When we respond without reasoning, we're more likely to make mistakes that seem obvious in hindsight. In fact, when we respond emotionally, we often don't even realize that we're in a position that calls for thinking at all. When you are possessed by the moment, all the reasoning tools in the world won't help you (Page 13)
One reason the best in the world make consistently good decisions is they rarely find themselves forced into a decision by circumstances. (Page 14)
Time is the friend of someone who is properly positioned and the enemy of someone poorly positioned. When well positioned, there are many paths to victory. If you are poorly positioned, there may be only one. (Page 15)
The emotion default's influence: sleep deprivation, hunger, fatigue, emotion, distraction, stress from feeling rushed, and being in an unfamiliar environment. If you find yourself in any of these conditions, be on your guard! (Page 15)
Not all confidence is created equally. Sometimes, it comes from a track record of applying deep knowledge successfully, and other times it comes from the shallowness of reading an article.
It's amazing how often the ego turns unearned knowledge into reckless confidence. (Page 17)
Our ego tempts us into thinking we're more than we are.
Left unchecked, it can turn confidence into overconfidence or even arrogance. (Page 17)
We convince ourselves that low chance events are zero-chance events and think only of best-case outcomes. (Page 17)
Confidence doesn't make bad outcomes any less likely o good outcomes more likely, it only blinds us to risk. The eg also makes us more concerned with maintaining or improving our perceived position in a social hierarchy than with extend ing our knowledge or skills. (Page 18)
One reason people find it hard to empower others at work is that having them depend on us for every decision makes us feel important and indispensable. Having them depend on us makes us feel not only necessary but powerful. The more people who depend on us the more powerful we feel.
However, this position is often self-defeating. Slowly and then all at once we become a prisoner of the circumstances we created; more and more effort is needed to stay in the same place, and we approach the ceiling of brute force. (Page 18)
In the workplace is when you stop putting in 100% of what you are capable of because you feel underappreciated.
The ego grabs your unconscious, throws your longterm goals out the window, and sets you sailing on a path toward destruction. (Page 20)
Note: Quiet quitting