Virality isn’t born, it’s made.

The importance of showing up without notes, appearing to be in command of the subject matter and the situation, is important.

Instead of asking, “WHAT should we do to compete?” the questions must be asked, “WHY did we start doing WHAT we’re doing in the first place, and WHAT can we do to bring our cause to life considering all the technologies and market opportunities available today?

One can waste years this way, systematically postponing precisely the things one cares about the most.

Great managers orchestrate rather than do. Like the conductor of an orchestra, they do not play an instrument, but direct their people so that they play beautifully together.

What happens in ordinary moments determines your future.

Successful people only have two problems dealing with negative feedback. However, they are big problems: (a) they don’t want to hear it from us and (b) we don’t want to give it to them.

One central character strength that emerges again and again in the lives of gritty people is self-control.

The simple idea underpinning the book is that human beings do not actually have a single mind, they have two. They have a conscious mind and an unconscious mind, with both systems underpinned by different neural circuitry, and the interaction between these two different systems might hold the key not just to success in sport but too much else in life besides.

This Build-Measure-Learn feedback loop is at the core of the Lean Startup model. Instead, we need to focus our energies on minimizing the total time through this feedback loop.