 |
…extraordinary achievement is less about talent than it is about opportunity.
|
76 |
 |
Successful people don’t do it alone. Where they come from matters. They’re products of particular places and environments.
|
119 |
 |
We mitigate when we’re being polite, or when we’re ashamed or embarrassed, or when we’re being deferential to authority.
|
194 |
 |
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.
|
21 |
 |
There’s a well-known heuristic in management consulting that the right time to fire someone is the first time it crosses your mind.
|
30 |
 |
…most managers are reluctant to terminate personnel, hanging on to them too long.
|
30 |
 |
The hiring success rate of managers has long been estimated at just 50%, which completely squares with the uncertainty involved.
|
31 |
 |
When we embark on an endeavor, we also accumulate debris – the time, money, and effort we have spent. As we accumulate costs, the mass grows, escalating our commitment and making it more an more difficult to quit.
|
96 |
 |
…past history with a decision can influence you to escalate commitment when someone fresh to the decision might quit.
|
100 |
 |
When you are doing something that you already know you can accomplish, you’re not learning anything important about whether the endeavor is worth pursuing.
|
114 |
