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…the way that we lead can exacerbate the problems that both the pass-fail and the fixed nature of goals can create.

Leaders commonly fall into the trap of evaluating people solely by whether they’ve achieved a goal or not. When they do that, they’re increasing the potential for escalation of commitment.

When we worry that waiting means we’ve failed, what exactly are we failing at? If you quit something that’s no longer worth pursuing, that’s not a failure. That’s a success.

…if you’re continuing to pursue something that’s no longer worth pursing, isn’t that a failure? How do we start to redefine that and thing about failure as failing to follow a good decision process?

We need to redefine failure. We need to redefine Waste. But ultimately, what we need to do is rehabilitate the very idea of quitting.

The more we fail, the more eager we are to do better.

…the right kind of failure feedback is a reward. It makes us more engaged and more optimistic about our odds of success.

…hope of success is more exciting than success itself. Success is pleasurable, but it leaves us at a loss for something interesting to do. If we fail, and if we can try again, then we still have a mission.

…when we can enjoy our own failure, we can spend more time suspended in a state of urgent optimism – the moment of hope just before our success is real, when we feel inspired to try our hardest and do our best.

…when we see success or failure as an entirely individual affair, we can’t bother to invest time or resources in someone else’s achievements.