Selection fails when your criteria are vague. If your standard is “pretty good,” you end up with too much—because many things are pretty good. This chapter argues for extreme criteria: a high bar that forces meaningful choices.
The idea is to treat commitments like investments. If an opportunity isn’t clearly a strong yes, it becomes a no. That doesn’t mean you become cold. It means you stop letting marginal benefits steal prime attention.
Extreme criteria also reduce negotiation. When the bar is explicit, decisions become faster and less emotional. You’re not rejecting people; you’re honoring a standard.
This chapter turns discernment into a filter you can actually use. Clarity is not only knowing what matters—it’s having rules that prevent the trivial many from sneaking back in under polite disguises.