In this number one bestseller, Keller and Papasan make the case that, behind every successful person, is their ONE thing. By focusing one’s energy on one thing at a time, versus getting caught up in many little things, people benefit from more rewarding lives. Why? More distractions = less productivity = less time for what matters most (your own well-being, your loved ones, your biggest personal goal, your biggest career goal, your spiritual practice, etc.). To help you narrow in on your one thing, the book presents practical methods for cutting through the clutter, achieving better results in less time, dialling down the stress, mastering what matters most, and more. The key message: less is more! Now that’s something we can agree with.

#1: Don’t go big. Go small.

The common belief is that big success takes time and effort. That’s why people fill their calendars with appointments and create long to-do lists, which just leads to overload. They get lost trying to do too much, and as a result, achieve too little. The result? They settle for less or they abandon their dreams altogether. As the authors state, “Success demands singleness of purpose. You need to be doing fewer things for more effect instead of doing more things with side effects.” Think of your one thing as your “someday” goal. Once you’ve figured that out, you need to identify how many dominoes you need to line up – and then knock down – in order to achieve it.

#2: In that vein, use your time wisely.

It may surprise you, but being successful doesn’t in fact take that much discipline. The authors follow the 80/20 principle, which states that 20% of your actions will produce 80% of your results. Once you’ve decided on your one thing, then you need to identify the 20% (those “high-leverage” activities) that create the 80%. Set aside the time to focus on them – without distraction or multitasking – ideally every morning until they are done. After 66 days, which is how long it takes for a habit to kick in, this will become second-nature for you.

#3: Purpose, priority and productivity go hand-in-hand.

At MAp, we are big on purpose, so this message really resonates with us. Your one thing is your purpose, and you should use it as your guidance compass in every aspect of your life. However, purpose has the power to shape our lives only in direct proportion to the power of the priority we connect it to. As in, purpose without priority is powerless. When you’re clear about your purpose and your priorities, you become a more productive person. And - when you become more productive, you produce more value and get the success you want.

“A journey of a thousand miles must begin with a single step.”

To figure out what that step is, first answer the question: What's the one thing I can do, such that by doing it, everything else will be easier or unnecessary?

Next, the book presents a host of practical applications to achieving your one thing:

• Create a success list as compared to a to-do list
• Say “no” more
• Think of yourself as a surgeon in order to avoid distraction
• Reserve four hours of non-interrupted time from your day only to work on your ONE thing
• Break down your big goals into the steps you need to take in order to achieve them

“Success demands singleness of purpose. You need to be doing fewer things for more effect instead of doing more things with side effects.”

We truly hope this book is the one thing you need to get you on your way to achieving bigger and better results in your life! It sure has helped us to prioritise what truly matters. So tell us, what’s your ONE thing? Comment below.

Lastly, support a local bookshop by buying “The One Thing” here: https://bookshop.org/

Dear Eva, can you please explain to our readers what you mean by “the human side of management” and why it is so important to you?

The human side of management addresses what is happening between people in business. Only when the relationship between clients, employees and partner is one of trust, shared values and a sense of belonging can the business thrive sustainably and successfully. Human relationships, however do not occur automatically just by a high quantity of interaction between people. In our todays’ social media world businesses striving for high connectivity seem currently underestimating massively the fact that increased digital interaction is not accompanied automatically with an increase in relationship quality. In fact, today more than 50% of customers change the brand due to a disappointing human experience in customer interaction. Digitization has massively increased the customer’s expectations towards the human factor of customer care. I am convinced that managers who understand businesses as a network of relationships between partners, and who shape them not only on material but also human values, will succeed.

We love your company statement: human facts – because business results are generated by human beings. This is so true. Why however, is this fact so rarely seen and realised by companies?

We as a society believe that emotions or human values, e.g. helpfulness, do not belong into our daily business environment, since they can hinder efficiency. In essence, many believe that humanity and economical action are incompatible. During my career I have experienced first hand that when numbers of the business have not been satisfactorily, human topics have immediately been deferred from the agenda. It was always hard work to re-establish trust, motivation and meaning, the human side of business, after such downturn phases again. This thinking of incompatibility is merely the result of an error in reasoning, that’s why I am working with companies and individuals to bridge this gap.

What are the consequences of this conflicting relationship between economic efficiency and humanity?

The consequence is that we see clear splitting behavior: At home I am a human individual and humanity is allowed. At work however, I need to be efficient and therefore leave my human personality at home. The only exception to this is in the context of corporate social responsibility programmes. As a result, companies are becoming increasingly soulless, inhumane with a meaningless work environment. This is a highly worrysome development, which we need to question urgently. It is completely absurd insofar, as efficiency and economy are principles inherent to our primal humanity. In its original meaning it means conserving resources and large parts of our body and mind work according to this principle. I also honestly do not know anyone who thinks that working inefficiently is great fun. Economics and humanity - that’s not only about how to combine them, it’s about acknowledging their interdependency. Nowadays we know that business success depends on trust, cooperation, learning and innovation. These are foundational human strengths. It is time to have the courage to acknowledge these findings also in business management and to place these insights at the centre of the corporate strategic agenda.

In your opinion, what makes a sustainable corporate culture nowadays?

Today’s corporations are increasingly confronted with dynamic change and corporate culture becomes an anchor for identification and trust in a business – for customers, employees, shareholders, partners and society alike. In my opinion, the purpose of a business is the most important and significant pillar, which outlines the reason of existence and the soul of a company. It expresses what the company wants to “give” to the world. We often forget that companies exist to serve people and society and not the other way around. Phrases like “We want to be the number one” are witness to this ancient world thinking. On the other hand, many stakeholders can identify with AirBnB's “Belonging everywhere” because social added value for many shall be created. In my experience, companies are therefore well advised to formulate their purpose in dialogue and together with their various stakeholders. It’s all about the process where the journey becomes the goal. Apart from a common purpose, I believe a corporate culture should include all the values that contribute to sustainable and good partnerships and trust, such as respect, transparency and integrity. It’s not enough to simply write them on marble panels, but to jointly define these values in a continuous dialogue process with employees and other stakeholders. 

We at MA people are specialised in crafting innovative hotel concepts and brands: what makes a hotel experience truly outstanding or you personally?

Of course humanity in dealing with people - how could it be otherwise?! Above all, I find it’s the small, spontaneous human gestures that are not rehearsed that impress me the most. It’s what makes me feel welcomed as a person and not just as a paying guest. And it’s not only about dealing with me as a customer. I also want to feel this humanity in the way the employees interact with each other. Recently during a restaurant visit for example, another service staff came to settle my bill than the one who brought the food earlier. She informed me immediately that she would give her colleague the tip I gave to her. I was very impressed as it showed me that respect and integrity are truly lived by the individuals at this place. Wherever authentic humanity prevails, I immediately feel at home. No matter which star rating the hotel has or whether I am on a leisure or business trip.