Personal mastery

We need to be strong in a moment of crisis by saying, yes, it can be done. And if we’re in a race between bad catastrophe and some kind of beginning prosperity for all — when you’re in a race that intense, you don’t want to sit down on the ground and start crying. Oh, we’ve lost already.

Even the simplest physical act becomes enjoyable when it is transformed so as to produce flow. The essential steps in this process are: (a) to set an overall goal, and as many subgoals as are realistically feasible; (b) to find ways of measuring progress in terms of the goals chosen; (c) to keep concentrating on what one is doing, and to keep

“Let’s see how von Karajan’s 1975 recording of the second movement of the Seventh Symphony differs from his 1963 recording,” or “I wonder if the brass section of the Chicago Symphony is really better than the Berlin brasses?” Having set such goals, a listener becomes an active experience that provides constant feedback (e.g., “von Karajan has

at scale, it is very common to have some significant number of product teams that are there in support of the other product teams. These are often called platform product teams, or shared services product teams. They are very high leverage, but they are a little different in that they generally don't directly serve customers. They serve customers

Much as an investor benefits from diversifying their investments, we too benefit from diversifying the sources of meaning and purpose in our lives. The question is: how?

Judgment—the ability to combine personal qualities with relevant knowledge and experience to form opinions and make decisions—is “the core of exemplary leadership” according to Noel Tichy and Warren Bennis (the authors of Judgment: How Winning Leaders Make Great Calls). It is what enables a sound choice in the absence of clear-cut, relevant data or

One client said his top two processes reminded him of a hammock: with these routines in place, he could be at ease, knowing not only what was ahead, but how he was going to tackle the many tasks of the day.

Great thinkers don’t harbor doubts because they’re impostors. They maintain doubts because they know we’re all partially blind and they’re committed to improving their sight.