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.  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. 
Open Loops (Leadership and Uncertainty)
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
A sound advice:
Alan looked at me for what I remember as a very long time. “Just remember,” he said. “Turn every page. Never assume anything. Turn every goddam page.”
The Secrets of Lyndon Johnson’s Archives
Family advice from Coach Gordo
Optimize your family’s life for the family, do not create a series of “micro lives” for the individuals => schools, activities, geography, holiday time => make it work together.
The biggest change in thinking, as a new manager, is that your best work is not you doing your best work. Your best work is creating an environment for others to do their best work.
You don’t think about, “Am I moving fast enough?”
Instead, you now contemplate, “Am I removing obstacles so my team can move fast enough?”
The mindset shift of a manager
To make the growth equation work for you
- Pick an area of your life.
- Reflect on where you currently are and where you want to be.
- Think about whether you ought to be in a state of stress—taking on just-manageable challenges—or in a state of rest, recovery, and reflection.
- Align your behavior accordingly.
- Check in every few weeks, just like you would for any other training program, and evaluate your progress.
This Simple Equation Can Change Your Life
Most of us don’t write anymore in that sense. We are so caught up in the “busyness” of doing everyday things that we don’t take a step back to reflect. We don’t think about our lives enough, and that is perhaps one reason why we remain stuck.
The truth is that we have so much on our minds nowadays that we can’t afford not to write (to reflect). It’s not more time we need. Chances are the more things we have on our minds, the less we are doing anything about them.
Keeping a Journal | Dazné
The 80/20 Rule is calculated and determined by your recent effectiveness. Whatever seems like the “highest value” use of your time in any given moment will be dependent on your previous skills and current opportunities.
When the 80/20 Rule Fails: The Downside of Being Effective
The counterintuitive insight from all of this research is that the best way to change your entire life is by not changing your entire life. Instead, it is best to focus on one specific habit, work on it until you master it, and make it an automatic part of your daily life. Then, repeat the process for the next habit.
The Scientific Argument for Mastering One Thing at a Time
So obvious but so difficult to apply.
The cycle of Plan it-Do it-Reviewit, is simple, powerful and effective.
Nicholas Bate – Productivity 4