Getting the right people in the right roles in support of your goal is the key to succeeding at whatever you choose to accomplish.
Manage yourself and orchestrate others to get what you want. Source: Ray Dalio's Book Principles
Find out what you and others are like.
1.Introversion vs. extroversion. 2. Intuiting vs. sensing. 3. Thinking vs. feeling. 4. Planning vs. perceiving. 5. Creators vs. refiners vs. advancers vs. executors vs. flexors. 6. Focusing on tasks vs. focusing on goals. 7. Workplace Personality Inventory. 8. Shapers are people who
Understand the great brain battles and how to control them to get what “you” want.
1.Realize that the conscious mind is in a battle with the subconscious mind. 2. Know that the most constant struggle is between feeling and thinking. 3. Reconcile your feelings and your thinking. 4. Choose your habits well. 5. Train your “lower-level you”
Meaningful work and meaningful relationships aren’t just nice things we chose for ourselves—they are genetically programmed into us.
Source: Ray Dalio's Book Principles
Understand the power that comes from knowing how you and others are wired.
We are born with attributes that can both help us and hurt us, depending on their application. Source: Ray Dalio's Book Principles
Tendency to Want to Do Something (Fight/Flight, Intervention, Demonstration of Value, etc.)
We might term this Boredom Syndrome: Most humans have the tendency to need to act, even when their actions are not needed. We also tend to offer solutions even when we do not enough knowledge to solve the problem. Source: Shane Parrish's
Survivorship Bias
A major problem with historiography – our interpretation of the past – is that history is famously written by the victors. We do not see what Nassim Taleb calls the “silent grave” – the lottery ticket holders who did not win. Thus,
Influence of Stress (Including Breaking Points)
Stress causes both mental and physiological responses and tends to amplify the other biases. Almost all human mental biases become worse in the face of stress as the body goes into a fight-or-flight response, relying purely on instinct without the emergency brake
Tendency to Overestimate Consistency of Behavior (Fundamental Attribution Error)
We tend to over-ascribe the behavior of others to their innate traits rather than to situational factors, leading us to overestimate how consistent that behavior will be in the future. In such a situation, predicting behavior seems not very difficult. Of course,
Influence of Authority
The equally famous Stanford Prison Experiment and Milgram Experiments demonstrated what humans had learned practically many years before: the human bias towards being influenced by authority. In a dominance hierarchy such as ours, we tend to look to the leader for guidance