I have gotten used to working in the dark and I dig it.
That's one of the real dangers of leader selection in many organizations: leaders are selected for overconfidence.
Spend some effort in figuring out why each decision did or did not pan out. Doing that systematically is key: really try to question the way you make decisions, and improve it.
Happiness is determined by factors like your health, your family relationships and friendships, and above all by feeling that you are in control of how you spend your time.
Clearly, the decision-making that we rely on in society is fallible. It's highly fallible, and we should know that.
After a crisis we tell ourselves we understand why it happened and maintain the illusion that the world is understandable. In fact, we should accept the world is incomprehensible much of the time.
Overconfidence is a powerful source of illusions, primarily determined by the quality and coherence of the story that you can construct, not by its validity.
I realized I needed to address people, not just dress them.
Everyone should be able to do one card trick, tell two jokes, and recite three poems, in case they are ever trapped in an elevator.
If you learn how to defeat that person when you're running. You will know how to not quit when things get hard in your life.
I do want to make it very convincing. And the best way to do that is to put most of it in dialogue.