getting with this course 4. Big Idea 2 - The Experimental Mindset: in this video, we're gonna talk about mind set. What is the mindset that you should have when you're doing your mistakes? Journal when you're thinking about mistakes when you're analyzing your mistakes in coming up with solutions? So the big idea here is experimentation, No meaning instead of just coming immediately to conclusions or looking for one right answer Instead, take on the idea of experimenting with things. So coming up with ah hypothesis and then testing that hypothesis, usually over the course of either a day, a week, sometimes two weeks, sometimes a month but usually testing something for a week is gonna work pretty well for something that's going to do once a week, then maybe want to try for at least two weeks or a month. But you can get a lot of information just by testing something for a week. So an example of that is in my mastering planning course, where I tell people create a calendar for every day of the week and within the column for and this is just from Google calendar and playing out what you're gonna do during each half hour block of your day. A lot of people say, Well, I like Teoh, go with the flow. I don't like to have to micromanage and so they'll just rejected out of hand Or they'll say , Well, I don't want to spend the rest of my life planning out every single tiny thing instead of having that sort of approach where you reject something out of hand because of certain downstream impacts that may have or how you feel about it, or what your intuition says about. Instead do a short test where it's low stakes. So it's fine if you want to live a certain way or do things a certain way. But that doesn't mean that you can't experiment with something else for a day or for a week or a couple weeks and see what you can learn from it. So, for example, what a lot of people got from this courses. This model if you plan your day and then you write down what you actually did during that day and you can learn a lot by making connections between what you planned on doing and how long you thought it was going to take versus how long it actually took and you realize you're not as good a planner as you thought you were. You don't maybe include enough buffer time or things go over time, and then everything else gets shifted down or whatever. There's a lot of different things that happened. Or you realize that, for example, your spending 1 to 2 hours a day on junk time, just whether it's social media, TV or something else where you're just throwing away an hour, two week and you realize that's 10 hours a week, 500 hours a year, 5000 hours a decade. And you think about that time. And is this activity really worth this over the next 10 years? What say your time is worth 20 an hour to be conservative? Well, now we're looking at $100,000. So what is that time worth to you, based on whatever your hourly rate is? So that's where experimentation comes into play. I'm the kind of person that does like to follow the flow, followed my curiosity and use that energy when it comes, but otherwise go by a schedule. So I make sure I get stuff done, so it's not necessarily one way or the other, but unless you're willing to experiment with a different way of doing things you're not gonna learn about yourself and about what's the best way to do something. So what's going for some other experimental type mindset? Things and and others that aren't necessarily 100% related but are also useful? Another big one is. Are you being reactive or proactive? So your mistake might be that you're only reacting to problems when they have them instead of preventing them in the first place. So this is three idea of an ounce of prevention is worth a pound of cure. So are you being reactive or you being proactive? And when you're being proactive, that often means setting up systems that take care of things so that the problem never happens again. Or maybe somebody else solves it for you. Another thing related to systems is understanding, cause and effect, and it's not always cause effect like that. Sometimes there's multiple causes and even multiple effects, and you can't separate them. They're all part of this larger system, and this is not where our brains air not really designed to process this sort of stuff efficiently or at all. So you have to train yourself to look at a system and understand there's a good likelihood that this is the true situation. It's not just this happens then that happens. Also related to systems is what we talked about briefly earlier, which is root causes. You have to always be looking past the symptom to the root cause or causes, so you may have one symptom. Multiple causes. You have multiple symptoms, one cause you may have multiple symptoms, multiple causes. So that's one symptom. Multiple causes. Really. This is one cause leading to multiple symptoms. This is multiple symptoms leading toe one cause, and then this is multiple causes leading to multiple symptoms. All right, so you have to be aware that all of those situations could be in play and making sure you're taking that into account. Also related to systems is what is your time frame? Are you looking at things in the short term or the long term? And it's why do we known that people who have a long term mindset are more successful than people with a short term mindset, so having a longer time frame is gonna benefit you in the long run, you may not think that an hour to a day means much. But over the course of just a decade, we're not talking about your entire life your entire life and counting into inflation. Maybe it's you've got five decades, more or seven decades more toe live, So we're talking about over half a $1,000,000 definitely over a $1,000,000 once you take inflation into account over all those years. So you're talking about a huge amount of value. It's not just, Oh, that's one at two hours a day. So having that long term mindset allows you to really see the impact of the small decisions you make, and maybe you don't give them any real time or energy. But in fact, they are worth that time and energy because they have a huge impact once you look at how much how many hours Aaron a day in a week, in a month, in a year, in a decade and over the course of the rest of your life. So these air mindsets that are gonna be very valuable for you to use as you're applying the ideas of the mistakes journal and thinking about your mistakes and thinking about. Should I write down this mistake? How much time should I spend thinking about solutions? How long should I spend measuring them? How much energy should I put in to implementing the solution? When you look at the numbers and you use that long term mindset and you have that experimental mindset that's going to help you ensure that you take action on this stuff and that ultimately you get the most value out of using this mistakes true? 5. Introduction: this section is about getting mistakes into your mistakes journal. So capture and input, How do you get these captured in the first place? And then how do you get those captured notes into your mistakes journal? So we're gonna be talking about what are the different devices? The different ways that you can record your mistakes, whether it's on a phone, whether it's in a Moleskine notebook or directly into the mistakes journal itself. And then how to get those notes into the mistakes journal by using a routine a week we routine. So if you're familiar with, if you took the ideas bank course, most of this is gonna be review. It's the same basic ideas. So this is mostly here for those of you who have not taken the ideas bank course or any of the other courses in this, um, structure, no taking Siri's. So if you have taken that, you can breeze through this or use it as a review or just skip ahead to the next section 6. Capturing Mistakes in Your Phone: what's first talk about in putting mistakes on your phone? Capturing mistakes on your phone is very similar to what we talked about in the ideas bank , which is, uh, for things like your to do list or mistake's journal, where it's a specific structure that you're gonna be using over and over and over again. You wanna have a separate note where you keep all your mistakes? So on your phone, you may have your to do list. Here, you have your mistakes here, and then you have various other notes that will go into your ideas bank. Okay, so you go in here and the first thing and you don't have to use all of these pieces. But the first thing is, you wanna have that short phrase, Tim, tow maximum one sentence along. What? The mistake is. So one sentence of the mistake. Okay, that's the first thing. And you always wanna have that. After that optionally you can go into give additional description and analysis, all right? And that correlates with the structure of the mistakes journal itself. So you have the mistake here, then you have the analysis and details. That's the problem aspect. Then we get into the solution and the action step. So usually you're not gonna have views of the where you're getting into the problem. And if you can get into the root cause, then optionally you can start to get into the solution. So ideas for solutions, but and then an action step. So usually you're just going to be doing this in your phone and sometimes this if you've got time. If you like working in your phone personally, I don't. So I do a minimal amount. But one way you can get around it is you can use the microphone, uh, feature on your phone so that you can speak into the phone and it will turn that into text . So that's a way to to go more in depth without having to type out a ton of stuff into the phone. And what you do is you just separate each of these by a single line and you separate mistakes by two lines. And this that sit line separation is the same thing that we use in the ideas bank, so that idea carries over. Each element of a mistake is separated by one line, so one line here. One line here, one line here. And then we'd start this next mistake here with two lines of separation and then one line of separation here, one line of separation here online, a separation here on line, a separation and then to to get to the next mistake. All right, says one line or two lines. And that's how you enter mistakes. So, uh, this is sort of like a tweet length or even shorter. Do all your analysis description and there, and usually what ends up happening is you do this on your phone and then you do this once. It's in the mistakes journal, and you really have some time to think about it and come up with some good solutions and decide on an action step because there's a lot of thinking that goes into these. And sometimes this is just the beginning of a large project that's gonna be required for you to be able to avoid that mistake in the future. So this is the phone, and in the next videos, we're gonna go over other formats. But it's this same idea. It's this same structure just applied to whatever medium you want to you. So whether it's your phone, whether it's a mole, skin or anything else, you're gonna be using this same format. And remember, this format is coming from this right here. One other thing that's really important to include here is the date. So make sure you include the date at that right above that. That first line, which is the description of the mistake that's critical because you're going to need that in order to fill out this column right here for areas of life. This is something you don't need to fill out in here because it's easier to just read the mistake text and then classify it once you're in the spreadsheet itself. But it is important to put the date. And if you forget to add the date, um, what? I actually do it So this is a slightly different way of doing it. But, um, when I make a mistake, I'll create a separate No. So this will be a mistake, and then it will be 2016 0809 This will be Mistake's 2016 0 a 11. And what happens is my phone automatically adds a date to each note based on when you last modified it, so it's not it when I separate them, I don't have to manually type in the date myself. So if you have that sort of feature on your phone, you don't even have to write in the date. But you should be careful because, um, if you go in here later and you have an idea for a solution, you may end up changing this modified date, and then you no longer have the right date, and there's no way to get back to it. So if you want to be on the safe side, always include the date. But if you have a feature in your phone that will automatically add the date, then you can use that. And it is kind of annoying typing in those numbers. So, um, it's nice if you don't have to do that 7. 0557 02: in this video, we're gonna talk about capturing mistakes in a notebook in a paper notebook. So what you want to do is go to the end of your notebook the last few pages last page or two and create a page just for mistakes. And you want to make sure that you're giving yourself enough room. So if you anticipate, it really depends on how often do you go through a notebook? I suggest that you switch out your notebook every month, but if you want Oh, and just and even if you're not going to do a month to do it at a regular interval, So maybe you want to be every two months or every quarter, and that depends on the number of pages, so on. And it also depends on what sort of how much you use paper versus do digitally, Um, and a bunch of other factors. So you may want to give yourself more pages if you're gonna have more mistakes, or if you tend to do in a lot of analysis. So what you want to think about is how much space do I tend to use per mistake? What say you use half a page for mistake. And then how many mistakes do you do? You have every two months, which is, let's say, nine weeks. Well, what say you? Due to mistakes a week? That's 18. Mistakes divided by two per page equals nine pages. So you want to reserve nine pages at the end of your notebook, and you don't wanna have this first mistakes page to be the last page of your notebook and then have to skip around. You wanted to be very easy to find where you're going to do that, and I even like to fold over the page or add a little sticky note like a post it note to the edge of the piece paper. So I have a bookmarks I can easily get to that, Um, you want to make sure it's not difficult to add mistakes because even that little bit of friction will lead to you not capturing as many. And it may be because you're lazy, feeling lazy at the moment, or you're tired or you have limited time or you're just overwhelmed, stressed out. End of a long day, Just you can't do it. And what will sometimes happen is, you'll say, Oh, I'll do it later. And then you just forget to do it because you don't have a task management system or, you know you just don't have a reliable system for getting stuff done based on scheduling it or to do list or whatever. So this doing it later often means don't do it and forget that I even ever was going to do it. So that's what's unique about doing it in a notebook. What's not unique is the format. So if you watch the last video, I'll assume you didn't. But you start out with the date, and then you put the one sentence description. It's almost like a headline oven article newspaper article. Then you have a single line of space. Then you put your description and analysis. Try to get to that root cause if you can then solutions options, ideas for solutions and then an action item. And remember these correlate with the columns we have here. So the date, the mistake, the analysis and details of that mistake, the solution and the action step and then between mistakes here and have two lines of space . So that's how you separate them out. And you? The primary thing is make sure it's easy to find this. Keep all the mistakes together in one place, and then you're gonna have to, you know, on, um, one month, two months, three months schedule. You're enough to digitize all of these. And that's that's why I recommend against using paper notebook for this. And you may be surprised by that, because if you've taken some my other courses, you know how much I stretch stress annotation, how important annotation is. And just because of the technology today, digital annotation has not caught up toe where physical annotation has. It's getting closer and closer. We have tablets and they're even e ink tablets coming out right now, they're still pretty expensive. They're still only black and white. But within a few years, I'd say, but definitely by 2020 maybe you're too. Before that, we will have very affordable digital annotation. But right now, in 2016 we're not there yet, So I do recommend doing all of your reading. That's anything longer than one page, uh, physically with a pen and colored pens. And if you're interested in that, check out my speed reading course. Um, where I talk about that. But the reason why I argue against using notebooks is that it takes so much time to digitize. And you can avoid that by using your phone and especially by using voice recognition software where you can turn that into text. So try to avoid this. Um, I kept paper journals for many years, but I've transitioned away from it because it adds a lot of processing that just is not worth your time. And even things like, uh, OCR optical character recognition, which ever note has in one note has neither of them are perfect. They still make mistakes. And if you don't have great handwriting, they're gonna make a lot of mistakes. So I'm somebody who obviously does not have the best handwriting. Um and so for me, that's not gonna work. But even if you have pretty good hand writing, you're still taking a chance and you still have Teoh organize all this stuff which can take a considerable amount of time. And when you're doing structure notes, you want to get that stuff digital so that you can do the, uh, high quality analysis on it and so you can search it. So search is one of the primary factors that we're looking at, um, organization and search. So organization is something you always are gonna have to do manually, one way or another searches something. If it's not in a digital text format, it's very difficult to search. Um, so I do recommend avoiding using a notebook, uh, for any sort of routine. No taking. Uh, now there are special. There are special situations where you do want to use paper. For example, if you're doing an interview, uh, paper writing on paper can make the other person feel more comfortable in it. It's no accounting. A laptop where it could be a distraction. Um, having ah, a notebook for a specific purpose where it's just a single purpose, and you're not going to need to search it. You're not gonna maybe even need to digitize it. Um, for any good reason. And so having a notebook for a specific purpose, like Ivan notebook, um, for scotch and whiskey tasting. Um, any time I go to a class or really alcohol in general, um, I have a notebook just for that, and I write down by hand. So that's a situation where I don't wanna be doing it digitally. And it's something where I don't need to search it or organize it. So, um, there are certain situations where a paper notebook could be the best choice. But for the most part and for your mistakes journal specifically, I advise against using paper. 8. 0557 02: Okay. The third way of capturing mistakes is to do it inside a spreadsheet. And that's the spreadsheet that we looked at over the last two videos right here So you can add mistakes directly into year. And usually I don't do that because it's just not convenient. The most important habit to get into is to just record these mistakes in the first place. So when you have this, obviously you're just entering each piece of information as you go. Um, that's not something that we really need to spend time on here. You're just gonna enter the mistake as you put in mistake entered. And depending on how much progress you've made along this chain, you'll change the status. If this is filled in right here, it's mistake entered. If you've also filled out this stuff, then that means the problem's been identified. Once this is filled out, then that means the solution has been identified, Um, and that there isn't a separate status for whether you've come up with an action step yet. So once the solution has been identified, ideally, you should have an action step, and then the last thing is hasn't been implemented. So has your action step actually been implemented? So this action step, we'll talk about what you do next, uh, later in the course, but basically, this gets put into they, uh, your to do list or your calendar, and then it gets implemented once it's been scheduled, so you can enter things directly into the sheet. But that's usually not the way that I do things, because it's just not convenient. You're usually not sitting in front of your computer right when you make the mistake, and you could just open up the document and enter it. So it's usually going to be something you either enter into your phone, which is the preferred method, or you put into your some sort of paper notebook. 9. 0557 02: Now let's talk about the routine, and this is usually going to be a weekly routine. So each week you take all your mistakes and you turn them into entries in your mistakes journal. And this is something that is best done when you're doing your weekly planning, because this is when you're using your paper calendar and your paper calendar can also serve as a miniature version of a paper notebook. So if you just have a few mistakes each week and you tend to not need to describe them very in depth, then you can just use this schedule gets folded into, UM, four sections and then folded in half. So you have eight of these boxes and you can just put your mistakes here, and they can run down into this box as well and then run to the side. Or you can use another empty space if it's available, and you can also use, like, keep a little to do list here. Ideas bank. I talk about how to set all this how to set up the back of your calendar in that weekly planning course so you can use your paper calendar for this. Also But the point here is you can process both of these at the same time so you can go in with your phone transfer all the mistakes over, and sometimes those mistakes will be relevant to the plan you're coming up with for the next week. So it's a good idea to do these together. And the weekly planning is something I suggest you do on Sunday afternoon. So this is something and usually will spend an hour doing this. So you're gonna want to add anywhere from 10 to 30 minutes to do your mistakes. Journal, depending on how much analysis is needed, um, how much just manual typing or copying and pasting is needed? Um, this. This could even go for an hour or longer, especially if there's a significant mistake. And if it's going to take that much time, you may just want a schedule. If it's going to go over your usual 15 minutes or your usual half an hour, you may want to schedule in next week. Calendar one hour on Monday or Tuesday, probably to Tuesday would be the logical time to do it, because that's your personal day, which is, remember, that's your four for areas of your life, professional personal relationships and health. Okay, so that's Tuesday, Monday, Tuesday, Wednesday, Thursday, and then Friday systems, which is sort of a meta level, and it serves to integrate these four things. So that's what your routine should look like in the macro view and in terms of individual steps. Assuming your using the phone version, you're to go into your sinks notes, which will be sinks to your Gmail, and then you go through when you copy and paste cell by cell into this so you'll take that first line your copy and pasted and here takes the next section copy and paste it into here , next section to hear next section into here. Then you're gonna set the status, set the priority, enter the date and, uh, enter the area of your life that it applies to. And if there's additional details you want to enter, you would type those into their and then you continue. Do that for each one of them. So that's remember, this routine is just about getting things into the mistakes journal. It's not about doing additional analysis, so you're gonna want to schedule time for yourself to go do that because that can take a significant amount of time. And the the mindset that you should be in is thinking about what sort of project is required to solve this problem. Slash mistake. And in the next video, we're gonna go more in depth about what a mistake actually is. How to describe it and the different types of mistakes. So when you're entering these in your capturing them and then you're putting them into the mistakes journal, you have a clear idea of what exactly should you be writing down in the first place? 10. 0557 02: let's go a little bit more in depth about what mistakes are exactly. The common man definition is based on intent. So were you doing something and then you did it the wrong way. So it implies that in a sense, you knew what to do. But I didn't do it and that that could be because of motivation. But it also could be because you aren't practiced enough so it could be. And I coordination. For example. So you know this if you're practicing physical sport or if you're practicing a musical instrument just because you intend to do something you're motivated to do, it doesn't mean your body is actually gonna follow along and do what you're telling it to dio. So it's not always an issue of motivation. Sometimes it's a it's purely an issue of your your body mind Connection is not, uh, practiced enough to make sure that you can do it now. Some other times you don't No, what to dio. So, yes, you made a mistake, but it was based on ignorance rather than motivation or, uh, having that hand eye coordination. And sometimes maybe it's just your ignorant of the optimal way to do something? No. All right, so maybe you're doing it. Okay, but, um, if you're standards air, it has to be perfect or ask be excellent than making a minor grammatical mistake. Uh, you might consider that to be a major mistake where somebody else may consider that to just be part for the course or, um, unexpected thing toe happen, and they don't consider it a mistake in that same sense. All right, so another aspect and because what we've well, we've been focusing so far here is on the individual, Okay, but there's no such thing as an individual outside of the larger social group that they're a part of. And we all know that different cultures have different rules about what's a mistake and what's not a mistake. What's appropriate. And sometimes those contradict each other. So what one person or one culture may consider to be a mistake? Another culture may consider that to be the right way of doing things or even the optimal way of doing things. So that's one thing, is, is sometimes the fax are disputed about Is it a mistake? Some say yes. Some say no. But also remember what we talked about earlier with multiple causes leading to multiple effects. Okay, so let's say something happens that you don't like, and you decide to say, OK, that's a mistake. Now, maybe you did nothing wrong, but person a and person B did something wrong. And so you got a mistake when you say, Well, I didn't do anything wrong. I didn't directly cause this toe happen. Well, maybe you were to use the criminal justice term with legal term. Maybe you were an accessory or you were an accomplice. Okay, so you may be participated to a lesser extent to something bad happening. But you weren't the primary person. You weren't the ringleader or whatever. So you don't necessarily always have to be the person contributing 100% as the cause toe have some effect on the ultimate situation. All right, so that's where these ideas of prevention come into play. What could you have done beforehand? This is today. What could you have done a week ago so that maybe you weren't even around or spending time with person A or person B? Or maybe you influence them to do something else instead? Okay, then you avoided making the mistake that way. So there's a lot of different things that you could do when you run a business or you're in a management or an executive role you have. The part of your responsibility is to set up systems that other people will use their procedures so that mistakes don't happen is often. And you have to think about systems and cultures as opposed to just individuals making quote unquote decisions. Because a lot of the decisions, if not most, of the decisions people make our unconscious. And even if they are conscious, they're not spending a lot of time thinking about them through logically. And that also applies to you. And we really wouldn't be ableto live a normal life if we weren't making most of our decisions unconsciously. And what's what's driving those unconscious decisions is the systems we have, the cultures we have the procedures and habits that we've practiced over time so your habits can make or break you. And that's why habits and routines are so important. Why your culture is so important in your peer group of who you spend time around. Okay, so all these things are very important when you're looking at mistakes and you want to make sure you're you're not taking the small view on mistakes where, well, it's on Lee a mistake. If it was just about me and it was just about, I was ignorant of how to do some No, it's also a mistake if the motivation wasn't there or if the motivation was there but you didn't practice it or if it wasn't optimal. It's also mistake if you didn't have the systems in play. Now, sometimes you have a situation where it's 10% your fault or 1% your fault and 99% somebody else's fault or the group's fault. And so people who are leaders, they want to take responsibility for their 1% or their 10%. They want to take responsibility for the group and fix the mistake that the group is making because their role as a leader is that they take responsibility for the mistakes that the group is making. They take responsibility for the team. They don't blame the team because they're making 99%. They take responsibility as the leader, so that's a leadership lesson right there, about if you want to be a leader. You have to take responsibility for things that are, for the most part, not your fault and anywhere from its 100% your fault to where it's 1% your fault or even 0% your fault. You can always choose to take responsibility. You can always choose to take that leadership role. So a Mistakes journal is not just about what are the things that are unambiguously ah, 100% your fault. It's also about all these other situations that arm or in a gray area where the blame is diffuse and we're not used to thinking like this, because in order to have a functioning society, we have toe have criminal justice where people are blamed and get punished. We have to have accountability at our jobs and in business where people are having held accountable, even if they're not 100% responsible. And you can't blame all those people who are who made a five or 10% mistake and who weren't 100% responsible and who, by themselves, didn't cause the problem. It's a sort of a systems or a group phenomenon. Okay, so the purpose of this video is to expand your mind, and you're thinking about what is a mistake. What are the key aspects of it? And what are some things that maybe you weren't thinking about as mistakes before, especially at the group level. When things go wrong, it's never 100% your fault, and it's usually never 100% somebody else's fault. Um, when you look at, for example, going back to the crime example, you see patterns of people committing crimes because they're lower income or because they don't have other opportunities or because various other statistical reasons. Yet we still have the concept of free will and people making choices. And so we base a lot of our punishment and rehabilitation mechanisms based on this idea of free will. But when you look at the statistics, it's a lot more diffuse. It's just that it's really hard to have a functional system where you really attribute that that blame and the punishments and rewards in a diffuse way. So you have dynamics where winner takes all where the leaders get the blame. When something bad happens and they get the punish, they get the punishment when something bad happens and they get the rewards when the good things happened, because that's the system we most people use and most societies used to deal with this problem of diffuse cause and effect scenarios where you have a lot of causes and you have a lot of effects. 11. 0557 03: in this section, we're going to be talking about solutions, creating solutions. The first thing we're gonna talk about is we're gonna go more in depth about Band Aid verse , holistic slash, systems level solutions. We're also going to talk about collaboration, bringing in other people. Next, we're going to talk about chains of cause and effect because mistakes happen within a chain of cause and effect. And it's important to understand how that all works. Four is we're gonna be talking about motivation because it's not always what to do, but why to do it. That's gonna affect whether you take action, whether you implement solutions and possibly why you made the mistake in the first place. So understanding why you made the mistake is critical, and motivation is often a factor. The fit thing we're gonna talk about is documenting success. So getting into the habit of documenting the solutions to problems, solutions to mistakes and creating most effective mechanism so that you can implement those solutions when the time comes. So what a lot of people do is they'll come up with an idea for a solution, but they'll forget about it or they'll store it somewhere and they forget what they stored it or they forget they even came up with the solution in the first place. That's happened. All of those things have happened to me many times. And what solved it was a combination of understanding how to document things based on the assumption that I'm always gonna forget and information organization. Okay, so we're gonna, uh the next videos in this section are in to cover each of these five points. And by the end of this, you're gonna have a lot more strategies for creating solutions toe the various mistakes that you've identified in the previous section. 12. 0557 03: first thing we're gonna talk about is how to avoid Band Aid type solutions. Now sometimes, sometimes all you need is a Band Aid. Sometimes a Band Aid is the perfect solution because you're dealing with a very superficial , injury superficial problem. So it's not that Band Aid solutions are always bad. Sometimes they're the perfect solution. And I see this all the time, this dynamic of Band Aid type versus holistic versus systematic solutions. When you look at software in the domain of accelerated learning and productivity in general , people think that productivity's E is all you need is the perfect software, and it's going to instantly solve all your problems. And what it turns out that in terms of marketing a product, the more you can make it seem like it's a cure all perfect solution. No work involved the Mauritz going to sell because it's gonna attract both the people who are cynics and skeptics if it actually works and we're assuming it actually works. But it's also going to track to the people we're gullible, whereas if you market something as taking work and it's it's a harder way of doing things you're not gonna get these people. Um, but you will. You make it thes people. So usually things are marketed or communicated in a way to make them seem like all you need is a Band Aid. Or you can just have a variation of a magic pill to solve the problem. The problem with that is that most of the major issues in your life, no matter what the area is whether it's professional personal relationships, health. The problem is the system. So with accelerated learning, let's go back, Teoh, the very beginning. The genesis of this Waas I was at a conference and I was talking to some other people in a group about a book I just read and he asked me, Well, what were the best parts about it? What do you remember? And I was at a loss for words. I really didn't know what to say there one or two things, but I was amazed because I had spent probably at least two weeks reading this 300 page plus book, and what I actually remembered was basically nothing. I felt like I remembered a lot, but what I actually remembered was almost nothing. Saif, I thought, Wow, I'm making a major mistake, a mistake mostly of ignorance. Now, I knew that I wasn't doing everything I could. I wasn't taking notes side. There was part of it where I knew I could do something. But I hadn't really realized the full extent of the problem, the full cost. And that's what's gonna This is important cause we'll talk later about motivation. But to really get motivated to solve some of these bigger, systematic level problems, infrastructure level problems, you have to be aware of the cost. And the cost is usually a lot of little things added up to make a big thing. So I was aware of the mistake and I decided I'm going to start a project to figure out what are the best methods for learning. And I thought speed reading, no taking memory. These were the three things that I found from all my studies of what were the most important things. And this is what everybody was teaching at the time. And you can see if you look back far enough in my work. These are are the cornerstones in the pillars of what I taught, at least at that stage. Now it's it's become more sophisticated than that. Um, but this was the beginning. So I developed I decided to develop a project to create a learning system, and this is one of the big keys of solving problems is turning them into a project, deciding that you're going to create a project to solve the root cause of the issue. And sometimes if that root causes ignorance, then your project is just toe. Learn about what the possible solutions are and how you would measure those solutions. So the this is sort of when you need to learn it's an intermediary solution. This is what's going to get you to the point where you can actually figure out what your list of possible solutions is going to be. So the whole point here is to create Thies to get beyond the Band Aid solution and to go deep is you always want to ask yourself, Is there a systems level problem here? And usually there is, and when you discover that there is your next step is to create a project whose goal is to figure out what is the best solution? Okay, so sometimes the project is not implementing the solution. It's figuring out what the solution should be. And then you create a second project, which is, and sometimes it does need to be a project. Sometimes it can just be, Ah, fairly small thing. It could even be a Band Aid May. Maybe there is a Band Aid solution out there, but you don't know about it until you do all that research. Okay, so this is the thinking process that you should be going through. It should be. Is there a systems level problem? If so, create a project to understand that system to figure out the solution. And then once you're done with that, you'll know whether you need create another project to implement that system. Or it's something relatively easy where you can buy something or spend an hour to where it's just a decision or you Now you know what to do, and you just need to make it a habit or train yourself a lot of times that's gonna be a project, so you're gonna have to projects related to each one of these mistakes. So the key here is always be looking for those systematic issues and be very wary of a software solution or some other an app that's going to solve your problems. Always make sure that you understand the system underneath if that's gonna of lead you to the proper conclusion. Now, as I said earlier with the hard drive example, sometimes you don't need to know the root cause. Sometimes you just Neto solve the symptom by replacing something, and you don't need to spend $1000 to figure out what caused the problem or any of your time . So you don't always need to understand the entire system of how the hard drive works and how the hard hardware fits together and everything. You don't always need to understand the system. So that's part of the question is doesn't make sense to invest the time to learn the system . If there's a solution where you can just replace something or spend time or money more efficiently than learning all of this stuff or even, you know sometimes instead of learning it yourself, you talk to an expert so you go to the doctor instead of teaching yourself the ins and outs of you know, giving yourself a medical degree. It's not always efficient. Toe learn the system yourself. So going back to the accelerated learning example, If there had been a system out there that somebody else had created that really worked, then I wouldn't be here today teaching you this stuff in teaching accelerated learning because I had to create this system myself because it didn't exist and it wasn't just that it didn't exist. It was that it was worth it to create it myself. So if it wasn't worth it to create a myself, I wouldn't have done it. If it already exists, then it wouldn't make sense for me to create it myself. So you have to ask yourself all of these questions to figure out. Is there a systematic level problem? Is it worth investing toe? Learn how to solve it yourself versus consulting an expert. And then is it even worth figuring out what the root cause of the issue is because, as you've seen in the hard drive example, it's not always necessary to figure out the root cause in orderto solve the problem and tow . Avoid the mistake in the future. So going to this hard drive example was the mistake the wrong brand, or was it not backing up data, so you could blame it on either of thes. But the real problem is you don't have a system for backing up your data, protecting your data from data loss and heart hardware failure. That's the real problem. It's not that you bought the wrong brand, or even that you dropped it in water or on the ground. You could say, Oh, the mistake is I dropped it on the ground. I need to be more careful. That's not really the problem, really. The problem is that you don't have your data backed up. And so these various problems, whether you it was just bad luck or you drop it or you've got a brand that wasn't a great brand and didn't have great reliability, that's not the real issue. The real issue is this, and sometimes the real issue is a combination of all these things. In reality, it's always a combination of multiple factors, but when you're looking at what is the one thing what is this one system I could implement ? The one thing I could do that would be most powerful for preventing this problem from ever happening again. It would primarily be, get your system set up and then as a secondary thing, yeah, being more careful or maybe choose a different brand. But the primary reason is you don't have that system in place, so always have a bias towards looking at what is the system that's lacking here that would have prevented this mistake from ever happening in the first place? 13. 0557 03: No, let's talk about collaboration. What is collaboration? Collaboration is group problem solving, and it's basically impossible to not use group problem solving. Because you're not learning everything you learn from trial and error. You're getting the vast majority of what you learned from other people, either directly through conversation or indirectly through a recording of them communicating in one way or another. So most really all problem solving is collaborative in some sense, whether it's strong or weak, collaboration is these factors right here. Let's go back to what we talked about earlier with what is problem solving. Remember, the first thing is identifying the problem, just realizing there's a problem in the first place. Next, we want to look for the root cause, if necessary. It's not always necessary, but a lot of times it ISS. The next thing is to come up with our list of solutions, and then we decide and we decide by measuring. We measure the long term, the short term, the unintended side effects of each of these possible solution paths. And then we we create a list where whichever one has the most benefit at least cost best. R o I is the one that we end up going with and we cut off all the other ones, and then we act on that decision. Okay, So where can a collaborator help you? Well, you can read books. You can watch videos, those air all gonna help you identify the root cause. Other people in your life can also help you realize that there is a problem. What's the first step? Realizing that you have a problem in the first place. So maybe it takes somebody else to really shake you up, wake you up toe. Okay. You have actually have a problem and then, if necessary, what is the root cause? This is where an expert is extremely valuable and realizing that a lot of times it would take you thousands of hours of study to be able to get the same answer that an expert could give you in 10 minutes or an hour. So the cost of learning enough to be able to identify Rick cause can sometimes be extremely high. And it's not just the cost of spending money on an expert, but it's also opportunity, cost time, cost energy, not enjoying it, an opportunity I'll always big factor that a lot of people don't pay attention to. So an expert, or even just a friend, can be very useful here. When you're listing out your solutions, other people can give you ideas for solutions that you may not have been able to come up with when you're making a decision. People can tell you what are what are gonna be the downstream consequences both positive and negative if you go down each one of these roads and that's gonna help you measure, that's gonna help you measure each of those paths so that you can figure out which one is the best one. Most people don't realize that the major activity you're doing when you're deciding is your measuring things. It's not computational e expensive unless you have. Ah, you know, talking hundreds of thousands of options. It's not computational e expensive to sort your options from best to worst. That's not what's hard. What's hard is measuring them in the first place so that you come up with that final number . That then allows you to sort all the options. So that's what a decision is, and then action. Maybe the best solution is toe have somebody else create the solution for you or to help you or coach you or mentor you. So at the at the level of action, how can you have somebody else help you implement the solution? And this is where motivation comes into play, for example, with an accountability buddy, her partner. Or, if you're trying to lose weight, you could have a group you could report daily or weekly. There's different things you can do with other people involved as collaborators in some way to help you solve the problem and prevent the mistake from happening again. So there's all these different things that you can do at every single step of the problem solving sequence. There's ways that you can collaborate with other people and in the big picture, realizing that every problem, uh, solving experience is really influenced by group dynamics, and it's done. Using resource is from more than one brain. It's never just you because it's you are a product of all those other people who have influenced you. And so even if they're not there physically, there, there, in the information that they've given you the lessons that they have taught you so make sure you're always thinking about not just the individual, but also yourself as a member of a group. And in Western cultures, there's a heavy bias towards the individual, where in Eastern cultures, especially traditionally, the biases towards the group and the group identity, one way you can think of this is the emphasis on the first name. Or is the emphasis on the last name okay, so little cultural bias that a lot of us unintentionally fall prey to, And it's important at every step of the problem solving journey. Think about how you can take advantage of collaboration and help people with other with their problems, have them help you with your problems and do it in a strategic way. So are you being strategic about when you're handling things? Maurin an individualistic way and more, and when is it makes sense to handle it in a group way and to collaborate 14. 0557 03: Now let's talk about cause effect, chains. And I'm gonna do this one primarily via an example following the example I started talking about earlier, which was the origin of my accelerated learning system. So it started off with identifying the problem. I can't remember anything from 300 page book I just finished reading. So this is the final step in our cause effect chain. So if we're gonna go, this is the future. This is the past. We'll start here with the final effect. Can't remember. And maybe we'll even include the emotional effect, which was a combination of embarrassment. Shame for not being able toe, remember? So what was that emotional reaction? Okay, so the first question was, Well, there must be something wrong with my memory. Not sure exactly what the problem is. So my first project was Well, how does memory work? And what I learned was that spaced repetition is unavoidable and there's a optimal way to do spaced repetition. I also learned about no Monix, which is an efficient way of encoding information. Visually, usually there's other no ma ticks like songs with rhyming is another method. But there's certain ways to make things more memorable, which means that it takes fewer space repetitions to get its stored in long term memory. Now there's other things I learned later on toe. Add to this that are now part of my system. Like the whole idea of information retrieval. It's not always efficient to store everything in your memory. Sometimes it makes more sense to store it on paper or in your computer and then search for it or find it very quickly. Sometimes that's more efficient than memorizing everything. And a computer equivalent to that is you don't store everything on in your ram or your memory store. Most of your stuff on the hard drive, which is slower, um, takes longer to access, but as much more capacity in the same way your writing things down has a lot more capacity than memorizing them in your human memory. All right, so that was the first thing, then. I still wasn't satisfied because I still hadn't gotten to the root cause, because what am I supposed to memorize? What am I supposed to get spaced repetitions on? Should I do? Should I re read the entire book? Or should I re read a small set of notes, maybe five or 10 pages of notes. This might take 10 hours. This might take one hour. So I realized, Wow, I don't wanna waste my time re reading this book. I want to read notes. So that became the next factor in the cause effect chain of what was gonna eliminate this problem. I need to take notes. I don't want to be doing this. Okay, so now we've got notes. Now the question is, Will, What's the most efficient way to take? Notes? What's the best way to take notes? And there's the outline. There's various mind maps, diagrams, flow charts. But what's the process for creating these? Well, that's what got me into reading. Will Teoh get notes? You have tow read and I thought, OK, well, what's the best way to read? And obviously, speed reading, which has been around for a long time, caught my attention. And originally I thought, Wow, that's That's a cool idea. But is speed reading the book multiple times at what say two or three times as fast? Is that more efficient than taking notes? So going from 10 hours to maybe five hours, that's still five hours per repetition. What Sam and I have to do 5 to 10 reps if it's completely new. Information. New subject. Well, the cost to do 10 of these is 10 hours. The cost of to do these is 50 hours. So then the question is, Well, is that really the cost? And the answer actually is No, because it takes time to create these notes. Where's it Doesn't take time. There's no processing that you have to do to re read a book. So you also have to factor in the cost of how long it takes to take those notes and what I , um, what I learned is basically, you have to read about Half is fast in order to be able to either take notes or annotate. And so speed reading eventually for the most part went out the window because it turns out it's more efficient to annotate as you're reading, which slows you down and then to turn those annotations into notes. When you're done reading, which, if we're gonna say a 10 hour book that those annotations might add another five hours, they may even add another 10 depends and then to turn those annotations into notes could take another 2 to 5 hours. All right, so now we're looking at reading the book wants, which is gonna be our 10 hours annotating at while reading it, which is, Let's say we'll add another 10 just to be conservative and then another five to turn that into notes. Okay, that's 35 hours compared to 50 hours. And these air conservative numbers, it's probably more like 25 vs 50 hours. So what I learned was that speed reading is not an efficient way to get long term retention of information. It can work for short term retention. Um, but most of the time it the problem basic problem with it is it precludes annotation. And if you're not annotating, it precludes taking notes because you have to say, you can't just speed through stuff and take notes at the same time. So that's the key problem with speed reading, and I start to go back even further because I start to think, Well, what should I be reading in the first place? And that's where research came into play and the research the hard way course came into play, and I mean you can keep on going backwards to skill investment, which is what skills or knowledge should I learn before you can get to the point of. Well, how should I learn that? It's Should I learned that in the first place or not? Is it worth learning case? You can see how the original problem led to a temporary solution, I thought. Okay, I figured out how to memorize stuff. But based on my current system, I couldn't just plug in this because my current system was just spending 10 hours reading this and then not doing anything. So if I just plugged in this, it would be okay to retain this and you do 5 to 10 reps, 10 hours a rap. So 52 100 100 hours for a single book. And I wasn't willing to do that, that it. And it was obviously inefficient because I wanted that. I want to have notes instead because remember, another problem with this is with notes. You can easily go into your collection of notes and retrieve that information in a book. It's not. You can't just search that book you have to retrieve and related to. This came the whole information organization courses and learning project organization to realize I need a have a very structured system to be able to retrieve notes that I did years and years ago and keep all this stuff organized. So you you see how tracing back and saying, OK, I traced it back. One step. Can I implement this and doesn't make sense at a systematic level? No, it doesn't go back another step. OK, do I implement notes? Do I just take notes as I'm reading? Well, the problem with that was that I like reading. Um, when I'm in bed before I go to sleep. I like reading when I'm not near a computer. And I don't like having to have Ah, clipboard a separate quick board put down the book right and out. Put the clipboard back down, pick it up, or be sitting at a table Just having my notes next to me in my book here. That's not how I usually read. So that wasn't gonna work. So it wasn't gonna work to take notes as I was reading most of the time, so I had to go back to Okay. Well, then I need to be taking the notes in the reading material itself in the book itself, the annotations and then separately turn those into notes later on. I later realized after this stuff that information organization was its own problem, and that was another cause. There were multiple causes to the problems. I was seen here this and this. Once I get got to the reading stage, I realized, Well, this still doesn't really solve the ultimate problem, which is am I reading the right book? Maybe this isn't even the right book, and that's where research came in. And I realized, well, should I even be studying the subject Skill, investment So you can see how to really figure out the full extent of the problem and get the full of solution. There's You have to go back all the way really to the beginning and find the root cause or causes because you can see we've made improvements at each one of these steps and sometimes multiple cause. We have this information organization and annotation coming together toe create that no taking system in notes storage system. So you remember. You don't always have to do this. Remember the hard drive example, it doesn't matter why it happened. Just get it fixed. Um, if you can expect to, that problem is gonna happen at a regular interval, and it's not worth fixing it. It's not worth, um, trying to figure out what the problem is. You just need to replace it. Then you don't need to go and trace back the full extent of the problem. Now, if it's not just one hard drive, but you're working at a huge company and you're deciding which brand you should buy because you're buying thousands of hard drives at a time, then, yeah, maybe it does make sense to hire an expert to look at what the exact problem is. Figure out if that's a manufacturing defect, something you did wrong, something one of your employees did wrong and trace back that cause effect chain. So that that final caveat that I do want to give you is you don't always need to do this and make sure you're asking yourself before you do this. Does the cause matter and you may know you maybe 95% sure that it doesn't matter, and that is good enough. You may not necessarily know for a fact. Uh, if the cause matters and sometimes you may not know does it really matter for me to go back an extra step or not? Or have I gotten far enough where improving my research, improving my skill investment isn't a big deal for me right now, all right? And And some people may even say, Well, the rial, maybe the problem is just right here. Maybe the motivation, this emotional motivation is the problem. Maybe you shouldn't be so sensitive to what other people think about you. Um, and maybe you just shouldn't have been embarrassed by by not being able to remember in the first place. And then maybe that solves the problem. Um, I don't agree with that analysis in this situation, but sometimes there are situations like this where maybe the problem is your emotional reaction to something instead of all the strategy and technique that goes behind why the quote unquote mistake happened in the first place? Or maybe this is just another mistake. And there there were multiple mistakes that happened here. Okay, so remember the cause doesn't always matter. And sometimes there's multiple causes for a single effect, and sometimes there's multiple effects and multiple causes. So effect number one embarrassment affect Number two can't remember something. And both of these we could call them mistakes. But they're part of a larger system, and that's what why cause effect? Chains are so important in so many situations to really to figure out what's the system that's going to solve this problem once and for all in your business, in your life, whatever area, whether it's professional, personal relationships or health, this is an extremely valuable thinking tool that you're gonna be able to use to really get to the heart of what's going wrong when you make that initial mistake. 15. 0557 03: in this video, we're gonna talk about motivation. Motivation comes down to basically two things. You're either pursuing pleasure or you're avoiding the pain. And what science tells us is that avoiding pain is generally a better motivator in the short term, if you if you compare equal weighted pain and pleasure in the short term, people are gonna choose to avoid pain. But in the long term, it's pursuing pleasure. Eventually, people will get used to pain, and they will get acclimated to it. So in the short term, if you need to get yourself started or you need to get somebody to do something in the moment, then pain can be a good motivator. But if you want to be successful long term, then you're looking for How can you associate pleasure with what you're going to dio and so mistakes Perfect. We set this up because you look at the pain of the mistake and you measure the pain of the mistake. This is one of the things that you can that does not come in the standard spreadsheet for the Mistakes Journal, but it's something that you can add. So how can you add to that Well, one method is looking at. How much did this mistake cost me in terms of money? Also, in terms of time, How much time did this cost me? And then third is opportunity cost. What other opportunities did I miss out on because of this? And another thing is downstream. This is looking at. Well, if I had been successful instead of making a mistake, what are all the other downstream? Additional positive things that would have happened. So all of the's air gonna help you get really clear on the cost. And they're gonna show you if you want, you can flip it and you can say, Well, that's gonna be by solving this problem, I'm gonna get that benefit in the future. For as many times as I'm gonna avoid this mistake in the future. So this is a mistake you, on average make every month. Then you say, Well, how many additional years could I have made this mistake? Let's say 20 years, times 12 months equals 240 times. And what say that cost you $100 cost you three hours and the opportunity costs these air harder toe to Ah, really put a figure on, but let's say the opportunity cost was another 100. So this is you can use this in two ways you can use. This is what are the various very obvious, uh, monetary costs. Or you can use it as a way of summing up all these other things. And so you say, Well, what is your hourly, Let's say, or our lease 30 an hour. So that's 90 right there. That's 100 right there. So already we're at 190. What's out? Another 50 year. So we're at 100 were at 240. Okay, so we could say the total cost If we want to put everything into dollar terms, which is the easiest way to usually do it. You could also put it in time. But most people tend to put more value on their money than on their time. So if you wanna build up the amount of pain you're associating with, um, with making sure you don't make this with this mistake in the future, then you want to go for the thing that's gonna have the most punch to it. So we look at total to 40 so multiply that 24 times, 24 times 100. Um well, that's gonna be for times 144 which should be 7600 six times 100 would be okay, So there's our total. Um, that's the total cost over the next 20 years of not making avoiding that mistake so that that big number gives you a sense of something that may not seem like a big deal. But when you put it, when you convert the amount of time and energy and opportunity cost, you're talking about something very significant, and this is the amount of the gain you're gonna get here. But just talking dollars and cents is only going to give you so far. So you want to look at each area of your life. How is that air of your life going to improve? And sometimes these things just affect other want the area that the mistake is in. But often times these things have downstream impact. So when you're thinking about coming up with a solution and and what that solution will mean to you, look at all four areas of your life. Look at the professional personal, the relationship and the health. Look at how avoiding this mistake is gonna in some way improve all these other areas. So that solution is something that you can pass on to other people in your life family, friends, other people. It's something you could even create a video or an article about and share with the world. Uh, and what they were talking about a professional. Well, avoiding that mistake will mean that you have more money left over that you can then use for entertainment or just to pay off some stuff or whatever. So, uh, that can improve your personal life. And then also having that extra money could mean that you could eat healthier meals. Or you could afford to do, uh, toe spend money to save time in some way and make more time to be ableto exercise more or cook healthier meals or pay for somebody else toe, um, to make a healthier meal for you. So something that may seem like it's only gonna benefit you in this one area. All of these air really interconnected, and it really benefits you when you see that when you do something that improves your health, that gives you more energy each day, so you're gonna be able to be more productive while you're at work. You're enough more time for other people. You're gonna be able to give more energy to other people in your relationships. So anything that happens in each one of their these areas, usually there's a way to tie it to the other three areas. So as you do that, that's gonna help improve your motivation. And if you've taken my sales course sales the hard way, then you understand that persuasion, which is really what we're talking about here. Motivation is really just a argument. You're making an argument for why you should do something. That's what motivation is. And oftentimes people say, Well, motivation isn't logical and that's not true or it's only partially true. The reason why so much motivation seems emotional instead of logical, which is really a false dichotomy, anyways, is because of what's called heuristics. Another word is fallacies, and what that means is that the human mind sometimes makes logical connections based on fallacies based on things that don't really stand up Teoh strict logic. So what you have to understand is that if the ultimate argument is fix this mistake or be motivated to implement the mistake. The solution that I've already come up with Then what say of three main arguments, and then you have evidence for each argument. So one argument might be Well, this is gonna help your family. This going to help your friends? It's gonna happen. Your spouse. Okay, number two. So this would be relationships. This would be health. This would be personal. So we talk about how this is going to help your health talk about how this is gonna help your personal life. So you've got a bunch of arguments here. We've got Suburb. This is the main argument is the sub arguments. These are the pieces of evidence and the evidence. Maybe. Hey, some celebrity I like does X Now may be logically that shouldn't motivate you, but it does anyways, So it's a powerful piece of evidence, and you can take advantage of these fallacies. As long as you know how they work. You can use them in your favor to get yourself to do stuff. Maybe watching a video on YouTube of somebody who's implemented this solution or is overcome. This mistake is going to be hugely motivating for you, where as reading about it might not. So is that a foul? See? Probably there's there's fallacy in there somewhere, in terms of why a certain piece of evidence has a lot of weight. Where's another piece of evidence? Feels very weak emotionally. This white politicians prefer stories of individuals over statistics of many people because statistics don't hit us emotionally. And so that piece of evidence, while logical, may have very little weight. So you can think about weight in terms of like, bold, whereas you can think of the logical connection as this line right here. And that logical connection can be weak or can be strong. Or it can be non existent where there's not a connection there. But the thing is, if you understand the heuristics that the human brain uses where it values a powerful emotional story over statistic or values, the recommendation of an opinionated friend, um, who may not know a lot vs an expert, then you can understand why, just because something doesn't hold up the script strict logic doesn't mean it's not going to be extremely powerful as an argument meaning extremely powerful as motivation So if this is something you're interested in, I personally believe that this is Ah, annex extremely powerful model for sales, for persuasion, for motivation. Anytime you're get trying to get yourself or somebody else to do something and to do something means you have to believe that it's worth it. Which means you have to be convinced of an argument. And what the argument does is it builds the belief and the belief then gets you Teoh make the behavior. So you're establishing a belief with an argument. You're proving that at a certain belief is true And this, um and so I don't want to get a more technical here. But this is something that basically doesn't exist in the sales world in the persuasion world, in terms of, ah, model for persuasion or motivation, they're all different ways of saying the same thing. And if you're interested in this, I highly recommend you check out this course. But that's what motivation is. It's about each of these arguments can either be a positive argument that you're gonna gain something, or it can be a negative argument about. You're gonna avoid losing something by doing this and this is the key to motivation. So part of what makes people good at motivating themselves and other people is there greater coming up with a ton of reasons. They really know how to dig deep. They know how to look into not just the present, but they also know how to look into the future. They can say, Well, don't just do this because of you and because of right now you say, What about your kids? What will you tell your kids if you vote for this candidate or that candidate, blah, blah, blah. So it's not just if you can get really good at coming up with these different reasons for doing something, finding good, strong piece of evidence, understanding, fallacies and being able to look at each of these different areas of your life, you're gonna get really good at motivating yourself and other people. It's a really valuable leadership skill, and if you're somebody who's more of a who's taken persuasion or sales courses, motivation courses in the past and never really understood how worked at a deep level, I suggest you start using this model because it's extremely powerful, and there's really nothing else like this out there on in the market 16. 0557 03: Now let's talk about documenting your solutions. This is something that happens so often. And the problem is that we trust our memory way too much. And we don't realize because we forget how much we forgot. So we forget what say, over a week, we forget 700 things, but we only remember forgetting or realize we forgot maybe 70 things. So there's the 630 other things that we forgot, and we forgot that we forgot. How do you like that? So, um, this is the major problem right here. And the reason this happens is because our entire educational system is based off of short term memorization. And when I say entirely, I am I purple izing. But the point is, you take a test and then if you forget, and that's okay, maybe after review for a final or mid term. But after a year, you can forget for the most part. Another are exceptions to that where one course builds on another or math and science. Certain things build off other things, but even though in those courses they do a lot of review because they know people are forgetting massive amounts of information, Now, how does this all relate to documenting your solutions? What it means is that a lot of times what people do is they'll find a solution, they'll implement it. And during implementation, there's gonna be all these little bits of trial and error. Where you searching Google? Maybe you talk to somebody, you read some stuff and you eventually get to the solution. But what happens is number one, this stuff gets lost, and number two, this gets lost. So you implement it and some of these mistakes. I mean, it's not gonna come up again for a month, three months, six months. And so when it comes back up, you've completely forgotten this and you don't have any of this. You've lost all of this. So you're back at whatever little action step you wrote into the Mistakes Journal spreadsheet. And so now you've got to redo this. What say our to our three hours of work that's extremely inefficient. So you need to document your solutions so that this gets turned into five minutes or 10 minutes. And if this is a mistake, that's gonna come up maybe once every three months, once every six months. What's multiply that by our 10 year. Well, that's gonna be once 1/4 every three months. That mistake is gonna happen 40 times. So if we get it down from what say two hours to 15 minutes, 120 minutes to 15 minutes, Uh, that goes in eight times. So but that's not okay. We're looking for We're saving an hour, five minutes each time. And we're doing that 40 times. So roughly, we're saving 4000 minutes, which is, uh, 600 hours and change. It's 600 60. Um, but it's something like that, Uh, or maybe 6 40 So it's something around 600 hours. Let's say your time is worth Let's just be really conservative. 20 it an hour. So 12 a. D. Okay, so that's $13,000 that you're gonna save over 10 years. Um, just by documenting your solutions. So this sort of math that takes you 30 seconds, 60 seconds back of the napkin type of stuff, it's going to give you a picture of what this is worth. And 10 years is conservative because this stuff is gonna usually happen even longer than that. Now, the best thing is when you can skip this when you don't even need to document because you build a system that prevents it. Okay, so that's the qualifier to this is that prevention always is better than cure. So if you can build that prevention in, you can save big time also in big money. But when you do when it is going to be a cure and you can't prevent it than what you want, you want that cure Teoh be as fast as possible, and the way to do that is the document. And there's two main ways to document number one is you right? A step by step, And the best way to do this is create a checklist. You put that in one note, and then you organize it according to, uh, your info or system, and for that you're gonna want to go into the mastering productivity force. I teach volumes one and two, especially to, um, and then other option is to make a video screen capture. And if you can screen capture, if it's on your computer and really mean even if it's not, you can take out your phone. You can capture your your video with your capture screen with your phone, or you can use a screen capture application. Or if it's something that's not on the computer, you can also write that up. But this is really, really powerful, and you don't see the benefits immediately. But you do see it over the years. And, uh, for example, any time I have a computer problem in my computer section of one note, I have a page that just is for computer problems. Log about the date I put a quick one line description, and then I in Dent and I talk about the solution. What I did. And if it's a huge solution, I may create a separate page. Create a checklist. A lot of times, these things air really simple. It's just download this thing or do make this little change, and you can put in a few lines and you don't need to create a separate page. But this is the sort of thing that you build up stuff over the months and years where you never have that situation where you know you solve this problem a year or two ago, and now you've got to spend and just waste three hours. And it's not just the time and the opportunity cost and all that added up. It's also you hate doing it and you're using quality energy in time, so it's in your way. You can't do anything else until you fix this problem. It's a huge headache. It sort of ruins your day. It puts you off schedule, it bumps everything forward. So you gotta reschedule stuff. So this this is a real life saver and you really start to see the impact after three months , six months, 12 months where you can come back to this thing and just find everything where you were looking for it. So it's really two things we're talking about documenting solutions, and we're talking about You need to be able to find these later on. That's why I spent all this time talking about memory and how much we forget is you're not just gonna forget that you wrote up the solution. Uh, you're well, obviously you're gonna forget everything in the solution, But you're also going to forget that you even made the solution and that it even happened two years ago or it'll be very vague memory. So you need to have a place like this where you have everything in one place and you need to remember that this exists. You need to remember that this lock exists. And what that means is you need tohave an information organization system, and you want to be linking pages together just like a website. So you wanna have one main page where you keep all your major projects, all your major stuff, and then you can go in there and really easily find this sort of thing because you don't want to end up spending an hour just searching for where is my log of computer issues so you can waste time in a lot of ways. You can waste time by recreating your solutions checklist. You can also waste time finding your solutions checklists sometime. If this would only save you 30 minutes would take you two hours to find the thing. You're better off just forgetting it ever existed and recreating it from scratch. And that really sucks when you have to do that. This is one of the major things that motivated me to build. This information organization system is having that that feeling that just sinks in your stomach when you know you've done the work and you have it. But it's gonna take so long because you have no organization and you're literally gonna be looking through thousands and thousands of files and there's a chance even when you do that , you're not gonna be able to find it. So this is something that is just a huge, huge benefit, just documenting your solutions every single time. And these are things that you can also remember what I just said, a video or two ago about think about all four areas, more time for your health. You can share these ideas with other people in your personal life. You can share them with colleagues, and you save time and money. So these are the sorts of things where it affects every area of your life. Every air of your life affects every other area, and solving these problems gives you benefits in every single other area. So by far, one of the most important things you can do is when you come up with a solution documented , ideally, create a system so you're preventing this, and you don't have to think about a cure. Ideally, make it a system, um, so that you don't need to remember it. And one way to do that and we'll end on this is to make it part of a routine. So it's like you have routines for maintenance on your car. You have routines for maintenance on your body is you bring that in either on a cordial you year, we or every few years you get routine checkup to prevent bad things from happening in the first place, changing the oil changing whatever. So sometimes you can build a routine as part of a system. Sometimes you can build a system where you don't even have to think about a routine. You don't have to schedule anything, so there's a lot of different ways you can do it. But the important thing is unless you have a system that you've already thought up, how exactly you're gonna do it, and this often takes quite a bit of time. Uh, the first thing you always want to do is document your success, document your solutions and save them somewhere where you're gonna be able to find them later on. Because if you don't do that second step, you're basically wasting your time 17. 0557 04: in this section, we're going to talk about remembering and implementing solutions. So we touched on this briefly in the later part of last section. But this is where we really get into the nitty gritty and tactical side of how do you do it ? So the first step is we're going to talk about your Friday routine is when you go into your mistakes. Journal. When you add things to your mistakes. Journal when you find solutions for things that are in your mistakes. Journal. Second thing we're to talk about is spaced wraps, spaced repetitions. That's how do you remember these things and train yourself? How do you get deliberate practice? Because sometimes the solution to a mistake is building a skill. Sometimes it's having some knowledge that you can retrieve. It's not always the same thing, and you saw that in the accelerated the learning the hard way. Siri's where there was a course on deliberate practice. There was a course on taking action, and there was a course on memorization because sometimes all you need to do is memorize information. But sometimes you need to do that deliberate practice. He build a skill sometimes, you know what to do, but you can't actually do it. The hand eye coordination, the practice. He can't do it in the moment. And then sometimes you just need to take action. You need to have a check list in front of you. You need to memorize the checklist. You just need a have it in front of you and take action immediately. So building knowledge, learning it's not always after the same goal. Sometimes it's a skill, sometimes its memory. Sometimes it's taking action on something, and so we're gonna be talking about that here with space reps and and when those apply when those don't apply. Next thing we're gonna talk about is the belief generation and what that is is. It's, Ah, continuation of what I talked about a few videos ago with How do you motivate yourself and get yourself to do stuff? And we'll be talking about some techniques, such as visual ization, which actually also plays a part in space repetitions and a Monix. We're also to talk about role models, and the reason why we're gonna be focusing on these ones, especially is because these are ones that a lot of people don't give enough weight to, but they're extremely powerful. And 1/3 1 is We're also going to talk about objections. We're to talk about taking care of your own objections upfront so that, um so that they don't happen. Wait, Iran. You always want to do as much of that preparation as possible. And finally, we're gonna talk about how to get as close as possible to your calendar. So any time you're talking about implementing anything, how can we get Aske Llosa's possible toe where you're looking each day and where you're most likely to take action? So say it would be cool to do this is not as good as, Hey, it's a block in my calendar and it's the first thing I'm gonna do that day. So that's what we're gonna be covering here, and this is going to get you to the point where you're not just coming up with solutions. You're not just getting good ideas and coming up with things that you can implement, but you're actually doing them and you're doing them consistently, and you set up a system and a routine for processing your mistakes so that you're consistently improving every single day. every single month, every single quarter, every single year and beyond. So we start with that routine, and then we're gonna go through, had some tactics for how to actually get yourself to do a consistently weekend week out. 18. 0557 04: first thing we're gonna talk about is your Friday routine, and this doesn't have to be on Friday. Another idea you can do is put it on Sunday when you do your weekly planning, and this is something you would do before. The reason I advise against doing that, especially when you're just getting started with weekly planning, is this is a considerable amount of time when you're really doing it correctly. Meaning you're reviewing the past week. You're looking at the mistakes you've made. And, um, how you're improving your processing, a lot of information and you're looking at your to do list. You're looking at your all your projects are currently emotion and that you may want to put in motion. You're reviewing all these different things, bring him into one place, and then you're scheduling and scheduling itself is a very difficult problem. Computational e. Very expensive. Um, so adding this on top of it can be a little much, but whether you do Friday, Saturday or Sunday, you want to do it before your weekly planning because you want to integrate these, uh, the solutions or putting time into it into the the following week and So that's where you want to get that into your schedule and not have toe wedge it in after the schedule is already made. So what is this routine actually look like? Well, number one is you want to get those mistakes into the Mistakes Journal. That's number one in whatever stage there in so may just be the date and the mistake. Or you may have some analysis and even some ideas for a solution. So there's the point. Here is first you get it in and then you start filling in the blanks, and that's not too difficult. We already talked about that, so he analyzed it. If you need more room, you go into your document link. Then you come up with multiple ideas for solutions and u turn the best one into an action step. And remember, we're getting back here to problem solving. Whether you identify the problem, you look for the root cause sometimes not always. You come up with a list of solutions, you measure them, which is basically what decision is, and then you act. So this is the problem solving process that you're going through as you're dealing with each one of thes mistakes. And sometimes you realize that there's that intermediary step where you don't even know what the root causes. You don't even know what the best what any solutions are, let alone the best. You have no idea how to measure various solutions for which one's better. Which one's worse. So your action step at this point is I just need to figure out the root cause maybe you talk to an expert, Maybe you go read some books. Okay. Really Depends on on what the situation is. So your your action step may just be one of thes intermediary steps and then you come back later and you make sure you get all the way eventually to the end. But sometimes one little mistake and make you realize you've got a 100 our project in your future. Teoh even figure out how you're gonna get to the point to take action on the original symptom. That what you know, that the problem even existed. So that's what your Friday routine is gonna look like. And one other thing that you may want to add to it and not necessarily on a weekly basis, but on a monthly or quarterly basis is review, and we'll be talking more about this in the next video on space repetitions. But you want to get a review of the previous mistakes and solutions, and this is going to give you a sense of your making progress. And you're getting better both at doing stuff but also solving problems, slash mistakes and sometimes with a review, you're just looking at it. Sometimes you want to put together a one pager. What did you learn from that? And keep that. So that's another thing that you can do. Anytime you're putting stuff on paper like this, you can capture for another review later on. That can be useful. Um, but it's also a way to make sure that you're thinking enough about an issue. And you're going deep enough because when you try to write and you don't have the good ideas or you haven't done enough thinking on it than that comes through in your writing in a way that it's it's not as easy to measure when you're just thinking ideas and thoughts in your head and it's going by like a stream. So that's the Friday routine you set up a time to do it every week. You put that into your schedule. It's got to be before your weekly planning because you want to be able to integrate these actions thes solutions that you come up with. You want to be able to integrate those, and I would get you Give yourself an hour for this, especially when you're starting out. Eventually, you can move to 1/2 hour really depends on how many mistakes you're getting. So these air Ball Park figures to get you started. Ah, so you get him into mistakes journal you, Bram through this problem solving mistake solution process. And you also do a review on a monthly or quarterly basis to see your progress and to see how these various things air doing. That's why we have the various types of status so that you can see. Okay, I have identified a solution, but I have I implemented it yet have identified the problem, Or do I just see the mistake? Haven't gotten to that route level where I really know what the next step even is 19. 0557 04: we're getting back to that theme from before of you will forget everything. And so this is Theus. Assumption You start out with and you move from, which means you will forget where you put your mistakes. Journal. You will forget to right down or capture your mistakes. You will forget how to format your mistakes in your phone or out in your notebook. The you will forget the solutions to your mistakes. You will forget the mistakes as well. You're gonna forget every single thing, every single column in every single row. You're gonna forget to do your Friday routine. And this one is especially true in the moment. And so what is the solution to this? The solution is spaced repetitions. You need to figure out a way where you're gonna get spaced repetitions that are gonna prevent you from forgetting each one of these things. So let's start right here with the routine, because the routine is sort of a backstop for everything else. What's scheduled this right now in your Google calendar, Every single Friday, you've got that in your calendar, you see it and maybe you even get notifications. If you're using my paper calendar system, the weekly planning system, then all you really need to do is have it in there. But if you really want to make sure that you don't forget, maybe you're somebody who doesn't use your Google calendar that often, and you don't check it or look at it every single day. You could still miss this because you're not. You stop using it. So that's why I was It's a paper thing you're using every day or you're getting email notifications. They got rid of SMS notifications. Unless you're getting those notifications, there's a good chance you're not going to do this. Next thing is, how do you remember those solutions that you came up with? Well, one of them is. Once you've got that action step, that action step goes in here. It gets scheduled. So you schedule time to implement that solution. Whether that solution is a system or it's to do something once or whatever else, Okay, but it gets scheduled. You give time to it, you allocate time to it. But sometimes it's something that's in the moment, and this is where deliberate practice comes into play and this is where actually visualization comes into play Visualization is something that a lot of athletes use. It's something that basically every professional memory champion uses. Visualization is the key to unlocking the power of your memory. And the reason why is as animals, we developed an ability to memorize locations to navigate a lot of different locations. Remember, Early Man was, Ah, hunter and a gatherer and nomadic, and our ancestors are the same way. So they have to be able to remember a lot of different areas and hunt and gather and remember, where are those good places to hunt and where the good places to gather So our brains we have hardware to do somewhere to ah, GPU A GP was a graphics processing unit in your computer, and we all know gaming computers. They've got these huge GPU. Sometimes they even have two of them, or three of them wired together in the computer, and they get really hot and they've got their own fans, and sometimes they've got their own cooling. Think about what is a game need. That or game needs that because it's your computer's creating that three dimensional representation of the game environment, and it's doing it. What say 60 frames a second or ah 120 frames a second. So we're talking about just milliseconds to create an HD image. That's two million pixels, which is 1000 80 by 1920 which is what high definition resolution is. 10. 80 p right here. So it's creating two million pixels, Let's say 100 times a second. So that's 200 million pixels a second. That is generating. All right, So what am I getting at here? The power of your memory is that your brain has a lot of hardware pre allocated space for processing visual stimuli and creating this sort of environment for you, this internal model for you. And so the trick is, Well, how can we get this to do work for us? This is actually something that is changing with big data, with computers with encryption and Bitcoin and artificial intelligence. Big data. Parallel processing is getting these GP used to do work and do work very fast so your brain can take advantage of this internal GPU to memorize stuff. And that's what visualization is. Visualization is he Close your eyes and you imagine yourself moving around an environment, and we all do this. If anybody ever asks you for directions the way you give them directions as you pull up, sort of close your eyes and you walk around with your mind's eye in your house or from point A to point B. And that's how you give directions. So not 100% of people have this ability. There's there are some people. It's usually, you know, 1 to 3% of any class or audience that I teach. But there are a few people that just don't have this or are very weak in this area or have never trained it or used it. But almost everyone has it, and it's Ah, it's the most powerful way to memorize stuff. For most information, it's not always the best for everything. There are other techniques, audio based techniques instead of visual based, Um, but this is really, really powerful for memorizing stuff, and also for preparing yourself when you're practicing to react in a different way in a certain situation. So one way you can practice that is you can do role playing. This is like when a boxer is role playing with another boxer who is pretending to be the actual opponent that's going to be on game day. So this is a way of doing the equivalent of role playing without having anybody else around you not needing that. So visualization allows you to practice in your mind, implementing the solution when the problem comes up. So what say one of your things is like I had an issue of eating late at night and just going and getting something. It usually wasn't healthy. So to to use visualization, that situation, I would visualize myself in bed thinking, I'm not gonna go to sleep for a while. I want to eat something. And then what is gonna be that new pattern? What's gonna be that new routine? And a routine is usually a bunch of different things connected together, and the way to connect these things together is to practice doing them in that order. So one is a cue for the next one is a cue for the next one, and one of the ways you can do practices actually doing it in real life. The other way is visualization. Now. One repetition of visualization does not equal one wrap of doing it in real life. Ideally, want to combine the two. But this is something that you can use to get repetitions of doing something that maybe you're never gonna be able to do in real life. So there's certain there certain professions where this is true. Like for astronauts. They don't do a practice. Usually they may practice in a simulator, Um, which is just another way of doing a visualization, Um, but I'll give you another example is surgeons. Surgeons will literally visualize for half an hour or an hour doing an entire surgery. Sometimes these surgeries are hours and hours and hours long they'll visualize doing the entire surgery, and the great ones will notice something that could have gone wrong in their visualization and then correct for it before they do the surgery. In real life, what they'll also do is because they have that visualization. They have sort of a movie of what it should look like, and then when they're actually doing it, if they see differences between their internal movie and the actual experience that immediately tells them, and it allows them to react quicker and toe to see mistakes that the otherwise may not have seen because they're comparing it to their visualization. They had nothing to compare it to. This wouldn't work as well. So let's keep on going. That's practicing, making sure you remember your solutions. Another thing is like we talked about earlier, How you remember where that page, where you rode out. The solution is or where is that video that you made well, that you want that to be linked to a larger document? That's a log of every type of mistake like that. And eventually you want that to be linked to a centralized location. Or you wanted to be part of a information organization system where you know where it's it should be, and then you just go there. And there's only gonna be a few other things in that folder or in that section of one of and what I do is I combined the two of thes. So this whole thing about having a centralized location, this is something I haven't talked about anywhere yet. And I'm gonna be talking about this in my course on one note. But this is already available, and this serves as a redundancy to this. So one of them doesn't really replace the other one. Okay, So number three how to format mistakes? You have the examples right here. And if you're coming back here, we quit. You're going to see it so many times, you're gonna get spaced repetitions you're going to remember. Next thing is how you remember to write down mistakes. Well, one thing is you're gonna have that note in your phone, and you're also gonna have this weekly routine. So that's going to remind you, if you forgot to write it down on Tuesday, on Friday you're in the mistake's journal. You remember it and you write down the mistake then or when you're doing your weekly planning. You're looking back on the calendar of the previous week and you see stuff that came up. So those systems are there to help you remember to do it. And eventually, as you start to see more success and solutions from your mistakes journal, uh, you're gonna get more motivation to write stuff down and capture it, and you're going to see how much value you get out of it. And other things like telling other people about your mistakes journal, sharing your ideas. It's gonna make him or part of your life part of your social life, and that's going to make it more ingrained in your thinking. Finally, where did you put your mistakes Journal. So how do you remember to do that again? Going back here to put in a centralized location or link to it from a centralized location , like a table of contents or something similar. And then also make sure it's in the proper place of your information organization system. So at every level you want to be thinking about, where could stuff go wrong and then make sure you have a plan for spaced repetition and make it so that even if one of these you forget or two of these forget songs, you have that Friday routine you're going to remember And one little hack, which is this is something that I teach in the weekly. Um, planning is this is gonna be a Google doc. So what you do is for each day of the week, you have ah bookmarks folder in your, uh, in your bookmarks, and it should be in your bookmarks bar. So you have a bookmark folders that says days and inside days you'll have a sub folder for Friday. And within that you'll have a link to your mistakes journal. Uh, Google? She. So every Friday you can open up all the thought, all the websites that are related to doing your routines that you do on Friday. All right, so that's something that I talked more about in my weekly planning course on mastering planning. Um, but I will. I'll give you that sneak peek here of that's how you organize this stuff. So there's multiple layers in a multiple levels. You've got reminders in place to make sure you're consistently doing this every single week . And as after you do it for a few months, it's just gonna become second nature. So, uh, in the beginning, that's when you're most likely to fail. Is when you haven't done many repetitions yet. Once you've done a ton of repetitions, it's a lot harder to mess it up. But it's when you've only done one or zero repetitions where it's easy to go off and get distracted and do something else. So remember, you're gonna forget everything you need to have a plan. You need to have systems. You have routines in place. They're going to make sure that you're gonna get reminded over and over and over again until you really build up enough repetitions to make it a permanent part of your life. 20. 0557 04: No. Let's talk about belief Generation. First, we'll go to the drawing that I did earlier. You've got your main argument, which is it's a good idea or I want to implement ex solution. Okay, this is that. That's the head of your argument. The's air, your supports, thes air, the sub arguments. In a political sense, these would be called a the platform's. Is these the major planks of the platform that say, Okay, vote for me because I'm gonna do these major things, and then you have specific piece of evidence. Well, this study says that we should change the tax system in this way. This this respected politician says that we should change our foreign policy like this. All right, so these are the planks, and then we ever evidence here. Fallacies come in. Basically two flavors. The first flavor is you make a connection. That is not logically valid. The second is that you give more weight to a piece of evidence than it really deserves. Okay, so and the third piece, which is sort of a meta analysis, is that you're gonna forget things at multiple levels. Remember, we send that you're gonna forget this this idea itself of you should do X. And so that's one of the reasons why you you would end up not doing. You're gonna forget the reasons, and then you're gonna forget the evidence. All right, So you're gonna forget stuff at multiple levels And to really believe something, you need to get enough repetitions at some point that at least this sticks. Okay, The interesting thing about believing something is that you just need to establish this once you can actually believe this. Forget any of the reasons why you believe it, but still believe it. That's one of the magical things. The other interesting thing is that you can forget all the evidence, the specific pieces of evidence for believing some some sub argument. But as long as you still believe this and as long as this connection is still here meaning it's not Xed out anymore, then you're gonna believe it. The other thing is, let's say this connection is actually broken. What say it doesn't logically make sense and there's a gap here. Well, as long as somebody makes a full, it a fallacious argument where they can link it at either, usually at some sort of emotional level where they make an association that's non logical. You will all the power of this argument, and these piece of evidence will carry over. So why does all this matter all this matters? Because if you want to get yourself to do something, implement a solution, you need to believe that you should want to do it. And so you want to have an understanding of the structure and you want to build it out and you can visually see on a piece of paper. The more stuff that's here, the more that it's waited, the more likely you are to take action. So what's talk about some stuff that we were, uh, the three big things here, So the 1st 1 was visualization. Second was role models. 3rd 1 was injections. Objections say, Hey, this connection shouldn't exist. Or they say, Hey, this should not have this much weight. This is lightweight. It's not a heavyweight. So objections attack specific either connections or arguments slash piece of evidence and you want you can basically uses to argue against yourself and find the objections that you're to come up with is in the moment you say Oh, yeah, I remember. I'm supposed to do acts, but what about this? What about this objection that I just thought of? Oh, you know, maybe maybe I don't want to do it anymore because of this objection. This cancels out all of this stuff. Thistle Objection. Cancel out all the stuff. So instead, you want to preemptively say, Well, actually, this is not true. This objection is not true for these reasons. All right, so that's objections. That's pay handle objections. Second, his role models role models are very important because the reason you want to do something often times really almost all the time. Eventually an argument goes up. Teoh your identity of who you are, who you want to be, and your identity is shaped by role models. There's a lot of questions about how do you really define somebody's identity? But a big part of it is the various roles that you play, the various hats that you wear, and so you have role models that teach you how to play each one of those roles. And these roles are what basically means success or failure in every area of your life. So whether it's professional personal relationships or health. Okay, so role models are very valuable. And if you see a role model doing something, that's gonna be a major heavy piece of evidence for why you should do something. That's way of basically outsourcing thinking this role model plays this role very well. So why do all the research yourself if they play the role? Well, that means most of their decisions air probably good decisions. So why not just copy their decision? It's probably gonna help you get to this. What people often forget is you have a role model and health some. But there, those decisions actually do effect all three other areas. And does this person have a great professional life? Personal life relationships? Sometimes people that are great in their professional life don't have great relationships. So you model what they do professionally, and that person does, you know, at home they behave the same way they do it, work at work. That pattern works of behavior at home. It doesn't. And so they're dysfunctional here. So you want to be careful about using your role models. But the point I'm trying to make here is that any evidence that uses a role model is going to be strong, and it's strong because it's related at a close level to your identity. And, uh, this is why, for example, celebrity endorsements work so well. You wanna wear those shoes that your favorite athlete wears well, Why is it because you believe that there's a strong cause effect relationship? Or is it because that person plays a certain role and you want to feel similar to that person internally? But you also want other people to see you as similar because of how important it is, how important roles are and being successful socially. All right, so role models are very valuable, and a lot of people don't use this enough. There's a ton of emotional, uh, strength. Even if they're not necessarily super logically strong, it's strong enough, and it's it's, ah, definitely a heavyweight. Another thing is visualization. So what visualization does is to give you great spaced raps on doing whatever it is, uh, taking whatever action that you're gonna take. And visualization also makes specific things stronger. So if you're watching a video of a role model versus just reading something, this is probably gonna make a stronger visual impression on you. Emotional impression versus reading Now part of what makes people enjoy reading is that they can visualize what the author is describing, and so that's what makes it an enjoyable experience. Somebody who doesn't do that doesn't visualize, isn't going to get that great experience, and they're not going to read. They're not gonna enjoy it. So visualization is a very powerful way to get spaced repetitions that are gonna make individual piece of evidence stronger and stronger or weaker and weaker. Ah, lot of people don't realize how important just the effect of space repetitions is on, whether it's, say, corporation marketing, a product or a political politician running a political campaign. Just repeating something over and over turns out to basically be the most effective strategy for persuasion in a lot of cases, when you're dealing with something like a 32nd clip where it's almost impossible to lay out any sort of complex argument. So because time is so short spaced, repetition is what gets people to believe something, and just repeating something over and over again will make you believe it more. This is one of those quote unquote fallacies, or heuristics that we talked about earlier. And these air really important to understand because they affect what you believe and what you don't believe. And sometimes you can think you believe something, but you actually don't believe it. And getting those repetitions will help. You actually believe it's a point where you, um, where you act on it. So these are things that are incredibly important. And when you see yourself not acting on something that's your cue to come here and think about what are my reasons for doing something? What are the objections? How can I get additional space repetitions? And how can I use role models and visualization to build stronger foundations for this argument so that I can actually get myself to implement the solutions and change my behavior in the moment so that I'm reacting in the proper way so that I, in that problematic situation I love no longer make a mistake. But instead I implement that new solution. Okay, so that's the purpose of all this. And if you're looking for ideas and you forget some of the stuff which you and data, we will just pay attention to the abs you see whether it's on TV on the radio, um, in movies, product placement, magazines, newspapers online. Look for what methods they used to convince you, and then just use those same strategies on yourself. Look for what works for me, what's strong for me, and then just use that on yourself. So that's the best way to figure out what's gonna be effective. For you is look out the decisions you've already made in your life. What were those key factors that made you decide? 21. 0557 04: Now let's talk about your calendar, and it's something we have touched on, so I'm not going to belabor it. But your goal is always Teoh. Get time allocated on your calendar to implement the solution. All right, she get into that calendar and you allocate a block of time or two blocks of time or whatever. And if you if you allocate an hour and it takes more than an hour, then when you finish with that, our and you write it in your calendar, you also go into your calendar and enter a second date. When this one's finishing even more time, then you schedule some more time for later in the day or next day. Um, and if you're done and then once you've done that, then you can cross it out and you circle it and red if it's something that still needs to be taken care of, and that's how you make sure you never let stuff fall through the cracks is you never just leave something without taking the next step. So that's the calendar. It's making sure that you're getting as close as possible now, maybe can't get this close. You put it in your to do list. And maybe it's a to do to do today. Maybe it's this week. Maybe it's this month. Maybe you don't want to schedule it, but it gets turned into a project and that gets put inside your information organization system or a table of contents. Maybe it's linked to your centralized location for personal, for professional personal relationships, health, and it goes in a subcategory there. Inside one note again. Take my one No course if you want to learn how to do this centralized location thing, but you can see this is ideal because we're scheduling actual time. This is okay. It's going to do lists. It'll get taking care of eventually. But there's more room for error and then just putting into a project that means you're putting it off too much later. Well, you're, for example, doing your weekly planning, and you look at all your prod available projects during that week with planning, so there are multiple ways to do it, but we can get into your calendar and allocate some time for it. That's always gonna be the best, because that means that you're guaranteed at that particular piece point in time to get that thing done and spend some time on it. So your goal should always be able be doing this. And if that's not gonna work, go here. And if that's not gonna work, go here. 22. 0557 05: Now let's conclude by doing a summary of this course. First we talked about capturing your mistakes. That's the first step. Usually, you want to do that in your phone. Then on Friday during a weekly routine, going to get those into your mistakes journal and you're gonna come up with solutions that all happens during your Friday routine. The third thing is, how do you make sure that you actually get these done? Implement them? We talked about you want to make sure you get into your calendar whenever possible and if not either to do list or project one pager. And remember, with all of these courses in the Siri's thes courses, air interconnected in a larger learning project management information management system. So if you don't have these other systems in place, this isn't going to be nearly as effective as if you do. It's still gonna be effective because you're still ultimately keeping your solution ideas on one place. But let's what's talk about the other systems and the reason I'm not including this stuff. Here's it just goes beyond the scope, and it would take way too long you're talking about you would need a 30 40 hour course to cover all these dependencies. So that's why don't include these, um number one. What say The mistake is something that's your any need to create a learning project just to solve? You want to check out my Learning Projects organization, which I believe is Volume eight of Learning the Hard Way. Siri's Number two information organization. This is in mastering productivity's E volumes one and especially to okay, lets say you need to create a project, a general project, and you want to create a project. One pager that's gonna be my one pager project management course. What say you wanna have that centralized locations within one note? We want to take my one. No course. These two aren't out at the time of this recording, but they probably they they'll probably be out by the end of 2016 and probably B by the end of quarter three. So then we have planning. So to a certain extent, hourly and daily planning, which was the first course in the mastering planning. Siri's, but especially weekly so weekly planning is gonna cover how to set up routines and keep those in a centralized location also how to do your weekly scheduling on Sunday. Just what I referred to earlier So you can see these systems are here both for two main reasons. There's two major types of systems in here. The first is for organizing information and projects. The second type is about allocating time. Okay, so planning and also project management, which is also, uh, more on this time side of things than just purely storing information that doesn't have a time element to it. So these two things, when you make a mistake, you have to have the right information. You have to be storing that information about the solution about the problem investigating the problem. But you also have to eventually get to the point where you're implementing a solution and to implement something requires that you're planning and you're making time to do that. So these are the two major systems that you want to think about in my life. Do I have those systems in place? And if not, the courses are here for you to be able to build those ultimate way, this is the key that if you're just going to implement a single thing, go into your Google calendar set this up and you can even put a link to the Mistakes Journal inside the calendar event that's going to show up every week. So all you need to do is go into your calendar quick on the link and you're open up that mistakes journal so you don't have to do everything perfectly right from the beginning. The important thing is, make sure you're doing this every single wait a week and you're starting to get those space reputations. And as you get those repetitions, you're gonna start to get more sophisticated or to start to be able to handle bigger problems, more mistakes, more issues and get more comfortable doing that. So that's it for this course, you've learned how to capture them. You've turned, learned how to get him into your mistakes journal, turn them into solutions and then implementation and implementation in terms of the calendar that takes for granted that you're motivated enough to implement the solution. But oftentimes there's problems with either motivation or in the moment, remembering and being trained to react in a different way in that problematic situation. So we talked about specific techniques for building you know your argument for why you should do something and then and remember this. If you want to learn more about this sales in my business the hard way Siri's and then remembering and training spaced repetitions of the training especially that's deliberate practice, which have leaves Volume seven of learning, uh, the hard way. So a lot of different skills here that all come together to eventually every single time you make a mistake that's get getting taken care of and you have a system. So that stuff is not falling through the cracks. And you remember, if not exactly, at least roughly when we were talking about $13,000 we're talking about numbers larger than $100,000 over looking at over just a single decade, the amount of impact that these solutions can have in terms of saving you, hours of time, money that you wouldn't have to save opportunity, cost and also just avoiding doing that low quality work, pushing stuff off, having a reschedule all these things that happen because you made those mistakes so eventually it's not necessarily that you're getting rid of mistakes completely, but you're making new mistakes instead of old mistakes. You're making high quality mistakes, no low quality mistakes. If you're pushing yourself to do new things, take on more. Be a leader, take on more responsibility. Then you're gonna be making high quality mistakes because you're going to be doing new, difficult things low quality mistakes when you make the same mistake over and over. And the system is designed so that you stop making low quality mistakes and instead you build solutions. You build systems, Remember, announce of prevention is worth a pound of cure or a gram for my international students. I know I haven't been good on that so far, but ah Graham of prevention is worth a kilogram of care. Uh, and when you have the system and you're using it, you're to be making high quality mistakes, meaning you're gonna be doing new things, taking on more, doing more, doing more difficult things and growing. So if you have any questions or comments, as always, you can leave me something in the discussion section. I'll get back to you or send me a private message and you can get in touch with me through there. Um, thank you for taking the course I will get back to you if you send me any comments or questions, and I'd appreciate if you leave a review. Um, that's a great way to give me feedback. Let me know how I'm doing. And also let other students who are thinking about taking the course give them some information on why they should take the course or why they shouldn't. But I always do appreciate getting reviews. And, uh, if you've enjoyed the course or even if you haven't leave me review or send me a message, give me that feedback. So I know what mistakes I'm making, and I can improve on those avoid, make them in the future and push my teaching to the next level. Eso Thanks for taking the course, and I'll see you in the discussion section.