This is, in fact, the first obligation of a leader and a decision maker. Our job is not to “go with our gut” or fixate on the first impression we form about an issue. No, we need to be strong enough to resist thinking that is too neat, too plausible, and therefore almost always wrong. Because if the leader can’t take the time to develop a clear sen

My job is not to be right or to know more than any employee. It’s to help an employee design a data-driven approach to assessing new ideas and to develop intuition, judgment, and market intimacy skills. This doesn’t mean encouraging a free-for-all where anyone can do what they want—it means building accountability for good decision making based on

this point I was better able to hold multiple perspectives simultaneously without experiencing cognitive dissonance, the state of “negative capability” that Keats referred to as useful to writers. This time, the mixed data points only made me do more work, and I gained even more conviction in the character and competence of the investment manager.