Highlights
We must know what questions to ask and ask them frequently.
The virtue of innovation only rarely compensates for the vice of inadequacy.
Every leader in every field, every successful company or individual, has got to the top of working harder and focusing better than somebody else.
It wasn’t necessary to win every game or to win spectacularly.
It is critical to know what motivates you, to find how to push yourself that extra mile.
Having a good work ethic doesn’t mean being a fanatic, it means being aware and then taking action. How did we spend each of our waking hours today? How will we spend them tomorrow?
Perception of quality is quality
MTQ
Time is not gained just by moving faster or by taking shortcuts. Time can often be bought, swapped for material assets.
Warcraft is a distillation of the MTQ concept. You collect basic resources of wood and gold to build up your empire and its armies. This investment gives you faster and higher-quality troops. It’s as much a game of resource management as of strategy and tactics.
This is why it is useful to remove the time factor for a moment, to stop worrying about what to do next, what to do right now. A deliberate analysis of the situation leads us to the core necessities of the position.
We can, however, in effect freeze time by pausing for a moment in our constant search for what to do next and instead calmly evaluate the pluses and minuses.
Originality is hard work.
Like a city, chess has its main avenues and its side streets.
Perhaps their initial success rate wasn’t high, but they produced so many ideas that, with trial and error, a higher and higher percentage proved worthwile. They established a routine of creativity, so to speak.
All other things being equal, few decisions don’t benefit from being made sooner than later.
This can lead to one of two opposing, but similarly destructive, decision patterns: 1) Choosing whichever path has been most deeply investigated simply because it is better known; 2) Making a panicky choice of a new, unexplored option after discovering the initial options aren’t agreeable.
This is why it is so critical to start with at least two options in mind and enough time to consider them both.
If you are rash, force yourself at the very start to narrow your choices down to a select group for evaluation.
For each move there are several possible responses that must be calculated.
Many bad decisions come from wanting to just get the process over and escape the pressure of having to make the decision.
If there is no benefit to making the decision at the moment and no penalty in delaying it, use the time to improve your evaluation, to gather more information and examine other options.
Nobody ever won a chess game by resigning.
A chess game is divided into three games: the first, when you hope you have the advantage, the second when you believe you have the advantage, and the third, when you know you’re going to lose.
The initiative rarely rings twice.
As long as we continue to generate threats and pressure we maintain the initiative.
A dynamic factor can disappear in an instant.
An attack doesn’t have to be all or nothing or lightning quick.
So a large part of using the initiative is mobility, flexibility and diversion.
With things moving so quickly, passivity in investing and corporate strategy is as obsolete as siege fortresses and trench warfare.
Knowing why we win is as essential as knowing why we lose; not doing so throws away valuable study material.