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This is the fundamental problem with experienced people: we know too much.

…’hangovers’… work that was pulled and committed in a specific iteration is rolling over into the next and even subsequent iterations.

Balancing between appropriate advance learning and ideation and the risk of falling into ‘analysis paralysis’ comes from experience and skill.

…if it did not depend, then everything could be strictly rule-based and experience would not count for much.

We learn about work from watching our parents and elders experience work, from the stories they tell.

Pushing beyond our comfort zone is uncomfortable, but it’s the only means by which we can learn and grow, and ultimately perform better and experience deeper satisfaction.

We have vastly more control over how we experience what happens to us – and how we behave as a result – than we ordinarily believe.

Unless we’re observing our own emotions – and intentionally taking control of them – we’re often the product of our most recent experiences.

Every leader needs to have experienced and grown through following – learning to be dedicated, observant, capable of working with and learning from others, never servile, always truthful.

Applauding yourself for the small successes, and taking the small bow, are good ways of learning to experience life each moment that you live it. And that’s part of inventing yourself, of creating your own destiny.