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In too many domains of our lives, we never gain enough expertise to question our opinions or discover what we don’t know.

…knowledge is best sought from experts, but creativity and wisdom can come from anywhere.

In performance cultures, we… censor ourselves in the presence of experts who seem to know all the answers – especially if we lack confidence in our own expertise.

If you set a goal of becoming an expert on your business, you would immediately start doing all kinds of things you don’t do now.

When it comes to tasks that are part of their domain of expertise, great performers can keep performing at a high level even after their skills outside their domain have deteriorated.

…the savviest judges of human potential… refuse to become so habit-bound that familiar customs unthinkingly turn into ruts.

…though there are guidelines for how to deal with emergencies, at the end of the day, we trust the expertise of a few special people to know when to break the rules.

…when experts make decisions, they don’t logically and systematically compare all available options. That is the way people are taught to make decisions, but in real life it is much too slow.

When we become expert in something, our tasks grow more esoteric and complex… it is really only experts who are able to reliably account for their reactions.

Overloading the decision makers with information… makes picking up that signature harder, not easier. To be a successful decision maker, we have to edit.