Our decisions are always bets. We routinely decide among alternatives, put resources at risk, assess the likelihood of different outcomes, and consider what it is that we value. Every decision commits us to some course of action that, by definition, eliminates acting on other alternatives. Not playing a bet on something is, itself, a bet...There is... See more

Let’s back up a couple of steps and revisit the notion of control, influence, and respond, which was introduced in the first chapter. Sometimes the biggest improvement opportunities start right at your own desk. On many occasions, I have seen apparently large organizational stumbling blocks virtually dissolve as a result of the exercise of asking t

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Just Get Shit Done…stop talking about doing things and make them happen. Start small, scale down, make small models really fast, learn to fail faster, then scale up or scale down. It’s better to count your mistakes in minutes, then in years. Trust that others will contribute, add, modify, revise, inform, and transform what you do.