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Thin-slicing’ refers to the ability of our unconscious to find patterns in situations and behavior based on very narrow slices of experience.

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

When… it is difficult or impossible to punish employee misdeeds or remove poor performers, imaginative bosses sometimes still find ways to persuade people to change their destructive behavior.

Emotions are remarkably contagious. When people are surrounded by jerks, they usually mimic such behavior and don’t realize they are doing so.

The endowment effect has obvious applications to quitting behavior. Selling something you own is the equivalent of quitting; you are quitting your ownership.

…like everything else that potentially improves quitting behavior, just because your portfolio is diversified doesn’t necessarily mean that you’re going to make great choices about what to quit and what to keep pursuing.

…goals have a dark side. They point to numerous negative consequences of goal setting, several of which interfere with rational quitting behavior.

Unlesses can get us out from under the forces that will keep us playing in the short run, chasing a win, and align our behavior more closely with our long-term best interests.

…70% of managers fail to become leaders; they fondly call themselves leaders, but their actions and behavior say something totally different.

…leadership sets the tone of the workplace culture and acceptable behavior patterns.