“Which solution you choose will be critically important to the direction of your life. The worst path you can take is the first. Denial can only lead to your constantly banging up against your weaknesses, having pain, and not getting anywhere. The second—accepting your weaknesses while trying to turn them into strengths—is probably the best path if it works. But some things you will never be good at and it takes a lot of time and effort to change. The best single clue as to whether you should go down this path is whether the thing you are trying to do is consistent with your nature (i.e., your natural abilities). The third path—accepting your weaknesses while trying to find ways around them—is the easiest and typically the most viable path, yet it is the one least followed. The fourth path, changing what you are going after, is also a great path, though it requires flexibility on your part to get past your preconceptions and enjoy the good fit when you find it.” LifeNaturePathStrengthWeaknessDenialChooseDirection Book:Principles: Life and Work Source: Principles: Life and Work
“9.1 Understand that you and the people you manage will go through a process of personal evolution. a. Recognize that personal evolution should be relatively rapid and a natural consequence of discovering one’s strengths and weaknesses; as a result, career paths are not planned at the outset. b. Understand that training guides the process of personal evolution. c. Teach your people to fish rather than give them fish, even if that means letting them make some mistakes. d. Recognize that experience creates internalized learning that book learning can’t replace.” PathStrengthEvolutionWeaknessCareer Book:Principles: Life and Work Source: Principles: Life and Work
“This looked to me like another one of those fork-in-the-road cases in which I had to choose between one of two seemingly essential but mutually exclusive options: 1) being radically truthful with each other including probing to bring our problems and weaknesses to the surface so we could deal with them forthrightly and 2) having happy and satisfied employees. And it reminded me that when faced with the choice between two things you need that are seemingly at odds, go slowly to figure out how you can have as much of both as possible. There is almost always a good path that you just haven’t figured out yet, so look for it until you find it rather than settle for the choice that is then apparent to you.” PathWeaknessOddTruthfulChooseDealSettleFork In The RoadApparentMutually Exclusive Book:Principles: Life and Work Source: Principles: Life and Work
“So I learned that the people who make the most of the process of encountering reality, especially the painful obstacles, learn the most and get what they want faster than people who do not. ... In short, I learned that being totally truthful, especially about mistakes and weaknesses, led to a rapid rate of improvement and movement toward what I wanted.” PeopleWantRealityWantedProcessMistakeMovementWeaknessRatePainfulObstaclesImprovementFasterTruthfulRapids Author:Ray Dalio
“People who worry about looking good typically hide what they don't know and hide their weaknesses, so they never learn how to properly deal with them and these weaknesses remain impediments in the future.” PeopleKnowsLifeGrowthDealsWorryWeaknessPersonal GrowthInvestingLooking GoodImpediments Author:Ray Dalio
“I learned that everyone makes mistakes and has weaknesses and that one of the most important things that differentiates people is their approach to handling them. I learned that there is an incredible beauty to mistakes, because embedded in each mistake is a puzzle, and a gem that I could get if I solved it, i.e. a principle that I could use to reduce my mistakes in the future.” PeopleIfsLifeImportantUseGrowthMistakePrinciplesApproachWeaknessImportant ThingsPersonal GrowthIncrediblesInvestingMaking MistakesPuzzlesEmbeddedGemsMy MistakesDifferentiateEveryone Makes Mistakes Author:Ray Dalio
“Radical transparency is critical to having an idea meritocracy because it shows what's actually happening without spin and prevents people from maneuvering politically behind each others' backs. It brings problems and weaknesses to the surface and allows people to see how they are dealt with, so it's great for training people on how to deal with real problems.” PeopleIdeasRealShowsProblemDealsBehindsTrainingHappeningsWeaknessCriticalSurfaceRadicalTransparencyReal ProblemsMeritocracy Author:Ray Dalio
“As Harvard developmental psychologist Robert Kegan, who has studied Bridgewater, says, in most work places everyone is working two jobs. The first is whatever their actual job is; the second consists of managing others' impressions of them, especially by hiding weaknesses and inadequacies - which is an enormous waste of energy.” FirstsTwoJobsEnergyWasteWeaknessEnormousImpressionHidingHarvardPsychologistInadequacyDevelopmentalTwo JobsWork Place Author:Ray Dalio
“Most people have a hard time confronting their weaknesses in a really straightforward, evidence-based way. They also have problems speaking frankly to others. Some people love knowing about their weaknesses and mistakes and those of others because it helps them be so much better, while others can't stand it.” PeopleWayHardHelpingProblemMistakeKnowingWeaknessEvidenceHard TimesStraightforwardConfronting Author:Ray Dalio
“When I say I believe in radical truth and radical transparency, all I mean is we take things that ordinarily people would hide, and we put them on the table, particularly mistakes, problems, and weaknesses. We put those on the table, and we look at them together. We don't hide them.” PeopleBelieveLooksMeanProblemTogetherI BelieveMistakeWeaknessTablesI Believe InRadicalTransparency Author:Ray Dalio
“I believe that the biggest problem that humanity faces is an ego sensitivity to finding out whether one is right or wrong and identifying what one's strengths and weaknesses are.” BelieveProblemFacesHumanityI BelieveEgoFindingsWeaknessSensitivityIdentifyingStrength And Weakness Author:Ray Dalio
