YCA > YCA's Quotes

“You'll get the greatest compliance by maximizing frequency and minimizing intensity.”
― Tynan, Superhuman by Habit: A Guide to Becoming the Best Possible Version of Yourself, One Tiny Habit at a Time

“To make sure that this motivation sticks, write yourself a note explaining why you're going to implement the habit.”
― Tynan, Superhuman by Habit: A Guide to Becoming the Best Possible Version of Yourself, One Tiny Habit at a Time

“Excitement is enough to get you through the first week or two of a new habit, but is fundamentally unable to sustain you beyond that. To go further, you need real motivation.”
― Tynan, Superhuman by Habit: A Guide to Becoming the Best Possible Version of Yourself, One Tiny Habit at a Time

“Use your mistakes to focus. They draw attention to an area that needs more attention, so give it that attention.”
― Tynan, Superhuman by Habit: A Guide to Becoming the Best Possible Version of Yourself, One Tiny Habit at a Time

“The solution is to plan your day around the habit for the next day.”
― Tynan, Superhuman by Habit: A Guide to Becoming the Best Possible Version of Yourself, One Tiny Habit at a Time

“When you first miss a habit, the next occurrence of it should become a top priority. You must execute on that habit at any level possible. Do it perfectly if you can, but do it terribly if that's all you can handle.”
― Tynan, Superhuman by Habit: A Guide to Becoming the Best Possible Version of Yourself, One Tiny Habit at a Time

“By embracing decision-focused planning, companies will almost certainly find that the quantity and quality of their decisions will improve.”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“strategic-issue reviews are organized around “facts, alternatives, and choices.”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“Effective strategy planners spread strategy reviews throughout the year rather than squeeze them into a two- or three-month window. This allows senior executives to focus on one issue at a time until they reach a decision or set of decisions.”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“Uhlaner put in place a Growth and Performance Planning Process that starts with agreement by Ballmer’s leadership team on a set of strategic themes—major issues like PC market growth, the entertainment market, and security—that cross business-unit boundaries.”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“very few companies (less than 10%, according to our survey) have any sort of rigorous or disciplined process for responding to changes in the external environment.”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“Focus on Companywide Issues. During strategy discussions, focus on issues spanning multiple business units. Example:”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“use the strategy development process to drive decision making.”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“they’ve also changed the nature of top management’s discussions about strategy—from “review and approve” to “debate and decide,”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“what should he do to make strategic planning drive more, better, and faster decisions? Like”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“The trick in decision making is to avoid becoming either mindlessly global or hopelessly local. If”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“The real challenge for executives who want to implement decision quality control is not time or cost. It is the need to build awareness that even highly experienced, superbly competent, and well-intentioned managers are fallible. Organizations need to realize that a disciplined decision-making process, not individual genius, is the key to a sound strategy. And they will have to create a culture of open debate in which such processes can flourish. Originally”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“The use of “war games” is a powerful antidote to the lack of thinking about competitors’ reactions to proposed moves. 11.”
― Harvard Business School Press, HBR's 10 Must Reads on Making Smart Decisions

“When things are going poorly or going excellently, one’s judgment tends to get compromised and it becomes harder to think clearly. You need to have already thought.   Your”
― Sebastian Marshall, Roguelike

“Likewise, “Okay. Talent and hard work are critical, but not enough. I need whoever has decisionmaking authority to like me and be very seriously emotionally invested in wanting to help me advance my career.”   That’s”
― Sebastian Marshall, Roguelike

“Healtheon was worth whatever investors felt like paying for it, and that depended largely on public opinion. Healtheon was running for president. The IPO was election day.”
― Michael Lewis, The New New Thing: A Silicon Valley Story

“The first practice is to ask what needs to be done. Note that the question is not "What do I want to do?" Asking what has to be done, and taking the question seriously, is crucial for managerial success. Failure to ask this question will render even the ablest executive ineffectual. ”
― Sebastian Marshall, MACHINA

“Once you discover a method that is very powerful and potent, you need to ensure it reliably happens all the time to get the relevant gains.   This is operations.”
― Sebastian Marshall, MACHINA

“If you’re leading or coordinating a diverse group of people, make sure they know a single way to default to doing things under stress. A “58% higher reaction time” translates to being 37% slower.”
― Sebastian Marshall, MACHINA

“Sun Tzu said the same thing many centuries ago: "The more possibilities you present an enemy, the more diffuse he is forced to become. The more diffuse he becomes, the more difficult it is for him to concentrate sufficiently to make a successful attack.”
― Sebastian Marshall, MACHINA

“Most people are too caught up in current moment. They greatly overestimate what they can do now, and underestimate broad and grand arcs of time unfolding.”
― Sebastian Marshall, MACHINA

“think of problems as gold mines. The world’s biggest problems are the world’s biggest business opportunities.”
― Timothy Ferriss, Tools of Titans: The Tactics, Routines, and Habits of Billionaires, Icons, and World-Class Performers

“don’t be daunted by “bad” news or overly exuberant about the “good”—just take everything as it is and do your best with it.”
― Chris LoPresti, INSIGHTS: Reflections From 101 of Yale's Most Successful Entrepreneurs

“Three to five billion new consumers are coming online in the next 6 years. Holy cow, that’s extraordinary. What do they need?”
― Timothy Ferriss, Tools of Titans: The Tactics, Routines, and Habits of Billionaires, Icons, and World-Class Performers

“Stay humble and customer-focused. No matter what business you are in, you are serving your customers. You differentiate yourself by how well you satisfy, and keep satisfying, your customers’ needs. Don’t become so enamored with your idea or product that you believe it will “sell itself.” There is always a better widget waiting in the wings. What will make your ideas successful is your personal ability to convince customers that you stand behind what you are selling.”
― Chris LoPresti, INSIGHTS: Reflections From 101 of Yale's Most Successful Entrepreneurs