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…the best bosses keep hunting for little ways to use everyone’s time and energy more efficiently and respectfully.

[Bosses] realize there are times when it is wisest to do a good job of implementing a bad decision.

…great bosses help followers feel powerful rather than powerless – especially during rough times.

Freaking out about time pressure causes people to focus on the task at hand and tune out everything else.

…high-power distance communication works only when the listener is capable of paying close attention, and it works only if the two parties in a conversation have the luxury of time…

…the road to happiness is not in sticking blindly to the thing that we’re doing… We need to see what’s going on around us so we can do whatever will maximize our happiness and our time and our well-being.

We’re not omniscient. We don’t have crystal balls or time machines. All we have is our best assessment of an uncertain and changing landscape and the hope that we have honed our quitting skills enough to walk away when conditions turn against us.

Quitting on time will usually feel like quitting too early.

It shouldn’t be surprising that making good decisions about quitting requires mental time travel since the worst time to make a decision is when you’re in it.

…the sunk cost effect… [is] a systematic cognitive error in which people take into account money, time, effort, or any other resources they have previously sunk into an endeavor when making decisions about whether to continue and spend more.