In the 1950s and 1960s, researchers who needed to share their work with their peers faced a common struggle.

Communication was a high-friction process. If you sent a report via the physical post mail, you waited for weeks to get a reply.

Take James Watson and Francis Crick from Cambridge who were following up on the DNA model by American scientist Linus Pauling. They sighed as they had to wait for weeks for the feedback via boat.

The alternative, a long-distance call, wasn’t cheap or convenient either. American Telephone and Telegraph Company (AT&T) was the monopoly and charged a hefty price.

Moreover, you had to have all the scientists you were contacting ready and waiting on the call at the same time.

Then in 1971, everything changed.

Ray Tomlinson was trying to figure out how to send messages across computers over a network and sent a test message, a random string 'QWERTYUIOP' and it worked.

Electronic mail (e-mail) now meant that you could send and receive a message, not in weeks, but in real-time.

For ARPA Director Stephen Lukasik, in 1973, he loved the efficiency of email so much that he forced his entire network of directors to use it to reach him.

He even lugged a 30-pound portable terminal on trips just to stay connected. He would dial his Texas Instruments Silent 700 terminal every hour just to check his messages.

However, by 1973, he would confide to his directors about how e-mail was already overwhelming him.

“Larry, this e-mail is great,” Lukasik told him, “but it's a mess! I can't keep track of anything.”

The tool that brought in magical efficiency was now the same one that was bleeding him dry.

To circumvent this, they would develop Receive Decks (RD), a macro-program that helped email users to list, filter what to read, and delete the rest.

A few years later, Donald Knuth, a Stanford computer scientist and an early-adopter of e-mail would also complain how it was now threatening his ability to complete deep meaningful work.

To get on-top of his work, he decided to adopt a more brutal approach by deleting his email address stating,

Takeaway This Week

This week we revisit the idea of toxic utility, a concept describing how the tools we use also end up distracting us from our work.

Email is one such tool. We need it for work yet it can distract us from doing any work.

Back in the 1970s, early-adopters of email observed how they were now overwhelmed by the same tool they loved for its efficiency.

For Knuth, he adopted the more brutal approach - abstinence. However, we can’t quite adopt this because we rely on email for work.

Instead, we look at Lukasik’s approach to re-architect how we approach email to use it without being distracted. When email became a chaotic pile, he adopted RD, a tool that filtered what emails he saw.

I also do the same thing, except my filter is smart enough to learn.

SaneBox sits on top of the email I already use and quietly triages it: anything that isn't genuinely for-me-now drops into a folder I skim once a day, in one digest, on my terms.

Senders I never want to hear from again go into a black hole and don't come back.

Nothing gets deleted and nothing important gets missed. I just stopped being the sorting machine.

SaneBox doesn't fix email, it fixes my relationship to email, which is the only thing the last fifty years say is fixable.

It moves you from an uncluttered mailbox where important messages are mixed with ads and irrelevant promotions such as:

To here, an organized mailbox where you can view all your important emails in the inbox at a glance:

It truly works for others.

And will work for you. Test SaneBox free for 14 days here.

Struggling to Focus Outside Your Inbox

Taming your digital environment is only half the battle.

But there’s a second inbox that never stops pinging, your home. It has no filter, and ignores your calendar entirely.

If you’re running this as a working parent, Bloom Parentify is built for exactly that squeeze - “a system for protecting deep-work blocks around a kid’s schedule instead of around your ideal one.”

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

Back in 1977, Apple released the Apple II computer for the mass market, generating $770,000 in its debut year. Externally, it was a success.

However, Jobs knew something. He knew that the average consumer wanted something easier to use than typing in commands.

Instinctively, he had a hunch that there was surely a better way to use a computer but he had no answer what it was.

At Apple, they were experimenting with new technology, the Filer, a text-based menu that asked a user many questions before doing a task.

Later in December 1979, Jobs visited Xerox PARC and Larry Tesler demoed the Alto computer which used a mouse and a Graphical User Interface (GUI).

It was after that demo that Jobs paced around the room very excited. He had been blinded by the GUI and shouted;

For years, Apple were trying to force the human to adapt to the computer’s language using commands and now, the GUI reversed everything.

Now, the machine adapted to the human.

With the GUI, a cursor moved in real-time and documents looked like paper in overlapping windows.

“Within ten minutes, it was obvious to me that all computers would work like this someday.” Jobs would say.

Whenever we read that short encounter, the default takeaway is that good ideas come from collisions with unrelated fields.

And to get good ideas, we need to keep reading widely and visiting museums. This is true and works.

However, the part that is often left out is how the human who got the breakthrough idea had to hold both worlds in one skull and the interdisciplinary mind was the moat.

Only Jobs could see what the GUI and a cursor could do for personal computing because he had gathered experience over many years in the field. This experience led to slow hunches about what composed a good user interaction.

The Alto demo at Xerox PARC was just where the magic happened.

Today, AI has collapsed the cost of an interdisciplinary mind. Within seconds, you can ask your AI model to connect your problem to any unrelated field.

Which means that the advice “to be more interdisciplinary” implies to compete against the machine for what is already free.

What then is the new moat to good ideas?

When an interdisciplinary mind becomes a commodity, the value migrates to the far end of your judgement and taste.

For many years, the interdisciplinary edge used to live in the connecting. Charles Darwin read an essay on human population by Thomas Malthus and the mechanism of natural selection clicked.

Takeaway This Week

Today, machines do the connecting. The edge now lives in discernment. While a model can generate hundreds of bisociations, it cannot tell you which one matters to your problem.

It is only good taste that ensures you can develop good ideas by combining your slow hunches.

However, good taste isn’t accidental or something you are born with. It is trained by what you feed it.

Jobs did not grow his eye for good user interaction by luck. He fed it for years, focusing on his craft. But also, he added unrelated fields such as calligraphy that had no business shaping computers.

This is the pattern I adopt to develop my systems for producing good ideas. I run a 70-20-10 diet where I allocate time as follows:

• 70% - focused on my core field.

• 20% - focused on adjacent fields informing my work.

• 10% - focused on unrelated fields.

In a week, that’s only 1 hour in unrelated fields.

However, to make this work, I need a personal assistant that handles my admin tasks and tells me what is expected in the day ahead before I sit down to work.

That’s why I use a Personal Assistant Super Agent in ClickUp to handle the basic tasks such as meetings, reminders, and scheduling.

I click the AI menu in my workspace.

I select New Super Agent

I create a personal assistant super agent.

Through a set of responses, I customize my agent [try what works best for you]

Click a mix of everything for prioritization.

I want the agent to remind me every morning at 8am.

A few more questions are asked such as where to put the summaries, how to email, and where to store the doc.

Answer based on preferences. E.g., I prefer a professional tone when sending summaries and meeting reminders on email.

The agent is now live.

Now, I can run the agent and it does the basic tasks for me such as scheduling meetings and keeping reminders of upcoming activities.

By automating the basics, I direct my attention to develop the only part that’s still mine, my taste.

It is easy to get started with ClickUp, sign up free here.

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

How do you retain your mental sanity in the modern work environment?

How do you achieve a breakthrough after hitting a wall for several weeks?

The default approach is to try and work harder - put in more hours. So, even on the weekends, you try to learn new frameworks and optimize every hour.

Each time you engage in non-work-related tasks, you feel discomfort.

Soon, however, you discover that working more isn’t the answer.

“I was working 70-hour weeks but my output was getting slower, muddier, and entirely uninspired. I was burnt out but trying to cure it by working more.” A founder on LinkedIn would share.

To answer our questions, we need to look at professionals for whom, a breakthrough differentiates whether they remain as standard (“ordinary”)or get upgraded into Nobel minds.

Six years ago, Dr. Robert and Marie Root-Bernstein conducted an interesting study to learn the difference in problem solving among standard and Nobel scientists.

The answer would show that the scientists who remained as “ordinary” hyper-specialized. If one was a chemist, they only filled their hours with chemistry.

They only had one scoreboard.

However, their counterparts, the Nobel laureates, had two scoreboards. They were great at what they did - Physics, Chemistry, Literature, etc. - but also pursued a second serious hobby alongside their work.

The laureates were 2.8x more likely to become amateur dancers or performers and 7x more likely to be visual artists like painters.

The pattern would be repeated across history with Einstein playing the violin and Max Planck playing piano at a concert-level.

On the surface level, it might appear that the insight is to intentionally cultivate a hobby to engage in after a day’s work.

However, if we look more closely, we observe that the second scoreboard did more than help the high-achievers rest and relax.

For the Nobel laureates like Planck and high achievers such as J.C.R. Licklider, they achieved breakthroughs when they engaged in creative imaginative tasks such as playing music while away from their desks.

Most importantly, it was a hedge for mental sanity that protected them from the volatility of their careers.

The scoreboard was a cushion that made their life worth returning to, at the end of the day, no matter how badly their fared in the first.

What’s more interesting is how this second scoreboard was different from the first. There were no metrics to optimize, no audience, and the permission to be terrible at it as a low-stakes engagement.

Takeaway This Week

This week, think about creating a second scoreboard away from work. One that you don’t have to optimize and makes your life worth returning to.

It could be anything you like and makes you feel that you have won that day - baking, gardening, or even running.

The irony is that this scoreboard doesn’t distract you from work and instead protects you from it.

This way, whenever you face a bad day at work, you can still go back home, bake a perfect sourdough loaf or play a hit a new running record and go to sleep thinking “Work was rough, but I am still a capable, growing human being.”

Your happiness will no longer rely on your career and you will become better at it as a result.

How I create my second scoreboard is by using Brain.fm’s functional music that moves my brain from a ‘hustle’ mode into a ‘relaxation’ mode.

Unlike standard playlists designed for entertainment, Brain.fm uses patented neural entrainment, rhythmic amplitude modulations, to guide your brain into specific target states.

It helps you to focus, relax, sleep, and meditate.

During my work sessions, I choose deep work music.

However, after work, I prefer the relaxation mode that helps me restore my mental energy and enjoy winning in another aspect of life that’s not work-related.

For most people, Brainfm gives 7 or 14 days trial period to test the app.

However, as our subscriber, try it for 1 month free.

Use it while you engage in deep work at the office and afterwards while you enjoy other second-scoreboard-activities.

It really works.

Here are some user reviews.

No payments asked. Cancel if you don’t like the experience after 30 days.

Click here to try Brain.fm.

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

If a billionaire businessman handed a blank cheque and asked to write any figure you wanted as a reward for your help in solving their problem, what would you write?

$50,000? $100,000?

That was the exact question a productivity consultant, Ivy Lee, in 1918 was asked by the then president of the Bethlehem Steel company, Charles Schwab.

Schwab had hit a wall in his company. By external measures, they were doing well as the largest shipbuilder in the country and second-largest steel producer.

However, Charles felt that although his executives were good at what they did, the operations could be more efficient and they company could get more things done.

“If you can give us something to show us how to get the things done we already know we ought to do, I'll listen to you and pay you anything within reason you ask.” Schwab would tell Ivy in a meeting.

Lee took his time and answered, “I can give you something in twenty minutes that will increase your efficiency by at least fifty percent.”

However, he asked Schwab to pay him what he thought the advise was worth after trying it out for three months.

Rather than a complex system, Ivy gave a simple solution to each executive.

1. At the end of the day, write down the 6 most important things to accomplish tomorrow. No more than 6.

2. Rank them in the true order of their importance.

3. The next morning, start with number one and don’t touch number two until number one is finished.

4. Work down the list. Move what you don’t finish to tomorrow.

That was it.

After three months of trying out the experiment, Schwab sent a cheque of $25,000 (roughly $400,000-$500,000 today) to Ivy.

At face value, we might assume that this system was a mere to-do list.

However, it’s only when we dig a little deeper that we get more insights that we could miss.

The secret was the sequence, not the listing, as Warren Buffet would show us decades later.

Buffet was having a conversation with his personal pilot, Mike Flint when he realized that Mike hadn’t achieved some of the deeper career milestones he had set.

Warren asked him to write his 25 career goals and circle out the first 5.

Flint assumed that he would work on the first 5 goals and continue working on the other 20 intermittently.

Buffet disagreed.

Takeaway This Week

The part most people miss is that the threat to your efficiency isn’t your distractions.

It’s the moderately important stuff that you try to get done intermittently alongside your core tasks that really move the needle.

However, as Lee and Buffet show us, all tasks are not created equal and sequencing is the differentiator.

As you soon discover, you become more efficient when you complete your highest leverage tasks before anything else touches your day.

Because if you don’t decide what your most important hours are for, something else does, and most of the time, it’s hardly your most important work.

The Ivy Lee method still works today. The problem is that to make it work means you have to fight day long wars with the small and urgent automated interruptions.

What you need is not more discipline but a system that can absorb these 20 less important tasks so that you can focus on your top 5.

That’s why I use free Super Agents in ClickUp which you can sign up free here.

These are AI teammates that live inside your workspace and set a priority of what’s due, what’s slipping, and what’s urgent long before I open my laptop.

Rather than spending my energy asking “what’s the update on X?” they watch silently and ping me only when something is due or slipping.

Here’s how you can leverage free project Super Agents to focus better.

#Step 1

Create a free workspace in ClickUp

Click the AI > Create Agent menu in your workspace.

What you want is the Digest & Updates agent

#Step 2

Select daily summaries of your projects.

#Step 3

Select tracking progress.

#Step 4

Select all your tasks

#Step 4

Continue adjusting how you want to receive the updates.

I selected every weekday at 8am.

Continue answering how the updates should be sent.

#Step 5

The agent is now ready.

I chat it to give me today’s digest and avoid the tax of wondering “what’s the progress on X?” and the results show up.

I can see what moved in the last 24 hrs, what’s overdue, due the next day and stuck.

This way, when I open my laptop every morning, I know exactly how my vital 5 tasks are moving and can become more efficient in moving what matters most.

Try it free in ClickUp.

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

Feeling cognitively depleted so early in the morning? Try this

Before the 1960s, communications operated based on a centralized dominant model that worked perfectly.

A caller and receiver had to be connected a central hub through an unbroken circuit.

However, there was also a hidden problem. If any node in the network went down, then the entire connection dropped.

Worse still, if the central hub failed, then the entire communications network was severed.

The RAND Corporation saw this reality and assigned Paul Baran to work on a network that could survive a nuclear attack.

But how could one do that?

Baran contemplated and saw that there was no way to design an indestructible network system that could survive a nuclear disaster.

However, a light bulb also lit in his mind.

He could stop trying to protect the network system from failure and design for it as the baseline, ensuring it could adapt on the fly.

In his proposal, he would create a distributed network and break messages into small packets that would be scattered across a web of redundant nodes.

Each packet would find its own route to the destination, flowing around what had been destroyed.

The assumption; failure was the default, not just an emergency.

He was happy and smilingly took his proposal to AT&T engineers in charge of the telephone communications.

Resistance. The engineers dismissed him even after trying to get the Air Force to pay them.

Baran was frustrated by the rigidity at AT&T and eventually tabled the project.

Fast forward to the late 1960s and Larry Roberts, chief scientist at Advanced Research Projects Agency (ARPA), was trying to solve the same problem.

How do you keep computers connected without leasing increasingly expensive dedicated lines that fail when one computer crashes?

Larry would obtain his breakthrough from a 1967 symposium where he learned about the earlier work of Paul Baran.

He realized that embracing the chaos of packet switching—where data is broken into thousands of segments that travel independently by the next available route—was the only way to build a reliable network.

The engineers at ARPANET, and the modern Internet, eventually adopted the idea of packet switching.

Their bottom line was that you can’t really eliminate uncertainty from the world.

Instead, you can design systems that thrive within the chaos.

Takeaway This Week

How do you handle uncertainty?

When the reality deviates from your original plan, how do you deal?

The default way, as we learn from the case of engineers at AT&T would be trying to eliminate the uncertainty. You want to adopt a hyper-rigid system and roadmap that ensures predictable results every time.

However, doing this leads to inevitable failure as we learn through history.

Instead, we can take the cue from ARPANET and embrace a packet-switched mind.

You will handle uncertainty better when you build flexible systems that ensure your skills are modular and routable. This way, you can design for a failure you can’t predict even in your work life.

You keep moving no matter what node fails.

How I adopt a packet-switched mind in a highly adaptable environment is by decoupling my tasks from a strict chronological order using ClickUp.

Whenever I setup my daily tasks and follow a given plan, I design for failure by switching between different views from a list, to a calendar, and even a Kanban system.

This way, when I hit a roadblock, my energy just finds the next available path and I keep moving no matter what node fails.

Here’s how I do it:

#Step 1

Once you sign up, start by creating a free workspace by clicking this icon.

Name it Personal.

#Step 2

Create a new list in this workspace.

Name it Inbox.

It will contain lists of all ideas that you are interested in per day or week based on your original plan.

#Step 3

Add tasks to the list.

Add them based on what your plan for the day/week.

For example, if I work in marketing, my plan for the week could be:

• Meeting clients

• Launching campaigns and products

• Writing reports and

• Pitching new clients

I write these and assign specific dates.

#Step 4

The next step is to prioritize the tasks we need to do on a daily basis.

Create 3 new statuses.

• Do Now - what I am to do now

• Ignore Till Later - what I am to ignore later

• Complete - what I have completed

You will have these statuses.

#Step 4

This is where I embrace a packet-switched mind.

In case of unexpected failure in my plan such as a client postponing a meeting, I decouple this and push it to the next available slot in my calendar easily in the Calendar view.

I easily move the scheduled meeting to another date.

#Step 5

I also embrace a packet-switched mind when I use automations to remove a backlog of tasks from my to-do list, especially when the plan doesn’t go as scheduled.

Now, let’s create an automation that automatically detects when tasks in “DO NOW” status have overstayed and we need to ignore them till “IGNORE TILL LATER”

Click the lightning icon at the top right corner and select “create automation.”

We want the trigger to be “due date arrives” for any action.

When the due date arrives → we want the status to be set as “Ignore till later”

This way, if I was expecting a client follow-up and none has come by a given date, ClickUp automatically schedules it and I can simply ignore the task.

It is easy to get started with ClickUp, sign up free here.

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

Although he had spent much the late 1940s playing the trumpet next to Charlie Parker, the high priest of bebop jazz, Miles Davis was feeling frustrated.

In his own words in Miles Davis: The Autobiography, Miles would say that he wanted to find his “own space.”

By 1949, Davis was tired of Bebop jazz and its frantic chaos. He decided to pivot to cool jazz, shifting to a sound that was more relaxed and understated.

Ian Carr would describe how Miles added new physical gear with this shift.

Cool jazz would dominate the 1950s but by the end of the decade in 1959, Davis felt that he was too trapped and needed to shift again. His argument was that musicians were only repeating mathematical patterns instead of chasing true melody.

In came Modal jazz in the 1960s as Davis said that he wanted the music to be like a painting where you notice the subtle colors, not a bunch of noise.

All through, the 40s, 50s and now the 60s, the reinvention of Davis as a jazz musician was driven by his own limitations. Sometimes, he felt he needed to create his own space while other times, he wanted to be creative.

However, in the late 1960s, the market shifted and traditional jazz was dying commercially. The shift was towards the rock and funk sounds of Jimi Hendrix and James Brown.

Davis knew it was time to change again.

He would now introduce new instruments such as electric guitars, twin drum kits, and electronic keyboards as he produced the Bitches Brew piece.

This new shift brought in different views. For jazz purists, they believed that he was now sold out.

Yet, others like Quincy Troupe, in Miles and Me would see that what was happening beneath the surface. Davis still sounded the same.

If we zoom out, we see a masterclass in professional longevity in the life of Miles Davis. He smoothly transitioned from bebop → cool jazz → modal and → fusion.

What made this look so seamless?

To answer this question, we need to look at another band of musicians: the Rolling Stones.

In the 1960s, the Rolling Stones were known by their aggressive style of music, the blues-rock music that blended the American Delta blues with the aggressive British rock sound.

However, when the Beatles released Sgt. Pepper’s Lonely Hearts Club Band in 1967, the market shifted. Now, the blues-rock sound was outdated and replaced by the psychedelic pop sound of the Beatles.

The Stones panicked.

They knew that to survive in the market, they had to out-Beatle the Beatles. The Stones shelved their method and took new instruments and crowded their tracks with mellotrons, brass fanfares, harpsichords, and aimless studio sound effects.

In their quest to remain relevant, they had discarded what made them sound like the Rolling Stones. Their audience noticed and their fans were alienated. Credibility had been fractured.

Takeaway This Week

This week, we look at the reinvention paradox and the critical nuance skipped by the hyper-pivoting advice that tells us to blindly recreate ourselves every time the market shifts.

Looking at Miles Davis, we learned that a true master doesn’t change with every trend. They intentionally retain their core identity as they upgrade their tools.

While most career advice tells us to pivot aggressively to new markets, we must also keep this brutal reality in mind:

If you change your industry, your toolkit, your audience, and your business model all at once, you aren't pivoting. You are resetting your compounding clock to zero.

For many years, you painstakingly build your tacit knowledge - your intuition, taste, and pattern recognition.

Then when the market panics and shifts, throwing all of it away means losing the compound average you earned.

Like Davis, we must learn to shift only the delivery while the cognitive domain remains intact.

Today, your work landscape feels exactly like what Davis dropped his trumpet into.

We are surrounded by shifting platforms, algorithmic distractions and the relentless hype of new tools that steal our attention.

However, one way you can focus on what really matters is by filtering out this noise.

This is where Brain.fm becomes an essential tool to help you focus on your work without letting your chaotic environment affect your work.

Unlike standard playlists designed for entertainment, Brain.fm uses patented neural entrainment—rhythmic amplitude modulations—to guide your brain into specific target states.

It helps you to focus, relax, sleep, and meditate.

At 16 Hz modularization, the music helps you increase your focus at 119% whether exploring ideas or simply executing them.

By treating your work environment as a variable you can optimize, you can optimize your focus and become even more productive.

Here are some user views.

For others, Brainfm gives 7 or 14 days trial period to test the app.

However, here’s the good news.

They are allowing you, our subscriber to test the app for 1 month free.

Try it out while you work, write, code, sleep, read, meditate, etc.

It really works.

No payments asked. Cancel if you don’t like the experience after 30 days.

Click here to try Brain.fm.

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

In the telephone exchanges of the 1910s, there was a job that had not existed before and would not exist a generation later.

The switchboard operator.

The operators, mainly women, sat at tall vertical honeycomb switchboards defined by jacks and small lamps.

The operator scanned the switchboard. When a lamp lit, a stranger was waiting to be connected.

In split seconds, they had to locate the corresponding line on the jack, plug in the cord, flip a listening key and speak in a standardized greeting.

They would then mentally hold the details from the caller and locate the destination target where the cord was then plugged and ring the second party before reaching out for the next call. On peak periods, they handled hundreds of calls.

The work was supposed to be light. Nothing heavy was being lifted. Yet, the supervisors observed recurring mistakes; angry subscribers connected to unknown parties, broken lines, and distorted audio.

Caroline Goldstein, in Hello Girls, would write,

This kind of work which demanded sustained attention for many hours, was unsustainable. Mistakes were inevitable.

One operator’s account read “We would leave the exchange with our arms trembling so violently we could barely hold a teacup. It wasn't just that our bodies were tired; our minds felt completely frayed, like an overstretched rubber band that had lost its snap.”

Brain fog had got to the operators and they were so stretched thin that they couldn’t think clearly.

The supervisors noticed and introduced structural changes. The operators now had to take mandatory breaks and rotations.

A deliberate approach to the work was what saved them before the switchboard was automated.

Fast forward to 2026 where a new approach to work has emerged.

Just like the operators of the 1910s, you also sit at a board too. Only that instead of the hundred jacks and blinking lights, you stare at several browser tabs with an AI waiting in most of them.

You are working on your business strategy and constantly switch between two AI agents, Claude, and ChatGPT.

You inspect the results of one prompt, judge and refine them before sharing a new prompt. The cycle continues.

You are fatigued and can’t think clearly to run a thought through yet it’s only 11 am in the morning.

A knowledge worker on LinkedIn would say.

There’s a name for what you are facing: AI Brain Fry where you end up cognitively depleted early in the day.

“I end each day exhausted—not from the work itself, but from the managing of the work. Six worktrees open, four half-written features, two ‘quick fixes’ that spawned rabbit holes, and a growing sense that I’m losing the plot entirely.”

The part worth remembering is that the supervisors never cured brain fog among their operators by telling them to work harder. They introduced intentional work redesigns.

The AI Brain Fry Recovery Protocol is that redesign, for your work today.

It starts with Diagnose. A scored self-audit that tells you which drain is hitting you hardest, so you stop guessing and get a number.

By answering only a few questions, you can tell whether you are already fried.

Here’s a sample of the results you will get in our Notion tracker.

Then Protect gives you the controller's discipline for your own desk: simple rules that cap how long you sit in the monitoring seat, that put the hard thinking before the machine instead of leaving you to rubber-stamp its output after.

It's a fourteen-day plan to rebuild the kind of attention the watch destroys.

After it helps you diagnose your fog and protect your attention, the Rebuild phase is a fourteen-day plan to restore the thing the machine erodes: the capacity to think hard, unaided, when it counts.

One block of real, first-draft, no-assistance work a day, the equivalent of an operator sitting down to use the parts of his mind the wire had let go slack, until the muscle comes back.

Finally, you review your progress and assess how well the system has helped you avoid AI brain fry.

You can redesign the board. Get started here.

You access:

• A pdf with strategies to redesign your AI workflows

• A pdf workbook you can fill in

• A notion digital tracker (alternative)

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

When the French chef, Fernand Point, began cooking in the 1920s, he considered his menu a living laboratory.

Point’s belief was that a dish could never be fully “finished.”

He would approach the kitchen with a student’s mind, eager to improve and introduce simplicity to his dishes.

As a result of his obsession, Fernand published Ma Gastronomie, a French cuisine cookbook that encouraged chefs to explore personal expression in their cooking, embrace sustainability, and innovate.

The results soon began to show as his restaurant, La Pyramide in Vienne, was awarded 3 Michelin stars in 1933.

Then a shift happened.

Point began considering his once-experimental dishes such as the Turbot de la Pyramide (poached turbot in a delicate, hyper-precise butter sauce) and the crayfish gratin as masterpieces.

Point had reached his peak and in Ma Gastronomie, he began to defend and preserve rather than explore more dishes.

By the 1970s, long after his death, La Pyramide had become more of a museum stuck in another era.

“It is less a restaurant now and more a beautifully manicured museum dedicated to the ghost of Fernand Point.” Food writer and critic Quentin Crewe would say after visiting the establishment.

However, far away in Japan, in a 10-seat basement restaurant, Sukiyabashi Jirowe, we stumble upon a different story.

Jiro Ono, a 100-year-old sushi chef, also received his 3 Michelin stars in 2007, but unlike Point’s restaurant, Sukiyabashi Jirowe maintained its high-quality menu up to date.

His secret?

Jiro never arrives for he understand’s the Chinese philosophy, 满招损，谦受益 (Mǎn zhāo sǔn, qiān shòu yì).

It translates to “completeness triggers declining, humility invites progress.”

For Ono, he understands that a peak isn’t the entire mountain and there’s always room for improvement.

He treats the simple act of cooking rice or slicing fish not as a settled routine, but as a variable system that can always be optimized.

Takeaway This Week

This week, reflect about where you feel that you have arrived and hence your performance keeps declining.

Make changes to introduce humility and value the process that can always be improved.

However, there’s also need to be cautious to avoid burnout from always trying to be better.

A good rule of thumb is to treat your work as an infinite and un-arrived loop and your well-being as a non-negotiable foundation.

This way, you can celebrate your wins and milestones before looking out for what next needs to be improved. If you can look backwards and see how much progress you have made, then pat your back before looking forward to reach higher heights.

If Jiro Ono’s secret is treating daily repetition as the variable system that can always be optimized, then your immediate environment is the first variable you need to control.

To make marginal gains in your work, the first place you need to adjust is to avoid draining your cognitive reserves as you try to filter out distractions.

This is where Brain.fm becomes an essential tool for the “never arrived” process.

Unlike standard playlists designed for entertainment, Brain.fm uses patented neural entrainment—rhythmic amplitude modulations—to guide your brain into specific target states.

It helps you to focus, relax, sleep, and meditate.

At 16 Hz modularization, the music helps you increase your focus at 119% whether exploring ideas or simply executing them.

By treating your work environment as a variable you can optimize, you can optimize your focus and become even more productive.

Here are some user views.

For others, Brainfm gives 7 or 14 days trial period to test the app.

However, here’s the good news.

They are allowing you, our subscriber to test the app for 1 month free.

Try it out while you work, write, code, sleep, read, meditate, etc.

It really works.

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On November 12th 2007, the front page of Forbes Magazine showcased the then CEO of Nokia, Olli-Pekka Kallasvuo holding a flip phone.

The title read: “Nokia, one billion customers – can anyone catch the cell phone king?”

Nokia was king of the cell phone market with a revenue of $71 billion in 2007, representing a 162% growth from $28 billion in 2000. Market share had also grown to nearly 49.4%.

The Financial times would also describe Nokia as “the undisputed king of mobile phones.”

However, from 2007 to 2008, the world turned over its head for the company with the release of Android phones and the iPhone. By 2013, the company had already sold its handset business to Microsoft.

Zooming out briefly reveals an interesting timeline:

• 2000 - 2007: Nokia grows exponentially

• 2007 - 2012: Revenue and market share drops as Android and iPhone takeover

• 2013: Company sells the handset business

Looking at this, we see that 2007 was the year when everything began going south as Android and iOS entered the market.

But what’s even more intriguing, from the company’s history, was its past success in pivoting its business from an industrial conglomerate that made rubber and tires to telecommunications in the 1990s.

Here was a company that knew how to pivot successfully in the past but in 2007, was unable to notice the trends in the market and radically shift to the rising Android OS for its devices.

What was the bottleneck?

The short answer was human friction.

The company had the best talent and access to leading technology but couldn’t pivot fast enough because the internal culture promoted “good news only” while any bad reports were threatened with job loss.

Engineers, who knew that the operating system was broken, were forced to hide technical bugs and deliver only optimistic reports to middle managers who insulated themselves from the truth.

Teams were also fighting against themselves (MeeGo and Symbian) rather than collaborating to pivot the company to compete against Android and iOS.

It would take a new CEO, Stephen Elop, to declare Symbian an obsolete platform, forcing a shift to Android as the handset business was later resold to Microsoft in 2013.

However, if teams had learned to collaborate rather than fight one another in 2007, the shift to Android would have come much earlier.

If the emotional climate encouraged awkward conversations and examined the truth in the market rather than insulating themselves from it, then a different trajectory would have resulted.

Takeaway This Week

This week, our key idea is that you cannot automate or systemize your way out of human friction.

Take a moment to think about whether you have been optimizing only the mechanics of work - the automations, AI prompts, etc - while ignoring the human tissue of the team.

As Harvard Business School professor Amy Edmondson tells us, we need to view teams as a verb rather than a noun. This way, when we team, we can practice teamwork on the fly, flexible enough to pivot when everything goes wrong.

Promote awkward conversations and allow your teammates to make mistakes rather than mask them.

One way to collaborate as a team is through shared Whiteboards in ClickUp which allow different members to add sticky notes and map dependencies simultaneously.

In ClickUp, create a list of tasks that your team members need to work on.

However, click the Whiteboard view to visualize these tasks as a set of interlinked elements.

Click the +View button and select Whiteboard.

A blank canvas will appear.

Select tasks and add them to the Whiteboard. Add shapes to visualize how your team works.

Navigate to the top right side of your ClickUp workspace. Click the Ask AI button.

You will see this window.

Simply ask which tasks are assigned to team members or which you are working on.

Ask which tasks are overdue and ClickUp Brain will bring these up, showing the individual assigned to the task.

As a team leader, leverage the free Whiteboard tool to track tasks in a visual manner. I find this working easily even in personal task management.

What’s more, you can create Superagents that run in the background and give updates from what each team member is working on daily.

Click AI > Create Agent

What you want is this:

Select Activity Updates and an agent will be created.

This way, you will receive updates from your team every morning and collaboration will be much easier.

ClickUp is free. Sign Up here.

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

“Personally, my wins mean less in terms of my athletic career and more about the life lessons this experience has taught me,” Lauryn Williams said to a media outlet.

She had just won a silver medal in the two-woman bobsleigh at the 2014 Winter Olympics and was overjoyed.

Williams was so elated because she had just become the first woman in the US to win a medal both in the Summer and Winter Olympics, a feat only previously achieved by 2 other American athletes.

In 2004 and 2012, Lauryn had won gold and silver in field and track and later in 2014, she was now a silver medalist.

A few years later, after a few unsuccessful attempts, Williams would later achieve her Certified Financial Planning certification.

Zooming out to observe Lauryn Williams’ career, we see a masterclass in career pivoting from Summer to Winter Olympics and later to knowledge work as a Financial Planner.

What was her reason for such success?

Is there something she knew that others often skipped?

To answer these questions, we look at another case study of an unsuccessful career pivot.

The Unsuccessful Pivot

Lenny “Nails” Dykstra was a successful baseball player (1990-1993) who won many accolades:

• Most Valuable Player (MVP) in 1993

• All-Star Selection: 1990 (Mets), 1994, 1995 (Phillies)

• Silver Slugger Award: Won in 1993 as an outfielder

and so much more.

Lenny’s mindset was to win at all costs and even considered himself to be put together like a Greek statue due to his physical transformation.

After a successful sports career, Lenny would later pivot to finance as he launched a high-end jet charter company and a magazine for pro athletes called The Players Club.

This was now the finance domain. Yet, Lenny continued with his “win at all costs” mindset as he tried to succeed.

Although sheer force worked in baseball, the laws of economics and regulations would not bend to his will. He would later engage in fraudulent dealings and risky ventures as he tried to always win.

The law eventually caught up with Lenny in 2009 and he filed for bankruptcy. He was sentenced to prison for bankruptcy fraud.

What Williams Knew

Why did Williams successfully move from one domain to another?

The short answer: she knew the physics of each new domain and adapted correctly.

Williams identified as a competitor and learner.

Rather than use her “old rules” from the previous domain such as Summer Olympics to win in the Winter Olympics, she respected the context of the new domain and was willing to start from scratch.

On the track, she knew that one had to sprint to win while on ice, one had to learn to push a sled.

Takeaway This Week

One of the buzzwords in today’s workplace is “pivoting” as AI handles tasks that were only the domains of experts.

What’s interesting is that AI workflows can transform what a high-agency worker can achieve.

However, success in the new world of work means that we also need to respect the physics of the domain and adapt our training appropriately.

This week, think about what your new AI-embedded workflow demands and learn new ways to approach your work.

This way, we will be like Lauryn who easily pivoted from sports to knowledge work.

One of the changes I have began making is outsourcing manual tasks that took too much time in the past to Hyperagents and reallocating the time and cognitive bandwidth I save to improving my performance.

A good example might be when you are hiring new talent.

Previously, you might spend hours looking through LinkedIn profiles to identify your match and later compile results a few days later before identifying a match.

Rather than spend so much time handling this task, a hyperagent does this for you.

#Step 1

I login to HyperAgent, I see this interface.

#Step 2

I prepare the prompt for the agent I want.

“I’m hiring a software engineer for my team. Search LinkedIn, GitHub, and relevant job boards. Find 50 candidates, score each on relevant experience, recency of role changes, and signal strength like open source contributions or conference talks. Build me a ranked table with each candidate’s name, current role, fit score, and a one-line reason they’re a match. For the top 10, draft personalized outreach that references something specific about their background.”

#Step 3

The hyperagent proceeds to work and assigns agents to get this information for me.

I customize the expected output such as experience level, whether working remotely, etc.

These are the different assigned agent scouts, each looking for information.

#Step 4

The hyperagent puts the results all together in a publishable webpage.

The webpage gives me all details I need to improve decision-making without necessarily doing the difficult menial work of scrapping hundreds of websites.

As the world of work changes, also adopt a beginner mindset to leverage tools that help you keep advancing while also saving you money.

Here are free $1000 credits you can use to experiment with a hyperagent in your work.

Try to see where hyperagents can help you break your cognitive ceiling so that you can focus on strategy.

Try them before publishing your book - use them to search for gaps you could fill.

Experiment with them before creating a new product - use them to identify where you could fit.

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

Learn to create an action plan to help you achieve your goals free here.

How do you innovate your processes without losing quality control?

As you embrace creativity, how do you guarantee that product quality is still maintained?

In the early 2000s, chef René Redzepi was facing an identity crisis. He had just opened the Noma restaurant in Copenhagen, Denmark and realized that they were serving ghost foods that had no connection with the local area.

Noma was situated in the Nordic region yet Redzepi yet his team were importing the finest French ingredients such as olive oil and lemons to use in their dishes.

"I realized we were living a lie. We were claiming to cook 'Nordic' food, but every single dish was being 'corrected' by a fruit that couldn't survive a single night of our winter." Chef Redzepi would say in Noma.

Then René had an idea to replace the French ingredients he had been trained with for years with local ones that only existed in Nordic regions.

He would ban lemons from his kitchen and instead, introduce wood ants that produced formic acid, wild sorrel, sea buckthorn, and beach roses.

In his reflections, chef Redzepi would say that the choice of ants in his dishes arose from the search of an acidic profile rather than cooking bugs in the restaurant.

The inflow of positive reviews of Noma’s food drew even more customers. Redzepi had learned how to perfect the balance between innovation and the quality of his food.

Redzepi would write about another chef in a high-end pop-up kitchen far away in London who saw the success Noma had achieved with their innovation and decided to implement the same idea.

The chef observed that Redzepi used young spruce shoots to achieve taste. He also foraged mature pine needles from a local park to create a smoked pine-needle ice cream topped with "soil" made of dehydrated lichen and toasted moss.

The result was a dish that appeared “technically innovative” but was unpleasant to eat. Diners would complain of a scratchy throat, a woody texture in the ice cream, and overwhelming bitterness for the rest of the meal.

What was happening?

The chef had only copied the aesthetics of the dish without understanding the biochemistry of the ingredients.

In the quest to appear visionary, the chef missed the fact that Redzepi had fermented his ingredients for months to break down the harsh oils.

The rush to innovate without understanding destroyed the very quality of the dish they were previously already delivering well.

Redzepi would also comment on the rise in similar trends, arguing that most novice chefs were skipping the process and seeking only the aesthetics.

Takeaway This Week

This week, we learn from chef Redzepi on how we can embrace innovation without destroying the very thing we are innovating in the first place.

Redzepi knew about the duality of states required for successful innovation.

• Boundlessness

• Boundaries

He knew that to be truly innovative, one had to embrace the exploration of ideas for months without the rush of deadlines or trying to please customers. Redzepi intentionally closed his restaurants for 6 months and was willing to treat ingredients in a laboratory-style approach.

However, when he had to deliver a dish, he replaced this boundlessness with boundaries, eliminating any experiments and following recipes strictly.

To enhance our products/processes, we also need to adopt a similar approach to avoid destroying our functional products.

How I implement boundlessness and boundaries is with the choice of background music I use when working.

Rather than random playlists on YouTube or Spotify, Brain.fm is what works magic for me.

It’s an all-in-one music solution that is carefully engineered by humans to help you achieve any goal you set out.

Whether it’s focus, relaxation, sleep, or meditation, Brain.fm packs playlists that really work.

I intentionally use playlists for creativity when exploring ideas and giving them a shape and shift to deep work music when I need to execute an idea.

At 16 Hz modularization, the music helps you increase your focus at 119% whether exploring ideas or simply executing them.

Here’s what others are saying:

For others, Brainfm gives 7 or 14 days trial period to test the app.

However, here’s the good news.

They are allowing you, our subscriber to test the app for 1 month free.

Try it out while you work, write, code, sleep, read, meditate, etc.

It really works.

No payments asked. Cancel if you don’t like the experience after 30 days.

Click here to try Brain.fm.

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

Struggling with procrastination? Try this free method

At only 20 years old, Zack Greinke made his debut in Major League Baseball (MLB) in 2004. This was big news because of two reasons.

• First, he was the youngest baseball player in the major leagues.

• Second, unlike other pitchers who spent 4-5 years in minor leagues before progressing to major leagues, he had conquered this in only 23 months.

Greinke was a purist at heart. He was curious about the sport and often questioned the conventional wisdom adopted in the game.

Zack was motivated by the sheer love of the game. At some he would tell his teammates that he wanted to try “throwing a curveball in his next inning at 50mph, just to see whether he could do it.”

No one was pushing him; only his own desire to learn about pitching. And this desire bore fruits as he was awarded the Gatorade National Player of the Year in mid-2002 while still in high school.

Then he joined the major leagues in 2004 and the joy of playing evaporated.

In his 2005-2006 season reflections in an interview with minor leagues baseball, Greinke would recount how the clubhouse environment focused only on stats and metrics. Everything had turned into a metric that could be optimized.

The organization focused on optimizing his Earned Run Averages (ERAs), strikeout ratios, and wins.

Focusing on the utility of his wins crowded the joy of solving the puzzle of playing baseball.

By 2006, he was already drained and walked away from Spring training and was even looking to join colleges in vacation places such as Hawaii.

He would later return to the league in 2007 as a changed man, citing that he loved baseball and hated the rules and justifications that he had to live by.

"When I was growing up, I would go to the field and play. It was like that in rookie ball. You went to the field, played catch... and left. I always thought that’s the way baseball was. I kind of realized it wasn't baseball that I didn't like [it was the rules and expectations]."

Zack’s performance also indicated that he was indeed back as he threw 8 scoreless innings with 10 strikeouts and 0 walks later in September 2007.

The Children who Loved to Draw

Away from the field, we find a similar finding in the work of three researchers; Lepper, Greene, and Nisbett in 1973.

They investigated whether rewards would enhance hinder the passion of children who had a high desire to draw.

The children were divided into 3 groups:

• Group A - they were told that they would receive a reward if they drew

• Group B - they were given a reward after they drew but were not informed about it beforehand

• Group C - they simply drew without any mention of a reward

After two weeks, the children in Group A drew less than those in Groups B and C.

What had happened?

Those in Group A categorized their drawing as “work” which would be either rewarded or not. The metrics had crowded out their love for drawing.

Takeaway This Week

This week, we focus on the idea that not every activity needs to be optimized, for doing so reduces our motivation to engage in it.

As we embrace digital tools and AI to optimize our processes, we may be influenced to track everything and optimize it.

For example, you might start counting the number of steps you take as you go for a walk rather than allowing your mind to wander.

As Zack’s story and the experiment showed us, this shift will drain our motivation to engage in these activities in the first place.

Of course, some activities need to be tracked to make strategic decisions. However, for others, let them be autotelic, having their purpose within themselves and not a means to an end, as Aristotle tells us.

How I do this in my daily work schedules is by creating a new status “SOMEDAY” to record ideas I find interesting but which have no urgent timelines to complete.

In ClickUp, I create the new status “SOMEDAY” and assign these ideas.

While tasks in my “TO-DO” and “IN PROGRESS” have a deadline, I intentionally leave out a deadline for interesting ideas.

Instead, I create a new document under Docs menu item and link it to the task.

The linked document shows up under “Related”

I then explore the idea rather than placing a definite timeline when I need to complete it.

This is one way I explore ideas for their own sake rather than trying to optimize every task into a metric.

It is easy to get started with ClickUp, sign up free here.

The Anti-Productivity Manifesto

Just like Zack showed us, some processes need to remain inefficient for their own sake. Here are some more anti-productivity strategies you can also experiment with.

Direct Download

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Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

Brain.fm helps you focus, meditate, sleep, and even relax better. Access for 1 month free here. No payment asked.

How do you handle the slow days?

How do you respond to feelings of self-doubt and impostor syndrome?

John Steinbeck contemplated on these questions in 1938 as he worked on his book, The Grapes of Wrath, which would eventually win the National Book Award and the Pulitzer Prize for Fiction.

However, while writing The Grapes of Wrath, his state of mind was a cocktail of emotions including impostor syndrome as he felt that the book would expose his limitations.

Part of the reason was that Steinbeck believed he wouldn’t do justice in describing the state of the farmers experiencing the Great Depression.

This self-doubt had significant implications.

For instance, Steinbeck had previously developed a 60,000 manuscript, The L'Affaire Lettuceberg, before publishing the Grapes of Wrath but later destroyed it as he viewed it to be too satirical and mean-spirited.

By all means, Steinbeck’s mind was working against him.

How would Steinbeck overcome this?

He determined to stack one thing; his minimum valuable contribution.

Steinbeck devised the “little contribution” rule where he treated his writing as a series of small letters or small diary entries.

Steinbeck saw that when he considered his next work as a mountain to be conquered, he became anxious and self-doubtful.

However, when he only focused on writing one page, his doubts reduced. The secret was reducing his horizon during the slow days.

By stacking this one page anchor, Steinbeck quietened his self-doubts of “I have done nothing today.”

Ernest Hemingway adopted a similar approach to deal with his slow days and fear of losing his ability to write.

Every morning, Hemingway stood at a crossroad.

Rather than being crippled by his self-doubt and self-defeating attitudes, he decided to track how many words he had written at the end of the day on a large piece of cardboard.

Takeaway This Week

This week, we learn from Hemingway and Steinbeck on how to deal with slow days and when we are doubtful about the progress we are making.

During such days, we stand at a crossroad and have to decide which evidence we need to stack.

We can let self-doubt win or we can decide to stack the minimum viable contribution we make as the evidence that we are moving forward.

Stack this evidence, no matter how small, and bank the momentum to keep going forward.

During my slow days, I consider ClickUp to stack my minimum viable contribution.

I leverage dashboards which you can access here.

I choose to “Start from Scratch.”

Afterwards, I choose several cards in the next menu.

I select the following:

• AI Brain - to ask AI about my workspace

• Workload by status

• Task list

• Notes

Eventually, I have this dashboard.

At the end of the day, I look at the tasks I completed on the graph and in the summary presented by AI Brain.

During some days, I struggle to make progress in completing tasks. Like Hemingway, I write short notes about what I managed to do instead.

It might be “I read 2 pages” or “I completed one page of my report.”

However little, I stack this evidence that I am indeed getting things done.

This is what helps me increase momentum even on the slow days.

It is easy to get started with ClickUp, sign up free here.

That’s it for now.

Watch out for next week’s productivity insights in your inbox.

As always, fresh ideas are welcome. Please feel free to send in your feedback, thoughts, questions, and suggestions—I read them all!

​If you want to pass this newsletter on to a friend, here’s a link to make it easier.​

Catch you again soon.

Have a great day :)

Focus, meditate, sleep, and even relax better using Brain.fm. Test it for 14 30 days free here. No payment asked.

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