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To paraphrase Jeff Bezos: I can’t predict what people will want in the future, but I can predict that no one will say “I want to pay more money for things and wait longer to receive them.”One of the reasons that some companies lead trends is that they accept that they can’t predict everything, but that certain principles are timeless and predictable.

We don’t know what will be considered commonplace in the future, in terms of education, jobs, or relationships. But we can bet that people will still want and need to acquire skills, trade those skills for money, maintain healthy adult relationships.

Just thinking this way opens a virtual buffet of portable, valuable problem-solving skills you can acquire regardless of what new tech, tools, platforms, or trends emerge.

 
 
 

One of the most dangerous tricks our brain plays on us – from a time-spent perspective – is convincing us that everything on our to-do list is equally urgent and important. For a rational and simple way of organizing the multitude of tasks we all have in a given day/week/month/year, search the “Eisenhower Matrix.” This matrix helps us organize chaos. Here it is in one sentence: If a task is truly important, either do it now (if urgent) or schedule it, and if a task is less (or un-) important, delegate it or eliminate the task altogether.

 
 
 

There are better and worse ways to get feedback on anything. The worst way is to ask a closed-ended question (any question that can be answered with yes or no). The best always involves open-ended questions.

Big companies seem to ask useless questions whose answers are not actionable. This happens when their goal is to obtain enough quantitative data to tell a story like: “93% of people recommend this software.” That’s nice, but make sure you also ask those people what they’d REALLY like from you.

In my experience, out of the hundreds of possible questions you could ask (assuming you really want feedback and not validation), there is one that proves most useful: “How can this be improved?”

 
 
 
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