this: What if you throw the whole confidence paradigm in the trash?

“Everything is opportunity/cost. If I go out to a movie instead of going hiking as my leisure activity, what is the cost of that? If I go to the movies instead of a hike, does that help or hurt my paddling? I’ve got to judge that.” “Quit” doesn’t have to be the opposite of “grit.” This is where “strategic quitting” comes in. Once you’ve found

Givers make sure assisting others doesn’t hamper their own achievements. One hundred hours a year seems to be the magic number.

The lesson from cases of people both keeping and losing their jobs is that as long as you keep your boss or bosses happy, performance really does not matter that much and, by contrast, if you upset them, performance won’t save you.

“Not being nice may look promising at first, but in the long run it can destroy the very environment it needs for its own success.”

Remember, you cannot maximize two things that are both dependent on the same resource:

“The executive who wants to be effective and who wants his organization to be effective polices all programs, all activities, all tasks. He always asks: ‘Is this still worth doing?’ And if it isn’t, he gets rid of it so as to be able to concentrate on the few tasks that, if done with excellence, will really make a difference in the results of his

We have this concept, invest in strength versus lack of weakness. And at first that is obvious, but it’s actually fairly subtle. Which is sort of the default way to do venture capital, is to check boxes. So “really good founder, really good idea, really good products, really good initial customers. Check, check, check, check. Okay this is

This was their system: prototype and test, prototype and test, prototype and test—until the time was up. When there is no set path, this system wins.