No matter how self-aware we are and how conscious we are in making decisions, we are still unlikely to see all of our blindspots. To help with this, forming a team of employees you trust who are willing to challenge you can help you ensure that honest feedback will be given.

Disagreeable people often give honest feedback because they operate in a psychologically safe environment where mistakes are seen as learning opportunities instead of facing repercussions.

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Adam Grant

"Your ability to rethink and unlearn matters far more than raw intelligence."

The Founder Syndrome is when one who has overgeneralized the wrong lesson when he betted against the consensus, thus admitting to themselves that they have better judgment.

The approach to take in situations stated above is to analyze the reason why we were right and why others were wrong. It is important to attribute your success to something specific instead of following your intuition blindly.

Being overly confident is a double-edged sword. In order to curb this, we must give ourselves at least one reason why we might end up wrong.

When forming an opinion, we can ask ourselves "what would have to happen in order to prove myself or my opinion wrong?" This gives us the opportunity to analyze our opinion and the possibility of a fresh perspective.

When we learn to consider our ideas, conclusions, or theories to be provisional or as something that can be changed or proven wrong later on, we are then less likely to commit to a losing strategy.

Find opportunities for feedback on how you appear to others. It will help you become aware of behaviours that may interfere with your effectiveness.

Shift your perspective from "me" to "we." Instead of being a lone achiever, it is important to involve your team, listening more, and talking less.

To advance and take on more responsibility does not mean you have to say yes to everything. However, you should learn how to delegate and know which things to say no to.

  • Volunteer for cross-functional task forces and opportunities that broaden your network.
  • Learn new skills outside your comfort zone.
  • Earn support of other executives outside your direct reporting line.
  • Aim for projects that are revenue-generating or strategic.
  • Avoid purely social projects or those that lack takeoff.
You "just aren't ready" for a promotion

Most of us reach a point in our careers where accomplishing goals doesn't return the same rewards. Despite succeeding at your performance goals, you may be told that you are "not ready" for a promotion.

This type of feedback often means that you've spent more time on building your skills and not enough on building relationships. However, there are certain actions you can take to strengthen your relationships and put you on the path to promotion.

There are often people that we have greater difficulty working with than others. The sooner you can identify personality characteristics that you find challenging, the more time you have to develop strategies for working effectively with them.

When you take accountability for getting along with all kinds of coworkers, you eliminate friction and make it easy for management to promote you.

Jack Welch said: “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”

We learn best when we are teaching others. Your earliest opportunity to lead others comes from volunteering. Reach out to a person outside your business unit that would welcome your help. Then commit to helping them work on an issue they raise.

Companies achieve results through collective leadership. To be considered for a promotion, you need to demonstrate your ability to work well with others.

Identify what makes you great at your job.

  • What are you known for?
  • What types of problems do people frequently come to you to help solve?

Take that skill and find a friendly way to share your gift with others.

  • Prioritize: you can’t have everything you want
  • Don’t confuse goals with desires. A goal - something you have to achieve; a desire - something you want, but it stands in the way of your goals.
  • Don't give up on the goals that seem impossible.
  • Don’t confuse the signs of success with success itself.
  • Learn how to deal with your setbacks; this is as important as knowing how to move forward.
Ray Dalio

“There are always risks out there that can hurt you badly, even in the seemingly safest bets, so it’s always best to assume you’re missing something.”

Your principles will influence your standards of behavior. In relationships with other people, your and their principles will decide how you collaborate.

People who have shared values and principles get along. People who don’t share values and principles, experience misunderstandings and conflict with one another. Most of the times in relationships, our principles are ambiguous.

  • A correct understanding of reality is the essential foundation for any good outcome.
  • Don’t get attached to your views about how things should be; there should always be space for learning.
  • Evolution is the single greatest force in the universe.
  • Evolving is life’s greatest accomplishment and its greatest reward.
  • “No pain, no gain”. Evolution won’t always feel good.
  • Pain + Reflection = Progress. The quality of your life will depend on the decisions you make at those painful moments.
  • Weigh second and third-order consequences.
  • Think of yourself as a machine operating within a machine and know that you have the ability to alter your machines to produce better outcomes.
  • Distinguish between you as the designer of your machine and you as a worker with your machine.
How to Make Decisions Effectively
  • Know and understand the biggest threat to good decision making - harmful emotions
  • Decision making is a two-step process: first learning, then deciding
  • Synthesize the situation you're dealing with
  • Make your decisions as expected value calculations
  • Prioritize by weighing the value of additional information against the cost of not deciding
  • Use Principles and convert them into algorithms and have the computer make decisions alongside you.
Confront Your Weaknesses
  • Don’t confuse reality with the way you wish reality to be.
  • Don’t overweight first-order consequences relative to second and third-order ones.
  • Don’t let pain stop you from progressing.
  • Don’t blame negative results on anyone but yourself.

Reality + Dreams + Determination = A Successful Life.

We translate our dreams into reality by continually interacting with reality (in pursuit of our dreams) and by using these interactions to learn more about reality itself and how to interact with it in order to get what we want. We must do that with determination.

  • Express your sincere, authentic thoughts
  • Have considerate debates in which people are willing to shift their opinions as they learn new perspectives
  • Have agreed-upon ways of deciding (voting, authorities, etc.) if disagreements remain so you can move on without resentment.

Use this five-step process:

  1. Set clear goals.
  2. Identify the issues that stand in the way of you achieving those goals.
  3. Diagnose the issues correctly to get at their root causes.
  4. Draft plans that will get you around them.
  5. Do what’s necessary to push these plans through to results.

The most important thing for you to do is write down your principles to clarify them.

  • Write down every type of interaction you had and how you handled them (take the future into consideration as well). Test your assumption and update your data when necessary.
  • Record why you made certain decisions, then check in on that logic later.
Principles = Fundamental Truths
  • Principles are essential truths that work as the foundations for the behavior that leads you where you want in life.
  • Those principles that are most valuable come from your own experiences and your reflections on those experiences.
  • You turn to your principles when you face difficult choices.
  • They connect your values to your actions, guide your actions and help you successfully deal with the reality you live in.

Your principles should reflect the values you truly believe in.

While it isn’t always a bad thing to use the principles of someone else (it’s hard to come up with your own, and often much wisdom has gone into those already created), adopting pre-packaged principles without much reflection can expose you to the risk of inconsistency with your true values.

Ray Dalio

"I believe that life consists of an enormous number of choices that come at us and that each decision we make has consequences, so the quality of our lives depends on the quality of the decisions we make."

Put Yourself On The Road To Success
  • Seek out the smartest people you disagreed with and try to understand their logic
  • Know when it's best not to have an opinion
  • Develop, test, and systematize timeless and universal principles
  • Balance risks in ways that keep the big upside while reducing the downside.
  • Value knowing the truth. You have nothing to fear from knowing it
  • Cultivate meaningful work and meaningful relationships
  • Foster a culture that allows mistakes and encourages learning from them
  • Weight your decision making in a realistic way
  • Recognize how to get beyond disagreement
  • Remember that WHO is more important than WHAT
  • Hire right, because the costs for hiring wrong are huge
  • Constantly train, test, evaluate, and sort people
  • Identify and don’t tolerate problems
  • Diagnose problems to get at their root causes
  • Design improvements to your machine to get around your problems
  • Do what you set out to do
  • Use tools and protocols to shape how work is done
  • Don’t overlook governance.

In-person interviews tend to focus less on the skills and experience, and more on who is more cordial or great to talk to. It does help build rapport in some cases, but also promotes an invisible bias towards the candidate’s race, gender, class and other factors unrelated to the job performance.

Phone Interviews level the playing field and let both the parties focus on the essential.

Keep in mind that the employer is making a decision based on what you say or not say in your call.

They can throw curveball questions to test your presence of mind or patience, and it is better to be prepared, than to just assume that the interaction is going to be a five-minute introduction.

Phone Interviews

Phone interviews are efficient time savers for both the candidate and the employer.

Initially considered a screening round for the benefit of the employer, a phone interview also helps the candidate weed out any potential deal-breakers before investing time, money, energy and resources to give a personal face-to-face interview (wherever that is happening).

One can benefit from a phone interview by asking relevant questions of your own to figure out if this is the right profile for you.

It is always better to see an interview as an opportunity for you, rather than just showcasing your skills and hoping for a judgement from the employer. Your critical thinking skills and even your smart negotiation tactics are noted by the hiring managers, helping you become shortlisted.

A phone interview can also be used to build rapport, but instead of small talk, one can build up on the conversation, avoiding stiff, rehearsed responses to whatever the employer is asking.

If the conversation is genuine, one can easily connect with the employer on a human level.

A telephonic interview provides us with an opportunity to prepare and keep with us key points and important notes so that any factual information or key detail is not left out in the flow of the conversation.

We can easily refer to them, provided we are not fumbling or shuffling papers. This is an added benefit of a phone interview which is not available in-person.

As one is not physically present, the facial expressions and visual cues are absent in a phone interview, making the tone of your voice (apart from your content, of course) matter a lot.

An upbeat, warm and engaged tone is desirable, and it is a well-known fact that a smile is heard on the other side, as it changes the texture of your voice.

The Love Of Cycling

Bicycles made people explore new places, and go for long adventures. Even a bicycle tour across the world was completed by 24-year-old Annie Londonderry in 1894.

The bicycle touched on pop culture and made itself into art, music, literature, and fashion. Young cyclists mingled with each other on the road, and met in distant villages. Writers and philosophers started going on bicycle rides and noting down their thoughts, even writing books on the way.

Women Power and Bicycles

The masses, especially women, suddenly experienced freedom to go anywhere without the need for expensive carriages and horses.

The bicycles transformed society, and emancipated women in a way nothing else could. Women found them lightweight, fast, affordable and easy to take care of.

Cycling became so popular in 1898 that restaurants and theatres lost $100 million of business per year.

It also led to a bicycle manufacturing craze, with America becoming the biggest and most innovative hub of the bicycle industry.

Bicycles made people see more of the world, as they were roaming through surrounding towns and places they wouldn’t have come otherwise. Cities were filled with bicycle riders enjoying the outside and being able to experience life in the open.

Cities were seeing rapid change as the streets and country roads became better, with special ‘cycle paths’ opening in 1895.

The Start Of A New Revolution

The constantly evolving technology of bicycles started to pave the way for motorbikes, which were more powerful, expensive and fun to drive.

Even Henry Ford, of Ford motors, was a bicycle mechanic in those times and had some great ideas for the future.

The Invention of The Bicycle

John Kemp Starley invented the bicycle as we know it today when he was only 30. His ‘Rover Safety’ bicycle, first displayed in a bicycle show in 1886, was a curiosity, but later when pneumatic tires were added to it to cushion the ride, it became safer, smoother and also 30 per cent faster.


Invented back in the 19th century, bicycles were as disruptive as the iPhone was when it was launched in 2007.

A bicycle was unbelievably cool, took one anywhere for free quickly and didn’t cost much too. Even the czar of Russia, the sultan of Zanzibar, and the amir of Kabul were riding bicycles.

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