Essentialism
"You cannot overestimate the unimportance of practically everything."
— Greg McKeown, Essentialism (2014)
Introduction
| Essentialism | |
|---|---|
 | |
| Full title | Essentialism: The Disciplined Pursuit of Less |
| Author | Greg McKeown |
| Language | English |
| Subject | Decision making; Time management; Productivity; Personal development |
| Genre | Nonfiction; Self-help |
| Publisher | Crown Business |
Publication date | 15 April 2014 |
| Publication place | United States |
| Media type | Print (hardcover, paperback); e-book; audiobook |
| Pages | 272 |
| ISBN | 978-0-8041-3738-6 |
| Goodreads rating | 4.1/5 (as of 6 November 2025) |
| Website | penguinrandomhouse.com |
📘 Essentialism is a nonfiction book by Greg McKeown that presents a method for achieving “less, but better” by focusing on what is essential and eliminating the trivial.[1] It was first published by Crown Business on 15 April 2014.[2] The book is organized into four parts—Essence, Explore, Eliminate, and Execute—with 20 short chapters that cover trade-offs, saying no gracefully, protecting the asset (sleep), and building routines.[3] Publishers Weekly called it “a smart, concise guide for the overcommitted and under-satisfied,” noting its practical strategies for deciding what truly matters.[4] The publisher describes it as a New York Times bestseller with more than two million copies sold and notes a 10th-anniversary edition featuring a new introduction and a 21-day challenge.[1]
Part I – Essence
Chapter 1 – The Essentialist
🧭 Sam Elliot, a Silicon Valley executive whose company had been acquired by a larger, more bureaucratic firm, found himself saying yes to every request and rushing from meeting to meeting while his work quality slipped and stress climbed. He experimented with declining low-value invitations—skipping standing calls he didn’t need and stepping back from email threads—and within months he reclaimed his evenings and focus. This reactive pattern contrasts with the Essentialist’s design: fewer commitments that matter more, illustrated by a simple diagram showing scattered effort versus concentrated progress. A second vignette shows the cost of misplaced priorities when a new father attends a client meeting while his wife and hours-old baby remain in the hospital, only to find the meeting yields nothing. Dieter Rams’s Braun work and the principle “Weniger, aber besser” (“less, but better”) frame Essentialism as a design discipline. The model distinguishes “I have to” from “I choose to,” and favors one-time decisions that remove hundreds of later ones. Replace people-pleasing with protecting the few moves that matter; choiceful constraints concentrate energy on the vital so progress compounds. If you don’t prioritize your life, someone else will.
Chapter 2 – Choose — The Invincible Power of Choice
✅ A weekday calendar fills itself with back-to-back 30-minute meetings, auto-scheduled check-ins, and inbox pings, and the quiet slide from “I choose to” into “I have to” begins before breakfast. Agency returns by redefining choice as an act rather than a possession: options may be outside our control, but selecting among them is squarely ours. Language does the lifting—saying “I choose to” instead of “I have to”—and turns obligation into deliberate commitment. Default yeses creep in drip by drip through small concessions until other people’s priorities occupy every open slot. To reverse the drift, pause to see real alternatives, name the trade-offs out loud, and decline when value is unclear. Even constrained contexts contain choices about timing, scope, and standards. Remembering the ability to choose restores control of attention and time. This is metacognitive work: notice decision points and replace reflexive compliance with explicit selection to create space for the few efforts that matter.
Chapter 3 – Discern — The Unimportance of Practically Everything
🔍 The narrative traces Vilfredo Pareto’s 1890s observation in Italy that most land belonged to a minority of owners, then follows Joseph Juran’s quality work showing how a handful of causes drive most defects—the “vital few” versus the “trivial many.” This nonlinear pattern appears in sales pipelines, product adoption, and team output, where a few accounts, features, or contributors produce outsized results. Because effort and reward are not proportional, treating everything as equally important guarantees mediocrity and exhaustion. Use a practical lens: look for steep distributions, rank candidates by evidence, and expect many activities to deliver negligible returns. Beware 50/50 thinking and busywork disguised as progress. Discernment is a skill—scanning for signals that predict outsized impact and ignoring the seductive noise of low-value tasks. Disproportionate results come from a small set of inputs, so channel resources to the vital few and starve the trivial many.
Chapter 4 – Trade-off — Which Problem Do I Want?
⚖️ Herb Kelleher’s choices at Southwest Airlines—point-to-point routes instead of hub-and-spoke, coach-only cabins, open seating, and no onboard meals—illustrate strategy as deliberate exclusions that lower cost and speed turns while shaping a distinct service. Those exclusions work twice: they concentrate people and capital where Southwest can win, and they make competing on every feature impossible by design. Beware “I can do both,” the reflex that stacks incompatible priorities and produces bloated offerings, late projects, and burned-out teams. Facing trade-offs early prevents silent accumulation of obligations that later crowd out essential work. Saying no becomes easier when the alternative is specific: reliability over variety, depth over reach, or quality over speed—never all at once. Treat trade-offs not as losses but as the price of clarity. Every yes implies a no, and spreading resources thinly delivers little; define the problem you are willing to have so time, budget, and attention flow to a single, winnable game.
Part II – Explore
🏝️ Frank O’Brien, founder of a New York marketing company, institutes a full-day session once a month with no phones, no email, and no preset agenda so people can step back, read, and think together without interruption. The practice is deliberately designed quiet: a room, a whiteboard, and time long enough to let conversations wander past the usual status updates. Without the background hum of notifications, the group notices patterns, rethinks assumptions, and identifies a small number of important moves. The same principle scales to individuals by scheduling uninterrupted blocks for reading, note-making, or strategic questions before the day fills with requests. “Always on” is a trap; constant availability invites everyone else’s priorities to colonize the calendar. Create buffers, set office hours, and build default rules—like checking communication at set times—so attention is not spent by reflex. The goal is not isolation but intelligent solitude that improves collaboration and decisions. Space to think is made by design, not found by accident. Escaping the noise makes the vital few visible by removing inputs and interruptions so discernment improves and energy flows to work that matters.
Chapter 6 – Look — See What Really Matters
👀 In a journalism class, Nora Ephron’s teacher, Mr. Simms, dictates a list of facts about a school event, and students dutifully write leads about the speakers and venue; he says the real lead is that there will be no school that day. The exercise shows how easy it is to catalog details and still miss the point that changes behavior. From that lesson comes a method: become a journalist of your own life, scanning for the “lead” in meetings, projects, and goals. Keep a short journal to notice anomalies, outliers, and repeating themes, then test those signals against evidence instead of defaulting to the loudest request. Replace “What’s next?” with sharper prompts like “What is important now?” and “What would make the rest easier or unnecessary?”. Practice wide listening before narrowing, and look for information that disconfirms a favored idea. Treat patterns, not single datapoints, as the basis for action. Seeing clearly also means ignoring a lot; many facts are true but trivial. Disciplined observation turns scattered data into meaning so decisions track what matters rather than what happens to be visible.
Chapter 7 – Play — Embrace the Wisdom of Your Inner Child
🎲 Drawing on researcher Stuart Brown’s work at the National Institute for Play, unpressured play—activities done for their own sake—primes the brain for flexibility, insight, and connection. Brown’s analyses of thousands of “play histories” suggest that play correlates with healthier relationships, better learning, and more adaptive organizations, not just happier afternoons. In creative workplaces, small cues—desk toys, quick games, or open-ended tinkering—help people explore ideas without the fear of being “wrong.” Play widens the search field, making unusual combinations and fresh hypotheses more likely than heads-down grind alone. It also lowers stress chemistry, which protects executive function and makes good judgment easier in the hours that follow. Teams that allow playful divergence before convergence reach stronger solutions with less friction. Individuals who block regular, low-stakes play return to deep work with attention intact. Far from being frivolous, play fuels serious contribution and belongs upstream of selection, not as a weekend reward. Cognitive looseness expands options and restores self-control, helping identify and act on the essential few.
Chapter 8 – Sleep — Protect the Asset
🛌 Research on elite performers, including a well-known study of top violinists, finds that the best groups slept more than their peers—about 8.6 hours in a 24-hour period—and also logged afternoon naps across the week; the extra rest improved concentration and the quality of practice, not just the quantity. The pattern is clear: sleep is not a tax on productivity but the precondition for it. Under-rested people make slower, noisier decisions and compensate with longer hours that yield diminishing returns. Treating sleep as optional is a false economy; it degrades the very tool needed to contribute at a high level. Reframe bedtime as a strategic choice: set a consistent lights-out, guard the last hour of the evening, and anchor wake time so the day starts with energy rather than debt. Leaders can model this by discouraging late-night email and celebrating sustainable pacing over heroics. As rest improves, so do patience, creativity, and the willingness to say no to the trivial. Protecting the asset—mind and body—raises the ceiling on what work can achieve by preserving decision quality and attention for the essential few rather than frantic effort on the trivial many.
Chapter 9 – Select — The Power of Extreme Criteria
🎯 In August 2009, entrepreneur and musician Derek Sivers published a blunt filter—“HELL YEAH or no”—as a decision rule for invitations, projects, and commitments, a stance that strips away the merely good to make room for the truly great. Apply that spirit with the 90 Percent Rule: identify the single most important criterion, score each option from 0 to 100, and treat anything below 90 as a zero. To stay honest when opportunities arrive unexpectedly, write the request down, define three minimum criteria it must meet, and three extreme criteria you’d love to see; if it fails any minimum—or fewer than two extremes—the answer is no. This approach turns selection into an explicit test rather than a vibe or a favor, reducing the fear of missing out by making trade-offs visible. It also prevents clutter from crowding out a perfect fit that may appear next week. Use this standard on roles, hires, features, and meetings; when criteria are narrow, commitment becomes rare and meaningful. The discipline is uncomfortable at first because it rejects plenty of “pretty good” options, but the long-run effect is compounding focus. Replace vague preference with explicit thresholds and accept the cost of turning down decent options so attention flows to the vital few.
Chapter 10 – Clarify — One Decision That Makes a Thousand
🧠 In 2010 the United Kingdom’s Digital Champion, Martha Lane Fox, framed a concrete essential intent—“get everyone in the U.K. online by the end of 2012”—and built the Race Online 2012 coalition around that measurable aim; its specificity aligned ministries, companies, charities, and local volunteers without endless wordsmithing. That kind of statement—short, time-bound, and countable—does what bland mission language cannot: it guides thousands of small choices automatically. Teams without clarity drift toward politics or pleasant busywork, but one essential intent sets boundaries for what to start, stop, and sequence. Move from “pretty clear” to “really clear” by asking two questions: If we could be truly excellent at only one thing, what would it be? How will we know when we’re done? Put the answer where people actually decide—roadmaps, calendars, hiring rubrics, budget lines—so trade-offs are obvious. When the aim is concrete, conflicting efforts resolve themselves: initiatives that don’t advance the intent end or shrink. Clarity speeds coordination because people can act without waiting for approvals on every edge case. In personal life, the same move—one explicit, measurable aim—shrinks decision fatigue and reduces rework. Precision at the top removes friction at the bottom; an essential intent becomes a standing rule that eliminates a multitude of low-value choices.
Part III – Eliminate
Chapter 11 – Dare — The Power of a Graceful "No"
✋ On 1 December 1955 in Montgomery, Alabama, Rosa Parks’s firm refusal to surrender her seat showed how a single, principled “no” can redirect collective attention and energy; courage, not volume, gave the act its force. In everyday work, graceful refusal protects the essential without burning bridges, and a repertoire helps under pressure: pause silently instead of filling the gap; offer a soft “no” (“no, but…”); say “Let me check my calendar and get back to you”; use email bouncebacks to set expectations; ask “Yes—what should I deprioritize?”; decline with humor; say “You are welcome to X; I am willing to Y”; or redirect—“I can’t do it, but X might be interested.” Separate the decision from the relationship so respect grows even when the answer is no. Name the trade-off to make the logic visible and reduce second-guessing later. Remember that every nonessential yes is an implicit no to something more important you already own. Scripts are training wheels; over time you will default to clear refusals delivered early. People often respect a decisive “no” more than a vague “yes” that later becomes an apology. Protecting the vital few requires social courage and boundary-setting language that preserves goodwill while preventing your calendar from being colonized by other people’s priorities.
Chapter 12 – Uncommit — Win Big by Cutting Your Losses
✂️ The Concorde—an Anglo-French supersonic airliner that flew commercially from 1976 to 2003—became a textbook case of escalation: after years of investment, governments and airlines kept going despite weak economics, a pattern now nicknamed the “Concorde fallacy.” The psychology is familiar: sunk-cost bias (“we’ve invested too much to quit”), the endowment effect (we overvalue what we already own), and status-quo bias (we continue because we always have). Break the loop with a neutral test: “If I didn’t already have this project, how much would I spend or sacrifice to obtain it today?” If the honest answer is “not much,” uncommit. Get second opinions from someone without ego in the outcome, and apply Zero-based budgeting to time as well as money: assume a blank slate and add back only what you would choose now. Use reverse pilots—stop a report, a meeting, or a feature for a cycle—and watch for consequences; if nothing breaks, delete it. Admit mistakes without shame to convert a bad decision into a finished chapter instead of an ongoing tax. Pruning releases capacity for the work that truly needs attention, using bias-aware hygiene—predefined exit rules, counterfactual questions, and small tests—to free resources for the essential few.
Chapter 13 – Edit — The Invisible Art
✏️ Michael Kahn, longtime editor for Steven Spielberg, describes how he aims at the director’s true intent rather than the literal instruction, a standard of judgment that guides every cut in the editing room. The craft is “invisible” because it removes what distracts so what matters can be seen and felt. Four editorial moves—cut, condense, correct, and, when appropriate, edit less—tie to concrete practice. One manager, for instance, routinely skipped a standing two-hour meeting, then spent ten minutes gathering what he actually needed, reclaiming nearly two hours for essential work. The same restraint applies to communication: resist “reply all,” hold a comment in a meeting, and wait to see how the conversation develops before adding more. Good editors, like good surgeons, avoid unnecessary incisions; they fix what matters and leave the rest alone. Editing is not a one-off purge but a daily cadence that keeps purpose and activities aligned. Subtract friction so the vital few stand out; deliberate elimination lowers cognitive load and amplifies contribution—the Essentialist way. Doing less is not just a powerful Essentialist strategy, it’s a powerful editorial one as well.
Chapter 14 – Limit — The Freedom of Setting Boundaries
🚧 In Korea, Jin-Yung, a technology employee preparing a board presentation three weeks before her wedding, worked fifteen-hour days to finish early; when her manager, Hyori, tried to add another urgent project, Jin-Yung finally said no. To her surprise, teammates also declined; Hyori did the work herself, saw flaws in her approach, and later reset expectations and accountability across the team. A paired example is Clayton Christensen’s refusal, while at a consulting firm, to work on weekends—a choice that drew initial ire but lasting respect. A schoolyard fence offers the same lesson: once the boundary is clear, children use the whole playground instead of hugging the building. From there come usable tools—name dealbreakers, notice the “pinch” that signals a violated limit, and draft “social contracts” that specify outcomes, availability, and off-limits work. Boundaries are not walls against people but guardrails against drift and overreach. They free attention from constant micro-negotiations and make “no” a principled default, not a personal slight. Design limits that protect the essential; precommitment reduces decision fatigue and prevents other people’s priorities from invading your time. If you don’t set boundaries—there won’t be any.
Part IV – Execute
Chapter 15 – Buffer — The Unfair Advantage
🛡️ Joseph’s counsel to Pharaoh in ancient Egypt is the template: interpret the dream of seven fat and seven lean cows, then store a fifth of the harvest during seven years of plenty to cover seven years of famine. A buffer, whether grain in granaries or space between cars, absorbs shock and makes execution smoother when the unexpected happens. Because work expands to fill time, build slack: a four-hour workshop ran cleanly only after the facilitator reserved a full hour for questions; a family trip left on time and calm only when packing started a week early. Name the planning fallacy and answer with a rule of thumb—add 50 percent to time estimates—and with scenario planning drawn from risk management. Contrast Robert Falcon Scott’s underprepared bid for the South Pole (one thermometer, sparse depots) with Roald Amundsen’s redundancy and markers every few miles—a difference fatal for one team and friction-reducing for the other. Buffers turn crises into non-events and allow attention to stay on the essential task at hand. Expect variability and pad for it; extreme preparation counters optimism bias and creates slack so the vital few can proceed without panic. The only thing we can expect (with any great certainty) is the unexpected.
Chapter 16 – Subtract — Bring Forth More by Removing Obstacles
➖ Eliyahu Goldratt’s novel The Goal supplies the parable: plant manager Alex Rogo learns to find “constraints,” then sees the principle on a Scout hike where Herbie, the slowest boy, stretches the line for miles. By putting Herbie at the front and lightening his pack, the whole troop moves together and reaches camp; back at the factory, Alex identifies the machine with the largest queue and elevates throughput by fixing the bottleneck first. The lesson is to stop piling on fixes and instead remove the single obstacle that slows everything else. It connects this to Aristotle’s poietical work—“bringing-forth”—and to practical steps: state a precise essential intent (“a fifteen-page draft sent by 2:00 p.m. Thursday”), list obstacles, pick the “slowest hiker,” and tackle it before anything else. Even perfectionism can be the constraint, in which case progress comes from replacing it with a bias to ship the first draft. Subtraction changes the system’s physics: a small improvement at the constraint produces an immediate, system-wide gain. Produce more by doing less; apply Theory-of-Constraints thinking to convert local effort into total throughput aligned with what is essential.
Chapter 17 – Progress — The Power of Small Wins
📈 Teresa Amabile and Steven Kramer at Harvard Business School analyzed nearly 12,000 daily diary entries from 238 employees in seven companies and found that the single biggest day-to-day motivator was making progress in meaningful work. That empirical “progress principle” reframes motivation as momentum: a small, visible step forward today lifts mood, sharpens attention, and makes the next step easier. Instead of waiting for perfect conditions or a dramatic breakthrough, design tiny, countable advances and record them so they are hard to miss. Use “minimal viable progress” to lower the bar to starting—send the draft outline, sketch the first slide, ship the rough cut—and let the completion itself create fuel. Build a cadence of check-ins that looks for what moved, not just what remains, and create cues—like an end-of-day note—to capture the one win worth repeating. Convert big, fuzzy goals into micro-milestones with immediate feedback so effort translates into traction. Protect early wins from scope creep so momentum compounds rather than stalls. Consistent, small gains outperform sporadic, heroic pushes because visible success changes how we feel and behave in the next interval, turning effort into a reinforcing loop that keeps attention on the essential.
Chapter 18 – Flow — The Genius of Routine
🌊 A W. H. Auden epigraph—“Routine, in an intelligent man, is a sign of ambition”—sets the tone: the most reliable path to important outcomes is a well-designed pattern that runs on autopilot. Drawing on habit research popularized in 2012 by Charles Duhigg, the argument hinges on the loop of cue → routine → reward and the power of pre-deciding “when X, then Y.” Tie the essential behavior to a time, place, or preceding action—open the project file after the first coffee; plan tomorrow’s top task before shutting the laptop—so execution no longer depends on willpower in the moment. Reduce friction by laying out tools in advance and removing competing prompts, because the brain follows the easiest path available. Guard the first hour for a single, named action so the day starts in flow rather than reaction. Change one routine at a time, give it a clear trigger, and keep the reward salient so it sticks. As routines stabilize, the cognitive tax of deciding drops and energy shifts to craft, quality, and depth. Routine is scaffolding, not confinement; moving crucial actions into reliable scripts frees attention for judgment while results arrive on schedule.
Chapter 19 – Focus — What’s Important Now?
🔭 Notre Dame football coach Lou Holtz taught players to ask “What’s Important Now?” dozens of times a day—on the practice field, in class, on the sideline—so the next action always served the game that mattered. The lens is the present tense: rather than spiral about past errors or fantasize about future wins, pick the one thing this moment demands and do only that. Distinguish multitasking (two activities at once) from the myth of “multi-focusing” (concentrating on two things at once), and assume attention is singular even when behavior is not. Borrow the Greek distinction between chronos (clock time) and kairos (opportune time) to seize the right now. Practical moves follow: pause and breathe, write down everything clamoring for attention, cross off what is not important at this instant, and commit to the one consequential task. Use small rituals—like a reset phrase or timer—to return to the present when drift appears. Treat interruptions as prompts to re-ask WIN rather than invitations to scatter. Presence aligns psychology with priority, converting intention into progress with steadier execution, less rework, and more satisfaction.
Chapter 20 – Be — The Essentialist Life
🧘 Mohandas K. Gandhi’s transformation frames the close: trained in law in England and later radicalized by injustice, he stripped away the nonessential—wearing homespun khadi, observing a weekly day of silence, even avoiding newspapers for years—to serve a single higher purpose, a process he called “reducing himself to zero.” The portrait is austere because it makes a point: Essentialism is not a set of hacks to deploy occasionally but a way of being that simplifies identity, choices, and action. When the few things that matter define you, the many that don’t fall away with less drama. It contrasts “doing Essentialism” as a project with “being an Essentialist” as a default stance that guides each commitment, conversation, and calendar line. The call is a quiet revolution: say no more often, listen longer, choose depth over display, and measure life by contribution rather than activity. The tools from earlier—clarity of intent, extreme criteria, boundaries, buffers, small wins, routines, present-tense focus—become habits that reinforce one another. Over time, the essential becomes effortless because it is who you are. When values, attention, and behavior align, fewer decisions are needed and regret recedes.
—Note: The above summary follows the Crown Business hardcover first edition (2014; ISBN 978-0-8041-3738-6).[3][2][1][5]
Background & reception
🖋️ Author & writing. Before the book, McKeown laid out the idea in a Harvard Business Review essay, “The Disciplined Pursuit of Less,” which framed success as risking “the undisciplined pursuit of more.”[6] Publishers Weekly reports that a personal inflection point—leaving his wife and hours-old baby in the hospital to attend a fruitless client meeting—motivated his focus on Essentialism.[4] McKeown presents the material in four parts with brief, prescriptive chapters and memorable heuristics, a structure reflected in the book’s table of contents.[3] He has taught and promoted the approach in academic and corporate settings, including co-creating the Stanford course “Designing Life, Essentially” and speaking at Apple, Google, Facebook, LinkedIn, Salesforce, Symantec, and Twitter.[5] Library catalogues list the first U.S. edition from Crown Business in 2014, corroborating the publisher’s bibliographic details.[7]
📈 Commercial reception. Penguin Random House describes the title as a New York Times bestseller with more than two million copies sold and highlights a 10th-anniversary edition with a new introduction and 21-day challenge.[1] International editions have been issued by Penguin Books UK, including a 2021 release noting the added 21-Day Essentialism Challenge.[8] Early in its run, the book appeared on Apple’s iBooks category bestsellers lists in July 2014.[9]
👍 Praise. Publishers Weekly praised the book’s tone and utility, calling it “a smart, concise guide” that offers clear strategies for deciding what truly matters.[4] Forbes highlighted the core “less, but better” mindset and argued that adopting an Essentialist perspective should precede productivity systems.[10] BYU Magazine profiled McKeown and credited the book with helping “millions” pursue a more focused life, reflecting broad popular appeal.[11]
👎 Criticism. In a review for the Journal of Applied Christian Leadership, Bradley D. Cassell argued the approach can be overly optimistic about eliminating non-essential tasks in real workplaces.[12] The same review questioned the generalization that “at least eight hours of sleep” is essential for everyone, suggesting individual variation.[12] It also warned that the book sometimes understates obligations that cannot be declined, even if they feel non-essential.[12]
Related content & more
YouTube videos
CapSach articles
Enjoyed this page?
📚If this page Essentialism inspired or helped you today, a small coffee helps us keep creating and sharing more. Your support truly matters.👏
References
- ↑ 1.0 1.1 1.2 1.3 "Essentialism by Greg McKeown". Penguin Random House. Penguin Random House. Retrieved 3 November 2025.
- ↑ 2.0 2.1 "Essentialism: The Disciplined Pursuit of Less — bibliographic information". Google Books. Google. Retrieved 3 November 2025.
- ↑ 3.0 3.1 3.2 "Table of Contents: Essentialism". Schlow Centre Region Library. Retrieved 3 November 2025.
- ↑ 4.0 4.1 4.2 "Essentialism: The Disciplined Pursuit of Less". Publishers Weekly. 13 January 2014. Retrieved 3 November 2025.
- ↑ 5.0 5.1 "Essentialism: The Disciplined Pursuit of Less". Stanford Social Innovation Review. Stanford University. 15 April 2014. Retrieved 3 November 2025.
- ↑ "The Disciplined Pursuit of Less". Harvard Business Review. Harvard Business Publishing. 8 August 2012. Retrieved 3 November 2025.
- ↑ "Essentialism : the disciplined pursuit of less". WorldCat. OCLC. Retrieved 3 November 2025.
- ↑ "Essentialism". Penguin Books UK. Penguin Random House UK. 7 January 2021. Retrieved 3 November 2025.
- ↑ "Apple iBooks Category Bestsellers, July 27, 2014". Publishers Weekly. 1 August 2014. Retrieved 3 November 2025.
- ↑ "The Art Of Essentialism". Forbes. 17 April 2014. Retrieved 3 November 2025.
- ↑ "The Essentialist". BYU Magazine. Brigham Young University. Retrieved 3 November 2025.
- ↑ 12.0 12.1 12.2 "Essentialism: The Disciplined Pursuit of Less". Journal of Applied Christian Leadership. Andrews University. 1 September 2017. Retrieved 3 November 2025.