Grit by Angela Duckworth Page B

more unified, aligned, and coordinated our goal hierarchies, the better.
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    Warren Buffett—the self-made multibillionaire whose personal wealth, acquired entirely within his own lifetime, is roughly twice the size of Harvard University’s endowment—reportedly gave his pilot a simple three-step process for prioritizing.
    The story goes like this: Buffett turns to his faithful pilot and says that he must have dreams greater than flying Buffett around to where he needs to go. The pilot confesses that, yes, he does. And then Buffett takes him through three steps.
    First, you write down a list of twenty-five career goals.
    Second, you do some soul-searching and circle the five highest-priority goals. Just five.
    Third, you take a good hard look at the twenty goals you didn’t circle. These you avoid at all costs. They’re what distract you; they eat away time and energy, taking your eye from the goals that matter more.
    When I first heard this story, I thought, Who could have as many as twenty-five different career goals? That’s kind of ridiculous, isn’t it? ThenI started writing down on a piece of lined paper all of the projects I’m currently working on. When I got to line thirty-two, I realized that I could benefit from this exercise.
    Interestingly, most of the goals I spontaneously thought of were mid-level goals. People generally default to that level of goal when they’re asked to write down a number of goals, not just one.
    To help me prioritize, I added columns that allowed me to sort out how interesting and important these projects were. I rated each goal on a scale from 1 to 10, from least to most interesting and then again from least to most important. I multiplied these numbers together to get a number from 1 to 100. None of my goals had an “interest x importance” rating as high as 100, but none were as low as 1, either.
    Then I tried to take Buffett’s advice and circle just a few of the most interesting and important goals, relegating the rest to the avoid-at-all-cost category.
    I tried, but I just couldn’t do it.
    After a day or so of wondering who was right—me or Warren Buffett—I realized that a lot of my goals were, in fact, related to one another. The majority, in fact, were means to ends, setting me up to make progress toward one ultimate goal: helping kids achieve and thrive. There were only a few professional goals for which this wasn’t true. Reluctantly, I decided to put those on the avoid-at-all-cost list.
    Now, if I could ever sit down with Buffett and go through my list with him (which is unlikely, since I doubt my needs rate a place in his goal hierarchy), he would surely tell me that the point of this exercise is to face the fact that time and energy are limited. Any successful person has to decide what to do in part by deciding what not to do. I get that. And I still have a ways to go on that count.
    But I would also say that conventional prioritizing isn’t enough. When you have to divide your actions among a number of very different high-level career goals, you’re extremely conflicted. You need one internal compass—not two, three, four, or five.

    Frank Modell, the New Yorker , July 7, 1962, The New Yorker Collection/The Cartoon Bank.

So, to Buffett’s three-step exercise in prioritizing, I would add an additional step: Ask yourself, To what extent do these goals serve a common purpose? The more they’re part of the same goal hierarchy—important because they then serve the same ultimate concern—the more focused your passion.
    If you follow this method of prioritization, will you become a Hall of Fame pitcher or earn more money than anyone else in history? Probably not. But you’ll stand a better chance of getting somewhere you care about—a better chance of moving closer to where you want to be.
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    When you see your goals organized in a hierarchy, you realize that grit is not at all about stubbornly pursuing—at all costs and ad infinitum— every single