Warren Buffet says: […] You have to stick within what I call your circle of competence. You have to know what you understand and what you don’t understand. It’s not terribly important how big the…
Naval Ravikant on Happiness
[…] (Happiness) is what’s there when you remove the sense that something is missing in your life. We are highly judgmental, survival, and replication machines. We are constantly walking around thinking I need this, I…
Ray Dalio on Nature and Decision-making
[…] By recognizing the higher-level consequences nature optimizes for, I’ve come to see that people who overweigh the first-order consequences of their decisions and ignore the effects of second- and subsequent-order consequences rarely reach their…
Naval Ravikant on How to Create a Habit
[…] “I don’t have time.”… “I don’t have time” is just another way of saying that something is not a priority. What you really have to do is say if something is a priority or…
Richard Rumelt on the Source of Bad Strategy
[…] A strategy is a way through a difficulty, an approach to overcoming an obstacle, a response to a challenge. If the challenge is not defined, it is difficult or impossible to assess the quality…
Peter Thiel on Whom you Should Work With
[…] Why work with a group of people who don’t even like each other? Many seem to think it’s a sacrifice necessary for making money. But taking a merely professional view of the workplace, in…
Lee Iacocca on How to Succeed
[…] The ability to concentrate and use your time well is everything if you want to succeed in business… If you want to make good use of your time, you’ve got to know what is…
Dave Hitz on Why you Shouldn’t Trust the Newspapers
[…] Don’t plan your risk reduction strategy after reading the newspaper. It’s like going to the grocery store when you are hungry. In both cases, you will make bad decisions. The most important risks are…
Jeff Bezos on Making Smart and Fast Decisions
One common pitfall for large organizations – one that hurts speed and inventiveness – is “one-size-fits-all” decision making. Some decisions are consequential and irreversible or nearly irreversible – one-way doors – and these decisions must…