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“I don't like the word 'instinct', because it just sounds like a gut thing. I think what we call instinct is really a type of pattern recognition, which comes from experience looking at the companies and industries and situations that work.”
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“Ultimately, of course, you want people with good processes and good outcomes, but I'd rather have somebody working for me who had a good process and a bad outcome in a given year than somebody with a bad process and a good outcome. Most dangerous of all, is a manager with a bad process who has become overconfident because of undue success. It's like somebody who plays Russian roulette three times in a row without the gun going off, and thinks they're great at Russian roulette. The fourth time, they blow their brains out.”
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