Warren Buffett sums that up: “I always worry about people who say, ‘I’m going to do this for ten years; I really don’t like it very well. And then I’ll do this . . .’ That’s a lot like saving sex up for your old age. Not a very good idea.

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We need optimism and confidence to keep going and convince others to join our cause, but negativity and pessimism help us see problems so we can make them better. Yes, the former feel much better, but both are necessary.

What’s shocking is that when asked to make predictions, depressed people are more accurate than optimists. It’s called “depressive realism.” The world can be a harsh place. Optimists lie to themselves. But if we all stop believing anything can change, nothing ever will. We need a bit of fantasy to keep us going.

Like Churchill’s paranoid defense of the British state, these qualities were a poison that under just the right circumstances could be a performance-enhancing drug. Mukunda calls these “intensifiers.” And they hold the secret to how your biggest weakness might just be your greatest strength.

You do need to be visible. Your boss does need to like you. This is not proof of a heartless world; it’s just human nature. Hard work doesn’t pay off if your boss doesn’t know whom to reward for it. Would you expect a great product to sell with zero marketing? Probably not. So what’s a good balance? Every Friday send your boss an email summarizing your accomplishments for the week — nothing fancy, but quickly relating the good work you’re doing. You might think they know what you’re up to, but they’re busy. They have their own problems. They’ll appreciate it and begin to associate you with the good things they’re hearing (from you, of course). And when it’s time to negotiate for that raise (or to refresh your résumé), you can just review the emails for a reminder of why exactly you’re such a good employee.

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Fifty-eight members of the Forbes 400 either avoided college or ditched it partway through. These fifty-eight — almost 15 percent of the total — have an average net worth of $4.8 billion. This is 167 percent greater than the average net worth of the four hundred, which is $1.8 billion. It’s more than twice the average net worth of those four hundred members who attended Ivy League colleges.

By engaging in cognitive reappraisal, and telling ourselves a different story about what is happening, we can subvert the entire willpower paradigm. Some research has shown that willpower is like a muscle, and it gets tired with overuse. But it only gets depleted if there’s a struggle. Games change the struggle to something else. They make the process fun, and as Mischel showed in his research, we are able to persist far longer and without the same level of teeth-gritting willpower depletion.