Books
Every book behind the Yols — summarized honestly, taught in Stations, always linking back to the original.
Atomic Habits
James Clear · 2018
Atomic Habits argues that remarkable results come not from big goals but from tiny improvements repeated daily — get 1% better each day and the compounding takes care of the rest. James Clear's system has four laws: make the habit obvious, attractive, easy, and satisfying. The deeper move is aiming at identity, not outcomes: every small action is a vote for the person you're becoming.
Company of One
Paul Jarvis · 2019
Company of One is Paul Jarvis's case for staying small on purpose. Growth, he argues, is a question rather than an assumption: a business should ask whether each increase in size makes it more resilient, more autonomous and better at serving the customers it has, and decline the growth that only makes it bigger. A company of one can have staff; what defines it is that its size is a choice. Its tools are higher prices and better customers rather than more of them, systems that make the owner replaceable for a week, customer service as the marketing, and a clear number for enough.
Crucial Conversations
Kerry Patterson, Joseph Grenny, Ron McMillan & Al Switzler · 2002
Crucial Conversations is a method for the conversations people dread: high stakes, opposing views, strong emotions. Its authors studied people who handle them well and found that they watch for safety first. When a conversation feels unsafe people go silent or go on the attack, and meaning stops flowing. The tools restore safety, mutual purpose and mutual respect, and then let you say hard things: share the facts, tell your story as a story, ask for theirs, talk tentatively and invite disagreement. It is the most used book on workplace conversations for a reason: it works in the room.
Daring Greatly
Brené Brown · 2012
Daring Greatly is Brené Brown's book on vulnerability, drawn from years of interviews about shame and connection. Vulnerability, defined as uncertainty, risk and emotional exposure, is the birthplace of courage rather than weakness; shame, 'I am bad', is distinct from guilt, 'I did something bad', grows on secrecy, silence and judgement, and cannot survive being spoken to someone who responds with empathy. The arena, from Roosevelt's speech, is where the person doing the thing stands.
Decisive
Chip Heath & Dan Heath · 2013
Decisive is the Heath brothers' process for making better choices in life and work. It names four villains, narrow framing, confirmation bias, short-term emotion and overconfidence, and answers each with a step of the WRAP process: Widen your options, Reality-test your assumptions, Attain distance before deciding, Prepare to be wrong. Its claim is that process beats analysis, and its tools, the vanishing options test, ooching, 10/10/10, the premortem and tripwires, are usable the day you read them.
Deep Work
Cal Newport · 2016
Deep Work argues that the ability to concentrate without distraction on a hard task is becoming rare exactly as it becomes valuable, and that it is a skill you build rather than a trait you have. Cal Newport's method: schedule depth instead of waiting for it, ritualize how a block starts, quit the tools that do not pay their way, and drain the shallow work that fills the rest of the day.
Difficult Conversations
Douglas Stone, Bruce Patton & Sheila Heen · 1999
Difficult Conversations, from the Harvard Negotiation Project, shows that every hard conversation is actually three at once: a 'what happened' conversation (where both sides argue truth instead of exploring stories), a feelings conversation (running underneath whether admitted or not), and an identity conversation (what this says about me). The fix is moving from delivering messages to learning — starting from the 'third story' a neutral observer would tell.
Eat That Frog!
Brian Tracy · 2001
Eat That Frog! is Brian Tracy's short book of twenty-one rules for beating procrastination, built around one: identify the most important task of the day, the one you are most likely to put off, and do it first thing, before email and before anything easier. Around it he adds planning tomorrow's list tonight, the 80/20 rule for finding the frog, and preparing the desk so the morning starts without a decision.
Emotional Intelligence
Daniel Goleman · 1995
Emotional Intelligence is Daniel Goleman's 1995 case that how people handle feelings predicts how their lives go at least as well as IQ does. It sets out five abilities in order, self-awareness, self-regulation, motivation, empathy and social skill, and its most quoted mechanism is the amygdala hijack, the fraction of a second in which the emotional brain acts before the thinking brain has caught up.
Essentialism
Greg McKeown · 2014
Essentialism argues that almost everything is noise and a few things matter enormously, so the disciplined pursuit of less is not a productivity trick but a way of living by design instead of by default. Greg McKeown's method: explore widely before committing, eliminate with a graceful no, and execute by removing obstacles and building buffers, all in service of one essential intent.
Feel the Fear and Do It Anyway
Susan Jeffers · 1987
Feel the Fear and Do It Anyway is Susan Jeffers's 1987 book on acting while afraid. Its truths: fear never goes away as long as you keep growing, the only way to get rid of the fear of something is to do it, everyone feels it, and pushing through is less frightening than living with helplessness. Its tools are the sentence 'whatever happens, I can handle it', one small risk a day to expand the comfort zone, and the no-lose decision.
Flow
Mihaly Csikszentmihalyi · 1990
Flow is Mihaly Csikszentmihalyi's account of the state of full absorption in which self-consciousness disappears, time changes and the activity is its own reward, drawn from decades of research in which people reported their experience at random moments. Flow has conditions, a clear goal, immediate feedback and a challenge matched to skill, and the book's larger claim is that attention is the currency of experience, so the quality of a life is the sum of what it attended to.
Getting Things Done
David Allen · 2001
Getting Things Done is David Allen's method for a clear head and a trusted system: capture every open loop into one inbox, clarify each into a next physical action or a project, organise the lists, review them weekly, and do. Its most used ideas are the two-minute rule, do anything under two minutes immediately, the distinction between projects and next actions, and the weekly review that keeps the whole system believable.
Getting to Yes
Roger Fisher & William Ury · 1981
Getting to Yes, from the Harvard Negotiation Project, replaced haggling with principled negotiation: separate the people from the problem, focus on interests rather than positions, invent options for mutual gain, and insist on objective criteria. Its most durable tool is BATNA — your Best Alternative To a Negotiated Agreement — the true source of negotiating power.
Good Habits, Bad Habits
Wendy Wood · 2019
Good Habits, Bad Habits is the science book of the habit genre: USC psychologist Wendy Wood distills three decades of her own research into one finding — about 43% of daily behavior runs on context, not decisions. Willpower is the wrong tool; friction and environment are the right ones. People who look disciplined are mostly people whose surroundings ask less of their discipline.
High Output Management
Andrew S. Grove · 1983
High Output Management is Andrew Grove's account of management as a production process, written while he ran Intel. Its core equation is that a manager's output is the output of their organisation plus the organisations they influence, so the job is to choose high-leverage activities: decisions, training, well-run meetings and the weekly one-on-one, which Grove treats as the subordinate's meeting. It also introduces task-relevant maturity, the idea that how closely to manage someone depends on the person and the task together.
How to Win Friends and Influence People
Dale Carnegie · 1936
How to Win Friends and Influence People is Dale Carnegie's 1936 manual for dealing with people, and the oldest book on this road for a reason: its principles — be genuinely interested, remember names, let the other person talk, never argue, admit your own errors first, let people save face — are the honest version of what later research explained. The word that carries the whole book is sincerely.
Hyperfocus
Chris Bailey · 2018
Hyperfocus argues that attention has two productive modes, not one: hyperfocus, one task filling your whole attentional space for a set time, and scatterfocus, deliberate mind-wandering that restores attention and connects ideas. Chris Bailey's method: choose the task on purpose, remove what competes for the space, notice when you drift, and schedule the wandering as seriously as the work.
I Will Teach You to Be Rich
Ramit Sethi · 2009
I Will Teach You to Be Rich is Ramit Sethi's six-week programme for setting up a personal finance system that runs on its own: optimise your cards and accounts, write a conscious spending plan instead of a budget, automate transfers on payday so savings and investments move before you can spend them, pay off debt on a written plan, and invest in low-cost funds every month. Its rule is to spend extravagantly on what you love and cut mercilessly on what you do not.
Indistractable
Nir Eyal · 2019
Indistractable argues that distraction is not a technology problem but an emotion problem: we reach for the phone to escape discomfort — boredom, anxiety, the strain of hard work. Nir Eyal's four-part model: master the internal triggers, make time for traction (schedule your values), hack back external triggers, and use pacts as the final backstop.
Influence
Robert Cialdini · 1984
Influence is psychologist Robert Cialdini's catalogue of the mental shortcuts that make people say yes: reciprocity, commitment and consistency, social proof, liking, authority, and scarcity (a seventh, unity, joined in later editions). Built from lab research plus years undercover in sales and fundraising trainings, it's both a persuasion manual and a defense manual against those who weaponize the shortcuts.
Made to Stick
Chip Heath & Dan Heath · 2007
Made to Stick is Chip and Dan Heath's answer to why some ideas survive — urban legends, proverbs, a few advertising lines — while most well-argued proposals evaporate by lunch. Sticky ideas are simple, unexpected, concrete, credible, emotional and told as stories, and the villain behind the ones that fail is the curse of knowledge: once you know something, you cannot imagine not knowing it.
Man's Search for Meaning
Viktor E. Frankl · 1946
Man's Search for Meaning is Viktor Frankl's account of three years in Nazi camps and the psychology he built from what he saw there. Its claims: that everything can be taken from a person except the last freedom, to choose one's attitude in any circumstances; that happiness cannot be pursued but ensues from meaning; and that meaning is found in three places, a deed, a person loved, and the attitude taken toward unavoidable suffering.
Mindset
Carol S. Dweck · 2006
Mindset is Carol Dweck's account of decades of research on a single belief: whether ability is fixed or can be developed. A fixed mindset treats every task as a verdict and avoids challenge; a growth mindset treats ability as built through effort and strategy and treats failure as information. Her praise studies show that praising talent produces fragility while praising process produces persistence, and the two words that switch mindsets are 'not yet'.
Never Split the Difference
Chris Voss · 2016
Never Split the Difference is former FBI lead hostage negotiator Chris Voss's field manual for negotiating anywhere: negotiation is information gathering first and deal-making second, and emotion — not logic — is the terrain. His tools are tactical empathy: labeling feelings ('It seems like…'), mirroring last words, calibrated 'how' and 'what' questions, and aiming for 'that's right' instead of 'yes.'
Nonviolent Communication
Marshall B. Rosenberg · 2003
Nonviolent Communication is Marshall Rosenberg's four-step method for saying hard things so they can be heard: state what you observed without evaluating it, say what you feel, name the need behind the feeling, and make a specific request the other person is free to refuse. Its claim is that most conflict is people expressing unmet needs as judgements, and that hearing the need under a complaint, your own or someone else's, ends more arguments than any reply to the words. Developed in mediation, it is used in families, classrooms, prisons and workplaces.
Nudge
Richard H. Thaler & Cass R. Sunstein · 2008
Nudge is Richard Thaler and Cass Sunstein's argument that every choice is presented somehow, that the presentation shapes what people choose, and that there is therefore no neutral design. They call the presentation choice architecture and a nudge any feature of it that changes behaviour without forbidding options or changing incentives much: the default, the order, the friction, the feedback. Its examples, opt-out pensions, organ donation defaults, the cafeteria layout, show how much behaviour is decided by whoever set the default, and it invites readers to become their own choice architects.
Pre-Suasion
Robert Cialdini · 2016
Pre-Suasion is Robert Cialdini's account of the step before persuasion: what a person is paying attention to just before a request shapes the answer as much as the request itself. Whatever we focus on seems, for that moment, more important than it is, so a communicator who moves attention first has done half the work. The book also adds a seventh principle to the six of Influence: unity, the pull of people we count as us.
Profit First
Mike Michalowicz · 2014
Profit First is Mike Michalowicz's reversal of the accounting formula: not sales minus expenses equals profit, but sales minus profit equals expenses. Every deposit is split by fixed percentages into separate accounts for profit, owner's pay, tax and operating expenses, so that profit and pay are taken before the business can spend them and expenses are forced to fit what remains. The method is behavioural rather than mathematical: owners spend what is in the account, so small accounts, small plates, make a business profitable from the first month instead of hoping for a leftover.
Quiet
Susan Cain · 2012
Quiet is Susan Cain's case for introverts in a culture built for extroverts. Introversion is a temperament, a preference for lower stimulation, not shyness or a deficit; the extrovert ideal, the belief that the ideal person is bold, sociable and quick to speak, measures a third to a half of people against a standard they were never meant to meet. The quiet have strengths the culture undervalues, and they need restorative niches, the places and hours that give energy back.
Radical Candor
Kim Scott · 2017
Radical Candor is Kim Scott's framework for feedback and management built on two axes: care personally and challenge directly. Doing both is radical candour; caring without challenging is ruinous empathy, the most common failure of new managers; challenging without caring is obnoxious aggression; doing neither is manipulative insincerity. The book's method is to solicit criticism before giving it, praise in public and criticise in private, immediately and specifically, and to build the caring in one-on-ones so that the challenge lands on trust.
Rework
Jason Fried & David Heinemeier Hansson · 2010
Rework is Jason Fried and David Heinemeier Hansson's collection of short, blunt arguments against the startup consensus: planning is guessing, constraints are an advantage, meetings are toxic, and the way to beat a competitor is to underdo them. Its practical core is to build half a product properly, launch it now, and let customers write the roadmap.
Stolen Focus
Johann Hari · 2022
Stolen Focus argues that the collapse of attention is not a personal failing but the result of forces acting on everyone: technology designed to capture minutes, constant switching, sleep loss, and a culture that treats exhaustion as normal. Johann Hari's case is that the causes are systemic, so the response has to be both personal, redesigning your own day, and collective, changing the rules the attention economy plays by.
Stumbling on Happiness
Daniel Gilbert · 2006
Stumbling on Happiness is Daniel Gilbert's account of one reliable error: the mind's forecasts of its own future feelings. People overestimate how strongly and how long good and bad events will affect them, the impact bias, because imagination fills the future with the present and leaves things out. His remedy is surrogation: instead of imagining, ask someone who is already living the outcome.
Superforecasting
Philip E. Tetlock & Dan Gardner · 2015
Superforecasting reports what Philip Tetlock learned from a US intelligence forecasting tournament in which ordinary volunteers, the best two percent of them, beat professional analysts with classified information. The superforecasters were not geniuses; they had habits. They started from the outside view, broke hard questions into parts, stated probabilities as numbers, updated often and in small increments, kept score against reality, and treated their beliefs as hypotheses to be tested rather than treasures to be guarded. The book's claim is that these habits are learnable.
Talk Like TED
Carmine Gallo · 2014
Talk Like TED is Carmine Gallo's analysis of the most-watched TED talks, reduced to nine habits: unleash a passion you actually have, tell stories, hold a conversation rather than give a speech, teach something new, deliver a jaw-dropping moment, use humour, stay within eighteen minutes, engage more than one sense, and stay authentic. For a work presentation the usable core is smaller: open with a story, organise in threes, keep it short, use one image that lands, say the whole thing in one sentence, and rehearse out loud until it sounds unrehearsed.
The $100 Startup
Chris Guillebeau · 2012
The $100 Startup is Chris Guillebeau's study of 1,500 people who built businesses earning a living income from a start of under $100, and the pattern he found: they sat at the convergence of what they could do, what they enjoyed and what other people would pay for, wrote a plan on one page, sold before they built, priced on the value of the outcome rather than their hours, and launched as an event with a date. Its claim is that a business is started with a skill and a customer, not with capital.
The Art of Thinking Clearly
Rolf Dobelli · 2013
The Art of Thinking Clearly is Rolf Dobelli's field guide to ninety-nine systematic errors of thinking, each in a three-page chapter: the sunk cost fallacy, confirmation bias, the survivorship bias, social proof, the paradox of choice, the availability bias and the rest. It does not argue a theory; it names the traps so that you recognise them in the moment, and it is honest that you will keep falling into most of them. Its best use is as a checklist for decisions that matter.
The Confidence Gap
Russ Harris · 2010
The Confidence Gap is Russ Harris's application of acceptance and commitment therapy to confidence. Its rule is that the actions of confidence come first and the feelings follow, so waiting to feel confident before acting, the gap, never ends. Its tools are defusion, noticing a thought as a thought rather than obeying it, values as the guide that replaces the inner critic, and the willingness to act with fear present rather than after it leaves.
The E-Myth Revisited
Michael E. Gerber · 1995
The E-Myth Revisited is Michael Gerber's explanation of why most small businesses fail: they are started by technicians, people good at a craft, who assume that knowing the work is knowing the business. Every business needs a technician, a manager and an entrepreneur, and the technician-founder does the first all day, the second badly at night and the third never. His remedy is to work on the business rather than in it: design it as if it would be franchised, write an operations manual so that the recurring work runs the same way every time, and start from a picture of the finished business.
The First 90 Days
Michael D. Watkins · 2003
The First 90 Days is Michael Watkins's playbook for leaders entering a new role, built on the claim that the transition is the period of greatest vulnerability and that what got you promoted is the most likely thing to sink you. Its method is to learn before acting through a structured listening tour, diagnose the situation you inherited, secure early wins that build credibility, and align expectations with your own boss.
The Five Dysfunctions of a Team
Patrick Lencioni · 2002
The Five Dysfunctions of a Team is Patrick Lencioni's fable about an executive team that cannot work together, and the model beneath it: a pyramid of five layers, each resting on the one below. Absence of trust, specifically vulnerability-based trust, leads to fear of conflict and artificial harmony, which leads to lack of commitment, avoidance of accountability and inattention to results. The leader builds the pyramid from the bottom, and goes first.
The Happiness Hypothesis
Jonathan Haidt · 2006
The Happiness Hypothesis is Jonathan Haidt's test of ten ancient ideas about the good life against modern psychology. Its central image is the divided self, a small conscious rider on a large automatic elephant, and its central findings are that people adapt to almost everything they acquire, that the happiness formula H = S + C + V leaves real room for conditions and voluntary activities, and that meaning comes from engagement, relationship and something larger than the self.
The Hard Thing About Hard Things
Ben Horowitz · 2014
The Hard Thing About Hard Things is Ben Horowitz's account of running a company through the periods no management book covers: when nothing works, the biggest customer is leaving and the CEO cannot show any of it. Its lessons are that the Struggle is the job rather than a verdict, that nobody is coming to rescue you, that a company must be able to hear bad news, and that the hard decisions only the founder can make are what the founder is for.
The Lean Startup
Eric Ries · 2011
The Lean Startup argues that a startup is not a small company but a search, under extreme uncertainty, for a business that works, and that the only progress that counts is validated learning from real customers. Eric Ries gives the search a method: state your riskiest assumption, test it with the smallest possible product, measure by cohort, and decide on schedule whether to pivot or persevere.
The Making of a Manager
Julie Zhuo · 2019
The Making of a Manager is Julie Zhuo's guide for people managing a team for the first time, drawn from her own start as a twenty-five-year-old manager at Facebook. Its definition is the one to keep: a manager's job is to get better outcomes from a group of people working together, through purpose, people and process. The rest of the book is the practice: the first months, one-on-ones, feedback, hiring, running meetings and growing yourself out of the work you used to do.
The Millionaire Next Door
Thomas J. Stanley & William D. Danko · 1996
The Millionaire Next Door is Thomas Stanley and William Danko's study of wealthy American households, which found that most people who build wealth live well below their means in ordinary neighbourhoods, drive used cars and run unglamorous businesses, while many high earners with visible luxury have little net worth. Its lesson is that wealth is income kept rather than income earned, and that frugality sustained for decades is what separates accumulators from spenders.
The Mom Test
Rob Fitzpatrick · 2013
The Mom Test is Rob Fitzpatrick's short, practical manual for customer conversations that produce facts instead of compliments. Its three rules, talk about their life not your idea, ask about specifics in the past not opinions about the future, and talk less, remove the politeness that makes most founder conversations worthless, and its test of a good meeting is whether the customer commits something real.
The Now Habit
Neil Fiore · 1988
The Now Habit is psychologist Neil Fiore's programme for overcoming procrastination, built on the finding that procrastination is not laziness but a way of coping with the anxiety of starting. Its tools are the language shift from 'I have to' to 'I choose to', the Unschedule that plans rest first and records work after thirty minutes, the thirty-minute start instead of a commitment to finish, the reverse calendar, guilt-free play, and permission for a rough draft against perfectionism.
The One Thing
Gary Keller & Jay Papasan · 2013
The One Thing argues that extraordinary results come from narrowing, not from doing more: ask what the one thing is such that by doing it everything else becomes easier or unnecessary, then give that thing your first protected hours. Gary Keller and Jay Papasan pair the focusing question with the domino image, a demolition of six productivity myths, and time-blocking for the answer.
The Power of Habit
Charles Duhigg · 2012
The Power of Habit explains the neurological loop behind every habit — cue, routine, reward — and shows that habits are never erased, only rewritten. Duhigg's golden rule of habit change: keep the cue and the reward, replace only the routine between them. The book scales the same loop from individuals to companies (Alcoa, Starbucks) to societies (the Montgomery bus boycott).
The Psychology of Money
Morgan Housel · 2020
The Psychology of Money is Morgan Housel's collection of twenty short essays arguing that doing well with money depends on behaviour rather than intelligence. Its central ideas are that nobody is crazy given what they have seen, that the hardest financial skill is defining enough, that wealth is what you do not see, that compounding rewards time above skill, and that room for error is what keeps you in the game long enough to benefit.
The Richest Man in Babylon
George S. Clason · 1926
The Richest Man in Babylon is George S. Clason's collection of parables set in ancient Babylon, written in the 1920s, that teach the oldest rules of personal finance: keep at least a tenth of everything you earn, control your expenditures because they grow to meet income, make your savings work for you, guard them from loss, and invest in your own ability to earn. It remains the shortest complete introduction to saving.
The Simple Path to Wealth
JL Collins · 2016
The Simple Path to Wealth is JL Collins's guide to investing, written as letters to his daughter, whose advice fits in a sentence: avoid debt, spend less than you earn, and invest the difference in broad, low-cost index funds every month for decades without trying to time the market. It explains why almost nobody beats the market after costs, why crashes are normal, and how F-you money buys the freedom to say no long before full independence.
The Six Pillars of Self-Esteem
Nathaniel Branden · 1994
The Six Pillars of Self-Esteem is Nathaniel Branden's definition of self-esteem as the experience of being competent to cope with life and worthy of happiness, earned through six practices: living consciously, self-acceptance, self-responsibility, self-assertiveness, living purposefully and personal integrity. It is not thinking well of yourself but the reputation you acquire with yourself, and it is built by practice rather than declared.
The War of Art
Steven Pressfield · 2002
The War of Art is Steven Pressfield's short book on the force that stops people doing the work that matters to them, which he names Resistance. Its claims are that Resistance is impersonal and inventive, strongest near the most important work, and that the fear it produces is a compass; its answer is to turn pro, showing up at the same time every day regardless of mood and treating the work as a job rather than a calling to be waited for.
Thinking in Bets
Annie Duke · 2018
Thinking in Bets is Annie Duke's argument, from twenty years of professional poker, that every decision is a bet on an uncertain future and should be judged as one. Its central error is resulting, judging a decision by its outcome, which teaches you to repeat lucky mistakes and abandon right choices. Its tools are separating decision quality from outcome quality, replacing certainty with a probability, treating 'I'm not sure' as accuracy rather than weakness, and building a truth-seeking group that rewards you for being right about your confidence.
Thinking, Fast and Slow
Daniel Kahneman · 2011
Thinking, Fast and Slow is Nobel laureate Daniel Kahneman's summa of fifty years of research on judgment: the mind runs two systems — fast, automatic, associative System 1 and slow, effortful System 2 — and most errors come from System 1 answering questions that deserved System 2, with System 2 lazily endorsing. For negotiators, its anchoring and loss-aversion chapters alone repay the read.
Tiny Habits
BJ Fogg · 2019
Tiny Habits is Stanford behavior scientist BJ Fogg's method for change without willpower: shrink any behavior until it's almost laughably small, anchor it after a routine you already do, and celebrate immediately. His model B=MAP says behavior happens only when Motivation, Ability, and a Prompt converge — and since motivation is unreliable, the lever you actually control is making the behavior tiny.
Traction
Gabriel Weinberg & Justin Mares · 2015
Traction is Gabriel Weinberg and Justin Mares's field guide to getting customers, built on one finding: almost every failed startup had a product, and what it lacked was a repeatable way to reach people. The book catalogues nineteen traction channels and gives a method, Bullseye, for testing three cheaply and committing to the one that works, while spending half your time on traction from day one.
Turn the Ship Around!
L. David Marquet · 2012
Turn the Ship Around! is David Marquet's account of taking command of the USS Santa Fe, the worst-performing submarine in its fleet, and making it the best by refusing to give orders. His leader-leader model pushes authority to where the information is, replaces asking permission with 'I intend to…', and rests on two pillars, competence and clarity, built with tools like deliberate action and certifying instead of briefing.
Your Money or Your Life
Vicki Robin & Joe Dominguez · 1992
Your Money or Your Life is Vicki Robin and Joe Dominguez's nine-step programme for transforming your relationship with money, built on the idea that money is life energy you trade hours for. Its tools are the real hourly wage, a month of tracking every expense, the fulfilment question asked of each spending line, the fulfilment curve that defines enough, and the crossover point where investment income exceeds expenses and work becomes optional.
Zero to One
Peter Thiel with Blake Masters · 2014
Zero to One is Peter Thiel's argument that real progress comes from creating something new rather than copying what works, that valuable companies escape competition rather than win it, and that every such company is built on a secret: an important truth few people see. Its practical advice is to start with a market small enough to own completely and expand from there.