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Here are 13 thoughts about how to achieve such outlier success

Moravec’s paradox: machines and humans frequently have opposite strengths and weaknesses.

a leader must have presence and poise; regulating distress is perhaps a leader's most difficult job.

Instead of working back from a goal, work forward from promising situations. This is what most successful people actually do anyway.

It’s when we progress from novice to amateur that we become overconfident.

In my research and reporting on change and uncertainty, I constantly found a pattern: skillfully navigating change – be it at the level of an individual, organization, community, or even an entire species – demands not ruggedness or flexibility, but ruggedness and flexibility. It’s an example of when non-dual thinking, or holding two competing

Parkinson’s Law states that work contracts or expands to fill the time you allot for it.

Himalayan mountain climbers—5,104 expedition groups in all—found that teams from countries that strongly valued hierarchical culture got more climbers to the summit, but also had more climbers die along the way. The trend did not hold for solo climbers, only teams, and the researchers argued that hierarchical teams benefitted from a clear chain of