60 Quotes on addiction and reclaiming the balance between pleasure and pain (by Anna Lembke)

1. The more dopamine in the brain's reward pathway, the more addictive the experience. (p. 2)
2. Addiction broadly defined is the continued and compulsive consumption of a substance or behavior (gambling, gaming, sex) despite its harm to self and/or others. (p. 16)
3. One of the biggest risk factors for getting addicted to any drug is easy access to that drug. When it's easier to get a drug, we are more likely to try it. In trying it, we are more likely to get addicted to it. (p. 18)
4. Our dopamine economy, or what historian David Courtwright has called “limbic capitalism,” is driving this change, aided by transformational technology that has increased not just access, but also drug numbers, variety, and potency. (p. 20)
5. The world now offers a full complement of digital drugs that didn't exist before, or if they did exist, they now exist on digital platforms that have exponentially increased their potency and availability. These include online pornography, gambling, and video games, to name a few. (p. 23)
6. The relentless pursuit of pleasure (and avoidance of pain) leads to pain. (p. 234)
7. We've lost the ability to tolerate even minor forms of discomfort. We are constantly seeking to distract ourselves from the present moment, to be entertained. (p. 40)

100 tweets on leading a team with “radical candor”

What follows are 100 insights and quotations gathered while reading Radical Candor by Kim Scott. They contain experiential lessons on leading teams with clarity, trust, and care.

1. “Radical candor” is what happens when you put “care personally” and “challenge directly” together. Radical candor builds trust and opens the door for the kind of communication that helps you achieve the results you're aiming for. (9)
2. The ultimate goal of Radical Candor is to achieve results collaboratively that you could never achieve individually. (75)
3. Ultimately, bosses are responsible for results. They achieve these results not by doing all the work themselves, but by guiding the people on their teams (6).
4. If you lead a big organization, you can't have a relationship with everyone, but you can really get to know the people who report directly to you. These relationships are core to your job. (7)
5. To have a good relationship, you have to be your whole self and care about each person who works for you as a human being. It's not business; it is personal and deeply personal. I call this dimension “care personally”. (9)
6. Your ability to build trusting human connections with the people who report directly to you will determine the quality of everything that follows. (8)