Shingo

Here's what he did instead—identify the handful of factors that could make or break the thesis.

He figured out the one or two factors that could make the horse succeed or fail — and, in this case, it was sales growth and making the cost advantage continue to work. Then, he took all of the historical data, quarter by quarter for every single plant, ... See more

If there's a good probability of catastrophe risk, it's an immediate no

The first step in Warren’s investing process is always to say, “What are the odds that this business could be subject to any kind of catastrophe risk that could make it just fail?” If there is any chance that any significant amount of his capital could be subject to catastrophe... See more

J. Paul Getty on dealing with setbacks:

“Crises, setbacks, obstacles—these will certainly be met by any executive in the course of his career. The measure of a person in such circumstances is not only how they cope with adversity, but also how they turns it to their advantage. Business is always a battle—for sales, improvements, efficiency —and an ... See more

Charles F. Kettering on talking vs doing:

“Theorizing is not nearly as effective as trying.”

Alexandr Wang on effort:

“I have never seen ordinary effort lead to extraordinary results.”

It can be hard to appreciate how much a little extra makes a big difference.

Making five extra calls a day may seem small, but do that for a month, and you'll have made 100 extra calls. Work an extra hour a day because you don't go out partying with your friends, and you've got 6 weeks of work in a year over your colleagues. That's six extra weeks ... See more

John Collison, Co-founder of Stripe, on the necessary level of tenacity:

“As you become an adult, you realize that things around you weren't just always there; people made them happen. But only recently have I started to internalize how much tenacity *everything* requires. That hotel, that park, that railway. The world is a museum of passion projec... See more

Jeff Bezos on not under-estimating opportunity:

“I think it's generally human nature to over-estimate risk and under-estimate opportunity. ... The risks are probably not as big as you perceive and the opportunities may be bigger than you percieve.”

Stop fighting your nature. Start winning with it.

You're born with certain core traits. Fighting them is like being a sprinter forced to run marathons – exhausting and futile. But these "limitations" can become your biggest advantage.

Your instincts, personality, and preferences aren't flaws - they're features.

When something seems to be holding yo... See more