No tricks, no tools, but talent makes a task truly top class.
It is usually unbearably painful to read a book by an author who knows way less than you do, unless the book is a novel.
Compassion without discipline is egregious self-sabotage.
Marketing is so powerful that it can make even an extremely untalented musician a one-hundred-hits wonder.
Every man walks his own path, and every path has its fair share of locked doors. You never know who holds the key to a door you’ll need to open one day, so you best treat people as if they are all keyholders.
We shouldn't let our envy of distinguished masters of the arts distract us from the wonder of how each of us gets new ideas. Perhaps we hold on to our superstitions about creativity in order to make our own deficiencies seem more excusable. For when we tell ourselves that masterful abilities are simply unexplainable, we're also comforting ourselves by saying that those superheroes come endowed with all the qualities we don't possess. Our failures are therefore no fault of our own, nor are those heroes' virtues to their credit, either. If it isn't learned, it isn't earned.When we actually meet the heroes whom our culture views as great, we don't find any singular propensities––only combinations of ingredients quite common in themselves. Most of these heroes are intensely motivated, but so are many other people. They're usually very proficient in some field--but in itself we simply call this craftmanship or expertise. They often have enough self-confidence to stand up to the scorn of peers--but in itself, we might just call that stubbornness. They surely think of things in some novel ways, but so does everyone from time to time. And as for what we call "intelligence", my view is that each person who can speak coherently already has the better part of what our heroes have. Then what makes genius appear to stand apart, if we each have most of what it takes?I suspect that genius needs one thing more: in order to accumulate outstanding qualities, one needs unusually effective ways to learn. It's not enough to learn a lot; one also has to manage what one learns. Those masters have, beneath the surface of their mastery, some special knacks of "higher-order" expertise, which help them organize and apply the things they learn. It is those hidden tricks of mental management that produce the systems that create those works of genius. Why do certain people learn so many more and better skills? These all-important differences could begin with early accidents. One child works out clever ways to arrange some blocks in rows and stacks; a second child plays at rearranging how it thinks. Everyone can praise the first child's castles and towers, but no one can see what the second child has done, and one may even get the false impression of a lack of industry. But if the second child persists in seeking better ways to learn, this can lead to silent growth in which some better ways to learn may lead to better ways to learn to learn. Then, later, we'll observe an awesome, qualitative change, with no apparent cause--and give to it some empty name like talent, aptitude, or gift.
Owning a drone does not a pilot make.
He liked to start sentences with okay, so. It was a habit he had picked up from the engineers. He thought it made him sound smarter, thought it made him sound like them, those code jockeys, standing by the coffee machine, talking faster than he could think, talking not so much in sentences as in data structures, dense clumps of logic with the occasional inside joke. He liked to stand near them, pretending to stir sugar into his coffee, listening in on them as if they were speaking a different language. A language of knowing something, a language of being an expert at something. A language of being something more than an hourly unit.
The older you get the more you realize that just because someone has an important job doesn't necessarily mean that they do it responsibly, or are even good at it. There are many 'D' students running around with high social status gained from their seemingly important positions. Integrity and proficiency are not a given. These qualities can only be proven over time.
Some days are better than others. The same can be said about people.
The striking thing is that WHO doesn't really have the authority to do any of this. It can't tell governments what to do. It hires no vaccinators, distributes no vaccine. It is a small Geneva bureaucracy run by several hundred international delegates whose annual votes tell the organization what to do but not how to do it.…The only substantial resource that WHO has cultivated is information and expertise.
Expertise in a subfield was the key to a successful career as an engineer, and expertise was becoming a necessity for the mathematicians and computers as well.