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…there are no shortcuts to excellence. Developing real expertise, figuring out really hard problems, it all takes time – longer than most people imagine.

…experts practice differently. Unlike most of us, experts are logging thousands upon thousands of hours of… deliberate practice.

Rather than focus on what they already do well, experts strive to improve specific weaknesses.

…experts are more interested in what they did wrong – so they can fix it, rather than what they did right.

…experts do it… Until they have finally mastered what they set out to do. Until what was a struggle before is now fluent and flawless.

…negative and unkind people were seen as less likable but more intelligent, competent, and expert than those who expressed the same messages in kinder and gentler ways.

…tasks that leverage your expertise tend to be deep tasks and they can therefore provide a double benefit: They return more value per time spent, and they stretch our abilities, leading to improvement.

…to innovate you need expertise, and the durable nature of product teams lets people go deep enough to gain that expertise.

Great teams ensure that all members, in spite of their individual responsibilities and areas of expertise, are doing whatever they can do to help the team accomplish its goals.

The ‘expert’ might be someone trained in making sense of the machine’s output, or turning the data into machine-readable form, rather than someone who does the actual work…