Gut decisions

From James Clear 3-2-1 Thursday newsletter

Gut reactions are usually very wrong or very right.

They tend to be wrong when they are based purely on emotion and in domains where you lack experience. They tend to be right when they are rooted in deep understanding and well-developed taste.

Trust your gut when you have the experience to back it up.

As a consequence leaders must cede control to others, which means that simply working harder to close a given loop is no longer an option. To be clear, I’m not suggesting that leaders themselves don’t work hard or that they should be reluctant to hold others accountable. In my experience they do, and they should. [3] But “hard work” by a leader doesn’t mean “burning more hours” or “focusing intently on the problem.”

Leaders often have the most positive impact when they help build systems where the actions of a few powerful and magnificently skilled people matter least. Perhaps the best way to view leadership is as the task of architecting organizational systems, teams, and cultures–as establishing the conditions and preconditions for others to succeed. [4]

Open Loops (Leadership and Uncertainty)

Some writing advice

Many of the good writers you enjoy probably aren’t much smarter than you. They’ve just forced themselves through the process of transferring vague feelings into words and the clarity that generates. The takeaway for voracious readers is that you can discover new perspectives and new context by writing yourself.

Selfish writing

Great reminder

Learn slowly

The thing with fast food is that you can avail it quickly and when more people avail more food quickly, it soon becomes a commodity. And very often, fast food may just fill the stomach without nourishing much.

Apply above to learning. The easy access to information made it a commodity. Information should enhance our understanding knowledge and that take time.

On Learning Slowly – QAspire by Tanmay Vora