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…companies pay a steep price for not extending their gaze beyond the next quarter.

Knowing one’s own industry and one’s native markets is not enough to compete in the future. Take a deep and boundless curiosity about things outside your own profession and comfort zone.

As we identify past images of our lives that are no longer relevant to our future, we can start to rethink our plans. That can set us up for happiness – as long as we’re not too fixated on finding it.

It takes humility to reconsider our past commitments, doubt to question our present decisions, and curiosity to reimagine our future plans.

…our views about talent, which are extremely deeply held, are extraordinarily important for the future of our lives, our children’s lives, our companies, and the people in them.

…the future always counts, and looking further into it – rationally – is always an advantage.

…developing future leaders earlier than other companies creates a competitive advantage that lasts for decades, as… pipelines of high achievers become bigger, better, and more reliable.

…most future great performers need to be pushed at first.

…the highest function of the future is to enhance the significance of the present.

At the moment that quitting becomes the objectively best choice, in practice things generally won’t look particularly grim, even though the present does contain clues that can help you figure out how the future might unfold.