Sublime
An inspiration engine for ideas
THE MOST DIFFICULT CEO SKILL
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
When too many people try to adopt the contrarian position at once, it’s no longer contrarian. Mavericks become the new consensus-following herd. If everyone tries to outsmart each other by adopting novel or obscure contrarian positions, it leads to player-versus-player environments where the froth and chop of memetic war makes winning even harder.
Drew Austin • The Culture of Cope
that might go against the grain, that could lead to doubt among people who always think they’re right, but seldom are.
Tom Marks • The Second-Best Business Book Ever Written: The Pursuit of Thought Leadership in Sales, Marketing, and Life
What important truth do very few people agree with you on?
Zero to One by Peter Thiel
“What’s your view on the foam damage?” Or she could have asked, “Does someone have a different point of view?” Or: “Can someone argue the opposite point of view?”
Morten T. Hansen • Great at Work: How Top Performers Do Less, Work Better, and Achieve More
Refusal to partake in groupthink caused us to underperform the mar-ket by 9.8 percentage points in 1980 but cascaded to Windsor's benefit in 1981. We recovered our footing and surpassed the S&P 500 by better than 21.7 percentage points. We'd pinned our reputation to a rout of that sort.
John Neff • John Neff on Investing
In his desire to wrest sole control of risk policy from experts, Slovic has challenged the foundation of their expertise: the idea that risk is objective.