"All good things must come to an end"

24 | Run a company | Leadership | I read a lot of books and experience a lot of things 

[intp-conquest]

A good decision-maker should aim to keep a 'shadow of a doubt,' not to be the 'man who knew too much.'

Daniel Kahneman, Noise, Pg. 258

[intp-conquest]

Intelligence is only part of the story, however. how people think is also important. Perhaps we should pick the most thoughtful, open-minded person, rather than the smartest one.

Daniel Kahneman, Noise, Pg. 235

[intp-conquest]

Although no single measure or scale unambiguously predicts judgment quality, you may want to look for the sort of people who actively search for new information that could contradict their prior beliefs, who are methodical in integrating that information into their current perspective, and who are willing, even eager, to change their minds as a result.

Daniel Kahneman, Noise, Pg. 235

[intp-conquest]

Focusing on the process of judgment, rather than its outcome, makes it possible to evaluate the quality of judgments that are not verifiable, such as judgments about fictitious problems or long-term forecasts. We may not be able to compare them to a known outcome, but we can still tell whether they have been made incorrectly. And when we turn to the question of improving judgments rather than just evaluating them, we will focus on process, too.

-Daniel Kahneman, Noise, Pg. 50

[intp-conquest]

In summary, what people usually claim to strive for in verifiable judgments is a prediction that matches the outcome. What they are effectively trying to achieve, regardless of verifiability, is the internal signal of completion provided by the coherence between the facts of the case and the judgment. And that they should be trying to achieve, normatively speaking, is the judgment process that would produce the best judgment over an ensemble of similar cases.

-Daniel Kahneman, Noise, Pg. 51

[intp-conquest]

In other words, good judgments depend on what you know, how well you think, and how you think. Good judges tend to be experienced and smart, but they also tend to be actively open-minded and willing to learn from new information.

-Daniel Kahneman, Noise, Pg. 225

[intp-conquest]

Good decision-making must be based on objective and accurate predictive judgments that are completely unaffected by hopes and fears, or by preferences and values.

-Daniel Kahneman, Noise, Pg. 67

[intp-conquest]

Often a sign of expertise is noticing what doesn't happen.

Malcolm Gladwell

[intp-conquest]

Novices who are thoroughly incompetent rate themselves as very confident in their ability to do a thing they’ve just learned to do. By contrast, genuine experts know how difficult their work is, so they are realistic about their competence and thus rate their confidence in their own abilities as moderate, even as their performance is, of course, expert-level.

Emily Nagoski

[intp-conquest]

An expert is someone who knows some of the worst mistakes that can be made in his subject, and how to avoid them.

Werner Heisenberg

[intp-conquest]

At what point do you become qualified to talk about leadership, as a leader? 

I honestly think it really depends on the person. If you feel like you’re a leader, then you’ll naturally talk about it. That’s really all there is to it. 

[intp-conquest]

There’s something really satisfying about working late at night, with no one around. 

[intp-conquest]

“You can’t tell me who I am!”

One challenge of leadership is finding out where to draw the line between you knowing yourself really well and also becoming flexible with letting others change your opinion. 

If you’re the type that says “I know who I am and you don’t so you can’t tell me!” then you’re that manager who isn’t able to adapt to the needs of the team. It means you struggle with receiving criticism. 

But if you’re the type that lets everyone tell you who you are, then you might as well just be a secretary (nothing wrong with that). Leaders are supposed to provide direction, with solid input. 

There needs to be a healthy amount of self-doubt. 

[motivation-and-fitness]

[eveningwildflower]

“Some days you just have to say “screw it, I did what I could today” and just let go of all the stuff you wanted to do. Life is too short to be angry with yourself for being human.”

— Unknown (via deeplifequotes)

[aconsilio]

“It’s what writers and visual artists are trained to do: In the midst of a flood, consider the colour of the water.”

— Abigail Dewitt, “When Writing Fiction Hurts the People You Love”

[intp-conquest]

The Tendency To Be A Bad Leader -A Leader’s Selfishness

People forget that leaders are people too. Fallible people who fail. People who are subject to emotions, irrational decisions, self-esteem, and all of the other common failings of a human being. 

With this in mind, it’s completely possible that a leader’s personal problems will affect everyone below them. If the leader is a victim, they will lead in a way where the people around them become victims. If the leader is too aggressive, then the people below them will become aggressive (passive-aggressive). A leader who can’t adapt will lead in a way where the people below them aren’t capable of adapting to challenges and stress. 

It’s all too easy to forget that you need to look in a mirror when you’re a leader, and instead you