 |
Deep work is at a severe disadvantage in a technopoly because it builds on values like quality, craftsmanship, and mastery that are decidedly old-fashiong and nontechnological.
|
69 |
 |
…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.
|
231 |
 |
…in the end, a business’s goal is to generate value, not to make sure its employees’ lives are as easy as possible.
|
234 |
 |
…core values are essential for enduring greatness, but it doesn’t seem to matter what those core values are.
|
195 |
 |
Enduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing world.
|
195 |
 |
Finding out what you don’t like is, paradoxically, as valuable as finding out what you do like.
|
106 |
 |
…with a positive attitude, value can be created from anything that happens to you in life.
|
145 |
 |
Time is something there never seems to be enough of, hence it is one of our most valuable commodities.
|
169 |
 |
…successful people find value in unexpected places, and they do this by thinking about business from first principles instead of formulas.
|
2 |
 |
Creating value is not enough – you also need to capture some of the value you create.
|
23 |
