Sublime
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Roosevelt didn’t so much distrust experts as lament their limited horizons. It irked him that his own agents—the diplomats and military attachés in the Moscow embassy, the Washington officials who read their reports, even his beloved navy—were close to considering Stalin worse than Hitler: they failed to see the larger possibilities that came with
... See moreJohn Lewis Gaddis • On Grand Strategy
“I can make a decision with 30 percent of the information,” said former secretary of state Colin Powell. “Anything more than 80 percent is too much.”
Simon Sinek • Start with Why: How Great Leaders Inspire Everyone to Take Action
The President blamed their hubris – ‘Those sons of bitches with all the fruit salad just sat there nodding, saying it would work’ – and repeatedly told his wife, ‘Oh my God, the bunch of advisors that we inherited!’ But he saved the greatest blame for himself. The advisors were just that – merely advisors – and the ultimate decision was his. He’d b
... See moreAlex Edmans • May Contain Lies: How Stories, Statistics, and Studies Exploit Our Biases—And What We Can Do about It
The federal government has become the domain of hedgehogs, urgently needed people but profoundly insufficient. It is wisdom that is lacking, and there is no civil service code for the wise.
George Friedman • The Storm Before the Calm: America's Discord, the Coming Crisis of the 2020s, and the Triumph Beyond
Commenting on Tetlock's thesis, Oxford neuroscientist Anders Sandberg reaffirmed, ‘the manager solves manageable problems, a leader solves unknown problems. The leader probably has to be a kind of polymath. I would be very worried about a hedgehog leader’. Indeed, one of the world's leading futurists Ray Kurzweil insists on the need for the leader
... See moreWaqas Ahmed • The Polymath: Unlocking the Power of Human Versatility
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Matt Mochary • The Great CEO Within: The Tactical Guide to Company Building
