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Bloom argues that time tends to pass more quickly than people think, and it is easy to become complacent about how one’s time is spent. As children age and become adults, they tend to spend much less time with their family members as they become busier with their own lives. Friendships, too, take up less time as people get older. In an opposite trend, more time is spent with colleagues. Bloom argues that being aware of these general trends can help people to remember to foster stronger bonds with friends and family, even when they are busy with work. The impermanence of people’s lives, and of different phases of life, is unavoidable, and Bloom hopes that by being aware of time’s fleeting nature, people will take action to improve their use of their own limited time.
Stoic philosophy reminds people that everyone must die. One of its classic phrases is “memento mori,” which is best translated as: “Remember that you must die.” To remind themselves of this fact, some people keep “memento mori” calendars to mark how many weeks they have lived and how many they approximately have left to live. Every culture has its own concept of time and its own way of interpreting the journey from birth to death. This includes different ways to measure time, from sundials to clocks. The more that people have sought to understand and measure time, the more they have wanted to control it, as well as their own lifespans. Bloom argues that people’s desire to gain greater control over time and extend their lifespans is a constant struggle.
Bloom laments that many people feel constantly rushed and working, but to little point or purpose. The sensation of always feeling “behind” in tasks and in life is fairly ubiquitous across different ages and life paths. Bloom observes the irony that modern people have more time than their ancestors due to their longer lifespans, but they still struggle to use their time productively. The competitive nature of modern life makes it easy for everyone, even children, to feel rushed and busy—even though they also feel as though they never accomplish enough. Bloom argues that people must stop running “harder” and start running “smarter” in order to regain control over time and feel as though they are getting ahead rather than being left behind.
Bloom explains the three pillars of “time wealth”: awareness, attention, and control. By being more aware of how much time they have left in their lives, people can make more conscious and meaningful choices about how to spend it. If one interprets time as the greatest luxury, youths are the wealthiest and older people are the most impoverished. Seeing life this way takes people’s focus off of money and reminds people that everyone, even the most wealthy and powerful people, has only a finite amount of time left.
Bloom argues that by being constantly busy, people scatter their energy and attention, making their actions less impactful. By reducing the time and energy spent on work, they can make greater progress more quickly. He points to Isaac Newton as an example. At school, Newton was a regular student, but when he was confined to his home during a plague year, he was able to concentrate his energies on his experiments and soon developed the theory of gravity. Bloom argues that this approach frees up time for people to pursue other things in life, giving them more control over their time.
The author describes the process of ranking different statements in order to measure one’s time wealth. He then introduces his “Time Wealth Guide.” The first part of the guide, “The Time Wealth Hard Reset,” supports the awareness pillar by asking people to calculate how many more times they will see a family member or friend before the age of 80. The next step is to create an “energy calendar” and list time spent, color-coding this list with green, yellow and red to mark which activities are fulfilling or draining. After these points are developed, he advocates working toward eliminating red activities and prioritizing green activities.
The next step in the process is to create a list of 25 top goals, then whittle this list down to five and focus solely upon these priorities, ignoring the rest. Bloom argues that this tactic is effective because it creates the conditions for success by eliminating distractions. The next step in the guide explains the “Eisenhower Matrix,” a tool for prioritizing one’s to-do list. This two-by-two matrix has four points: important, urgent, unimportant, and not urgent. By prioritizing important tasks, followed by urgent tasks, and finally unimportant or not urgent tasks, people can use their time more effectively. Bloom also recommends simplifying daily to-do lists by using small index cards and limiting to-dos to five tasks.
The author suggests that people eliminate wasted time by creating “artificial pressure” in the form of self-imposed deadlines. According to “Parkinson’s Law,” working within constraints makes people feel more motivated, and they work faster than they would in larger windows of time. To eliminate procrastination, Bloom recommends deconstructing big tasks into smaller, more manageable pieces that must be completed within specific windows of time.
To achieve strong focus, he advises working in short, intentional bursts and using repeatable sensory cues to trigger focus sessions. Other tactics involve delegating tasks to others, overseeing higher risk tasks, and only minimally overseeing lower risk ones. Bloom also strongly recommends “the art of saying no,” reasoning that by being realistic about their commitments, people will make the best use of their free time rather than feeling overwhelmed. Finally, Bloom recommends that people follow Benjamin Franklin’s practice of organizing their days into defined time windows, such as time to manage, consume, create, and ideate. Once people have allowed for more creativity or ideating time in their lives, they can create with energy-giving rituals and activities to get the most out of their time.
Bloom reiterates the three pillars of time wealth: awareness, attention, and control, then explains five statements that can be ranked from 1-5 in order to measure a person’s individual time wealth.
He also encourages reflection and recommends writing down clear goals, anti-goals, and systems to motivate personal progress.
In his passages on time wealth, Bloom advances his theme of Living a Balanced Life by arguing that by better measuring and managing personal time, people can achieve a healthier overall balance in their lives. Bloom’s positive prose is designed to inspire motivation to utilize his steps, which he frames as a form of empowerment. For Bloom, having “true control” over time means choosing “how [to] spend it, where [to] spend it, and who [to] spend it with” (84). By using straightforward yet decisive language, Bloom implies that the complex and nuanced topic of time management can be broken down into simple steps and modified in a systematic way.
The author suggests that the common experience of feeling busy all the time is a symptom of an unbalanced life. Rather than lamenting this common issue, he provides a blend of actionable solutions and philosophical reasoning, pointing out that better time management could allow for more quality time with friends and family. Additionally, by creating a visual calendar exercise, Bloom gives people a tool that clearly displays which tasks are taking up most of their time, reasoning that with this concrete visual, people can begin to use their time differently. However, he also acknowledges that dry, logical charts and calendars do not provide the deeper motivation that people need to truly revolutionize their lives, so he leverages pathos-oriented arguments as well, observing that freeing up time could lead to more meaningful experiences and relationships. In this same vein, his discussion about mortality is intended to increase the impact of his broader message. As he writes, “How many more moments do you really have remaining with your loved ones? It’s probably not as many as you’d like to believe. All the tiny moments, people, and experiences that we take for granted will eventually be ones we wish we had more of” (65). By placing this sentiment in accessible, everyday language, Bloom creates the impression that the book is really an intimate conversation between two friends, and that he is delivering sage advice to an erring companion who must change their ways in order to live their life more fully.
To render his advice more practical, Bloom connects time management to everyday habits, adding depth to his focus on The Link Between Habits and Goal Achievement. By stressing the idea that daily habits can either contribute to or hinder long-term goals, the author encourages people to consider the cumulative effects of their everyday actions. By presenting tools such as the Eisenhower Matrix and the index card to-do lists, Bloom suggests that the process of choosing which work to prioritize is just as important as working hard. Presenting his ideas as time-tested and reliable, he then leverages ethos-oriented arguments by referring to legendary leaders and experts who have utilized similar practices. For example, he illustrates Benjamin Franklin’s scheduling system by showing a sketch of the president’s daily hours. By showing that people can organize their day into distinct windows, the author recommends the creation of daily habits that emphasize focused work rather than scattered attention.
Bloom’s main recommendation about developing healthy work habits is to work within self-imposed time constraints, an assertion that supports his broader focus on Overcoming Biases and Social Conditioning. For instance, he explains “Parkinson’s Law,” the phenomenon in which “work expands to fill the time allotted for its completion” (100). Bloom uses the example of an office worker who has all day to answer their emails and therefore completes nothing other than that task, which could realistically be finished in 30 minutes if necessary. By explaining Parkinson’s Law, the author shows that intrinsic human biases (such as feeling unmotivated without deadlines and time frames), can ruin people’s best intentions of being truly productive. The author argues, “When you establish long fixed hours to do your work, you find unproductive ways to fill it—you work longer but get less done. The better way, to paraphrase entrepreneur Naval Ravikant, is to work like a lion: Sprint, rest, repeat” (101). Thus, Bloom’s interest in explaining the nuances of these logical fallacies adds depth to his work, and the examples that he illuminates are designed to reveal the subconscious perceptions that often keep people unproductive.



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