The ONE Thing: The Surprisingly Simple Truth Behind Extraordinary Results

Chapter 14 explores the practice of setting priorities; Keller argues that without clearly defined and realistic priorities, a purpose is a “powerless” idea. He notes that people tend to prefer big rewards over small ones, but at the same time they tend to seek present rewards over future ones—even if the future rewards are much greater. To help readers set priorities that work toward their purpose, Keller introduces the idea of “Goal Setting to the Now.”

Keller recommends lining up goals at multiple levels based on what you can accomplish now, today, this week, this month, this year, in five years, and someday. He urges readers to start with distant goals and work their way down to “now” rather than the other way around. That way, it becomes easier to set priorities rather than getting lost in tasks that may not contribute to your purpose. Research has shown that visualizing and writing down goals make them more likely to stick, and Keller also suggests that these practices help prevent unrealistic optimism. 

Productivity, as Keller defines it, means “getting the most out of what you do, when what you do matters” (157). Simply doing many tasks does not equal productivity. Instead, the tasks must relate to the ONE Thing that you are pursuing. He recommends a system called “Time Blocking.” Devoting a disproportionate amount of time to your ONE Thing increases the likelihood of achieving success in that area.

Keller recommends blocking out four hours per day to devote to the ONE Thing: “Great success shows up when time is devoted every day to becoming great” (163). He suggests spending 30 minutes getting ready for the day and then working on the ONE Thing in the first part of the day. Readers can then devote their attention to other priorities. He restates this idea by saying that you should be a creator in the morning and a manager in the afternoon: Morning hours should center on working towards the ONE Thing, while the afternoon can involve more administrative-type tasks that require less energy.

Keller’s concept of Time Blocking also means working based strictly on clock time instead of event time (i.e., working on a project until it is done, no matter how much time it takes, or fitting in work time around other obligations that take priority). Business culture often gets in the way of productivity, given the distractions present in an office. Keller urges readers to remove as many distractions as possible and take measures to preserve focus time, including getting away from distracting people and storing snacks. 

A trio of principles helps to ensure that a person works toward their ONE Thing. First, Keller argues that readers should commit to mastery. He thinks of mastery as a journey: “a way of thinking” rather than an achievement (176). He cites the “10,000 hour rule” of psychologist K. Anders, who argued that it takes at least 10,000 hours of focused activity to truly master an activity. Keller relates this to the amount of time he recommends blocking off each day for the ONE Thing.

Second, Keller recommends moving from “E” to “P,” or from entrepreneurial to purposeful. Being entrepreneurial means doing the best you can do, while being purposeful means doing the best that can be done. This involves pushing beyond your ceiling of achievement and doing things that do not seem natural.

Third, Keller cites the importance of accountability. Holding yourself responsible for your outcomes in turn informs your actions, creating a loop of activity that helps lead to success. When you are accountable for your actions, you are more likely to make decisions that lead to success. Coaches, mentors, and other influential people can help you on the path to being accountable.

While the tools Keller describes help build a foundation for success, he warns readers to watch out for “thieves” that can prevent a person from reaching their goals. First, the inability to say no can diminish the chances of success. Part of getting what you want means knowing what you have to give up in order to succeed. Focusing inherently means saying no to some things, and Keller warns readers not to say yes just to avoid the pain of saying no: “When you say yes to something, it’s imperative that you understand what you’re saying no to” (192).

The second thief is fearing chaos. In the pursuit of the ONE Thing, you might feel unorganized and out of balance, but Keller insists that these feelings are simply a result of extending yourself in the pursuit of greatness. The third thief Keller identifies is poor health habits. He recommends that readers exercise regularly and eat right. It is also vital to attend to mental and spiritual health by meditating or praying, spending time with loved ones, and so on. The fourth thief involves being in an environment that does not support your needs. To be successful, you must be surrounded by good people in a place where you can thrive. No one succeeds or fails alone; people with bad attitudes will drain your energy, while supportive people will build you up. 

Having described the components of the ONE Thing and the methods he believes lead to success, Keller encourages readers to identify their ONE Thing. He proposes that they focus to see their big goals and achieve big results. Above all, he hopes that readers will live a life of no regrets, meaning that they will not look back later in life and wish they had done something they did not. Keller concludes by emphasizing that the tools to achieve are all there within a person: “Success is an inside job” (216).