A note from Daniel

Any decision is made under some degree of uncertainty, stemming from two different sources, most of our decisions being subject to both. First, the world is stochastic. Luck makes it difficult to predict exactly how things will turn out, at least not in the short run. We operate not with certainties but with probabilities, and we don't have a crystal ball that tells us which among all the possible futures will be the one that actually occurs. Second, when we make most decisions, we don't have all the facts. We have to make decisions with only partial information, certainly far less than we'd need to have to make a perfect choice.

Daniel Quit, page 11 · August 16, 2024 Save to shelf
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Daniel p. 247

Chapter 11 Summary: • Goals, when set, are a proxy for an expected-value equation, balancing the benefits that you're trying to gain against the costs you're willing to bear. • Inflexible goals aren't a good fit for a flexible world. • With better advance planning (like identifying monkeys and pedestals and kill criteria) and the help of a good quitting coach, you can make goals more flexible, setting at least one "unless" and planning regular check-ins on the analysis that initially led to setting the goal.
Daniel
Daniel p. 247

Chapter 11 Summary: • Goals can make it possible to achieve worthwhile things, but goals can also increase the chances that we will escalate commitment when we should quit. • Goals are pass-fail in nature. You either reach the finish line or you don't, and progress along the way matters very little. • Don't just measure whether you hit the goal, ask what you have achieved and learned along the way. • Set intermediate goals and prioritize goals that allow you to recognize progress along the way or acquire something valuable even if you don't reach the goal.
Daniel

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Ultra Successful p. 60

The False Constraints That Limit Your Potential: - How Quickly You Can Scale Whether it's your business or your career, there are unspoken timelines that people accept as gospel.They are all untrue: "You can only really grow at 10% a year." "You need to pay your dues for a decade before getting promoted." These artificial limits keep people moving at a crawl when they could be sprinting or pushing for more. The most successful people I know refuse to accept conventional wisdom about timelines, and oddly enough, they break them all the time.
Daniel

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