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If your boss has your back, takes responsibility instead of blaming others, encourages your efforts but also gets out of your way, and displays a sense of human rather than a raging tempter, you’re probably in a good place. If your boss is the opposite, watch out – and maybe get out.

Ample research from many countries shows that when your individual goals align with those of your organization, you’re happier and more productive.

…there are moments, particularly in times of stress… when our snap judgments and first impressions can offer a much better means of making sense of the world.

Contempt is special. If you can measure contempt, then all of a sudden you don’t need to know every detail of [a] relationship.

Snap judgments and rapid cognition take place behind a locked door.

…if we are to learn to improve the quality of the decisions we make, we need to accept the mysterious nature of our snap judgments.

Our first impressions are generated by our experiences and our environment, which means that we can change our first impressions – we can alter the way we thin-slice – by changing the experiences that comprise those impressions.

Taking rapid cognition seriously – acknowledging the incredible power… that first impressions play in our lives – requires that we take active steps to manage and control those impressions.

Snap judgments can be made in a snap because they are frugal, and if we want to protect our snap judgments, we have to take steps to protect that frugality.

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