• Broader categories are always more probable than their subsets. It's more likely someone has a pet than they have a cat. It's more likely someone likes coffee than they like cappuccinos. The extension rule in probability theory thus states that if B is a subset of A, B cannot be more probable than A.
• Likewise, the probability of A and B cannot be higher than the probability of A or B. It is more probable that Linda is a bank teller than that she is a bank teller and active in the feminist movement.

A plan is like a system. A change in one component of a system will likely impact the functionality of other parts of the system. 

The more steps involved in a plan, the higher the chance that something will go wrong and cause delays and setbacks. For this reason, home remodeling and new product ventures seldom finish on time.

Today’s career landscape isn’t a lineup of tunnels, it’s a massive, impossibly complex, rapidly changing science laboratory. 

Time. A typical career will take up somewhere between 20% and 60% of your meaningful adult time.

Quality of Life. Your career has a major effect on all your non-career hours.

Impact. Whatever shape your career path ends up taking, the world will be altered by it.

Identity. We tell people about our careers by telling them what we are.

It's a thinking mistake and it occurs when we confuse selection factors with results. 

Professional swimmers don't have perfect bodies because they train extensively. Rather, they are good swimmers because of their physiques.

It plays on this tendency of ours to emphasize loss over gain.

The term sunk cost refers to any cost that has been paid already and cannot be recovered. The reason we can't ignore the cost, even though it's already been paid, is that we're wired to feel loss far more strongly than gain.

Individuals fail to anticipate how little information they and others use when making decisions.

An the immediacy of human judgment generally surprises people: we are startled by how quickly we make judgments and how little information we use doing so.

We fail to anticipate how little information we (and others) use when making decisions.

The immediacy of human judgment generally surprises people: we are startled by how quickly we make judgments and how little information we use doing so.

This technique requires 2 steps:

• Deep immersion into a subject matter without specifically looking for an answer to your problem.
• Letting go completely while you process that information (actually walking away from it), to allow good ideas to bubble up from the subconscious and into clear view.

This is the ability to reach beyond a specific field of expertise and create new uses for an older thing. It’s about taking one thing and using it for a different purpose than intended.

For example: Apply a cooking recipe to a marketing strategy or use a spreadsheet program to organize words for your poetry.

Doing a little consistently is always going to be more effective than doing a lot but inconsistently.

Inconsistency will most likely kill your confidence and your ability to succeed in a creative career or any creative endeavor.

Momentum is based on the idea that an object in motion stays in motion.

• It’s more effective to write 200 words every day than it is to write 1000 words once a week
• We’re better off practicing an instrument for 15 minutes every day than we are an hour once a week.

Daydreaming can be “quite a respite” and provide a brief escape from day-to-day life. But it’s also beneficial to simply step away from distractions, obligations, and stressors long enough to feel bored and let your mind recharge. 

Don’t conflate boredom with relaxation. A purposefully tranquil activity, such as yoga or meditation, likely doesn’t meet the definition of trying and failing to find stimulation.

To tap into true boredom, unplug, pick an activity that requires little or no concentration and simply let your mind wander, without music or stimulation to guide it.

While dealing with the daily problems and decisions, we need to ask ourselves what do our lives require right now, and what matters the most to us. This reminds us to participate and take action in meaningful work, with a purpose, a mission and a direction. It stops us from acting on impulse or wasting our time during trivial things that don't have any impact.

You can only take one action at a time, due to time, energy and other constraints. Make sure the action you take is based on the big picture and has the most significant impact.

Don't waste your Turn.

Humor and status have always been tightly linked: good leaders seem to often use humor in order to motivate their team members' actions. As individuals, we tend to prefer, researchers claim, jokes that make us laugh while feeling slightly uncomfortable.

Furthermore, we perceive the joke teller as a self-confident person, who could easily become a leader due to his or her courage to make such a joke. The key point here is that the joke should be appropriate and match the context.

Making inside jokes usually shows how bounded a team or a group is: their jokes can understood the best by themselves.

However, the moment an outsider integrates the group, it is better to avoid the inside jokes, as this will most probably make him or her feel out of place.

It's a tendency to heavily weigh the moment which is closer to the present, as compared to something in the near or distant future.

Example: If you are offered a choice of $150 right now or $180 after 30 days, you would be more inclined to choose the money you are offered right now. However, if we take the present moment out of the equation, and put this offer in the distant future, where you are offered $150 in 12 months or $180 in 13 months, your choice is likely to be the latter one.

• Actor-Observer Bias: the way the explanation of other people’s behaviour tends to focus on the influence of their personality while being less focused on the situation while being just the opposite while explaining one’s own behaviour.
• Zeigarnik Effect: when something unfinished and incomplete tends to linger in the mind and memory.
• The IKEA Effect: when our own assembling of an object is placed at a higher value than the other objects.
• Optimism Bias: makes us underestimate the cost and duration for every project we try to undertake or plan.
• Availability Bias: makes us believe whatever is more easily available to our consciousness, and is more vivid (or entrenched) in our memory.