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Daniel's notes on Mastery

Mastery by Robert Greene

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Microsoft took on the cost of supporting old, legacy applications, instead of asking its developers to take on the cost of constantly updating. Page 366 Cover of Cold Start Problem Cold Start Problem 286 notes
What seems late is actually early. Now is the time to reimagine what networks can be and what they can do. Software is an unbeatable playground for ingenuity. You don't have to accept the internet as you found it. You can make something better... as a builder, as a creator, as a user, and, most important, as an owner. You are here now. These are the good old days. Page 230 Cover of Read Write Own Read Write Own 290 notes
To improve our lives, we need to see the world as it is and learn to work with the principles that govern it. Having a diverse set of mental models that reflect how the world works is crucial for making better decisions and living a more meaningful life. Page 382 Cover of The Great Mental Models, Volume 4 The Great Mental Models, Volume 4 292 notes
Inspiration is a magical thing, a productivity multi-plier, a motivator. But it won't wait for you. Inspiration is a now thing. If it grabs you, grab it right back and put it to work. Page 271 Cover of Rework Rework 291 notes
Managing your defaults requires more than willpower. Defaults operate at our subconscious level, so overriding them requires harnessing equally powerful forces that pull your subconscious in the right direction: habits, rules, and environment. Page 246 Cover of Clear Thinking Clear Thinking 275 notes
Post-trial survey emails can improve your free-to-paid conversion rate if you trigger certain events based on user feedback. For instance, if a user says the product was too complex, you can have a customer success representative reach out to walk them through the product. As in bowling, if you don't get a strike in the first throw, you have another shot. So, why not use post-trial survey emails as a way to rekindle the opportunity and provide an incredible experience? After all, these same users were interested in using your product for a specific reason. Let's help them out. Page 280 Cover of Product-Led Onboarding Product-Led Onboarding 249 notes
Evaluate the opportunities in terms of their impact on the stakeholders and their organizations, the availability of budget, the ur-gency, the alignment on value, the implementation potential, and the likelihood of you winning the market. You can use our template at leanb2b.co/opportunities for your analysis. Page 148 Cover of Lean B2B Lean B2B 218 notes
Catching Fire by Richard Wrangham: Fire arguably made us human. This book talks about how the invention of fire allowed humans as species to outsource our metabolism to the fire and allocate more of our scarce calories to the brain. Fire relaxed an evolutionary constraint and made us smarter. We've been co-evolving with technology for a very, very long time, arguably for evolutionary timescales. Technology is actually what makes us human. It's what distinguishes man from animal. Page 271 Cover of The Anthology Of Balaji The Anthology Of Balaji 240 notes
Chapter 11 Summary: • In general, when we quit, we fear two things: that we've failed and that we've wasted our time, effort, or money. • Waste is a forward-looking problem, not a backward-looking one. Page 247 Cover of Quit Quit 185 notes
In our lowest moments, we should remind ourselves of the truth of the dream: that life is not a story, but a game with no end. This means it isn't a final victory we should seek but simple, humble progress: the never-ending pleasure of moving in the right direction. Nobody wins the status game. They're not supposed to. The meaning of life is not to win, it's to play. Page 310 Cover of The Status Game The Status Game 194 notes
You're designing a set of experiences, interactions, and choices that help players feel powerful, competent, connected, and valued. Cover of Game Thinking Game Thinking 187 notes
Routine work: Work that can be reduced to a script, a spec sheet, a formula, or a set of instructions. External rewards can be effective in motivating routine tasks. But because such algorithmic, rule-based, left-brain work has become easier to send offshore and to automate, this type of work has become less valuable and less important in advanced economies. Page 211 Cover of Drive Drive 199 notes

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