| Acknowledge, Align, Assure | A technique for disarming detractors |
| Constructive/Destructive feedback (positive and negative) | Know the difference to empower growth |
| The anchoring effect | Occurs when a particular value for an unknown quantity influences your estimate of that quantity. |
| The science of availability | The ease with which we can think of examples is often used to judge the frequency of events. |
| System 1 | The fast, unconscious, automatic, error prone and everyday decision-making brain |
| System 2 | The slow, conscious, effortful, complex decision making and reliable part of the brain |
| Attention and Effort | We avoid cognitive overload by breaking up current tasks into small steps to be committed to long term memory; we are naturally drawn to solutions that use as little mental effort as possible. |
| The lazy controller | One of the main functions of System 2 is to monitor and control suggestions from System 1, however it is often lazy and places too much faith in intuition. |
| Cognitive ease | You act differently when experiencing cognitive ease vs. strain; you’ll probably make less errors when strained, but you won’t be as creative. |
| Underpromise and overdeliver | Always ensure that expectations set result in a pleasant surprise. Use circuit breakers here to deliver on promises. |
| The 5 Whys | Ask 5 questions to go deeper |
| Raise Necessity | When you are passionate about what you do, people understand. When you are obsessed, they think you're mad. That's the difference. |
| Opportunity = Importance + (Importance - Satisfaction) | A minor improvement on an important task is almost always a larger opportunity than a big improvement on an ancillary one. |
