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Being a “Defaults to explaining things to people even if they might already know, because the risk of redundancy is preferable to the risk of leaving someone out, and it’s very important that everyone be included” autist in a world full of “Explains things as a social power move”

Vivian

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59,549 görüntüleme • 1 ay önce •via X (Twitter)

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Historian Niall Ferguson: Despite risks, overthrowing the regime in Iran would be a positive step for Iranians, the region, and the world. “Is there a risk to toppling Khamenei? Yeah, there is. Is there a risk to leaving the guy in power and whoever succeeds him when he finally croaks? There’s a big risk to that. I would say, on balance, it’s a bigger risk to leave this regime in place. It’s just shown what it’s capable of.”

Historian Niall Ferguson: Despite risks, overthrowing the regime in Iran would be a positive step for Iranians, the region, and the world. “Is there a risk to toppling Khamenei? Yeah, there is. Is there a risk to leaving the guy in power and whoever succeeds him when he finally croaks? There’s a big risk to that. I would say, on balance, it’s a bigger risk to leave this regime in place. It’s just shown what it’s capable of.”

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Walz: It feels very, very difficult that we will get a fair outcome. And I say that only because people in positions of power have already passed judgment from the President to the VP to Kristi Noem, have stood and told you things that are verifiably false. They have determined the character of a 37-year-old mom that they didn't even know.

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Being able to talk about things that you don’t necessarily want to talk about is a social skill that a lot of people have lost Unfortunately instead of realizing it’s a skill issue, they think the issue is that they are somehow unique and everyone else is a “normie”

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ELON MUSK: “People that would go in the early days to make life multi-planetary on Mars, or the Moon, they would have a much higher risk of death than if they stayed on Earth, and things would be cramped and uncomfortable. It's going to be uncomfortable, the food won't be as good as Earth, you might die, it's going to be a mass amount of hard work, and it may not succeed.”

ELON MUSK: “People that would go in the early days to make life multi-planetary on Mars, or the Moon, they would have a much higher risk of death than if they stayed on Earth, and things would be cramped and uncomfortable. It's going to be uncomfortable, the food won't be as good as Earth, you might die, it's going to be a mass amount of hard work, and it may not succeed.”

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PM Carney: "Canada is on a path to become a low-risk, low-risk being one of the most important elements here, low-cost and low-carbon supplier that the world needs."

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We know the medical establishment lied to us about COVID. And according to esteemed physician Dr. Paul Marik, they are also lying to you about the sun. Here's a few things about Vitamin D that Big Pharma doesn't want you to know: #1 - "If you’re vitamin D deficient, it increases your risk of getting cancer.” “There’s a linear relationship between vitamin D deficiency and cancer. And the further you go away from the equator, the less UVB you get, the greater your risk of cancer. This has been well established!” drpaulmarik stressed. #2 - "Vitamin D is highly effective for the treatment of depression.” It’s also “very important for the immune system,” Dr. Marik added. “People don’t like vitamin D. They just don’t like it because if people took vitamin D, [they] would reduce the risk of cancer — would reduce the risk of many diseases." #3 - “If you avoid the sun, it increases your risk of dying [prematurely] by about 25%.” Dr. Marik recommended going into the sun for about 30 minutes a day. He advised not to use sunscreens because “it defeats the purpose.” “In fact, there’s some data that sunscreens increase your risk of melanoma — paradoxically.”

We know the medical establishment lied to us about COVID. And according to esteemed physician Dr. Paul Marik, they are also lying to you about the sun. Here's a few things about Vitamin D that Big Pharma doesn't want you to know: #1 - "If you’re vitamin D deficient, it increases your risk of getting cancer.” “There’s a linear relationship between vitamin D deficiency and cancer. And the further you go away from the equator, the less UVB you get, the greater your risk of cancer. This has been well established!” drpaulmarik stressed. #2 - "Vitamin D is highly effective for the treatment of depression.” It’s also “very important for the immune system,” Dr. Marik added. “People don’t like vitamin D. They just don’t like it because if people took vitamin D, [they] would reduce the risk of cancer — would reduce the risk of many diseases." #3 - “If you avoid the sun, it increases your risk of dying [prematurely] by about 25%.” Dr. Marik recommended going into the sun for about 30 minutes a day. He advised not to use sunscreens because “it defeats the purpose.” “In fact, there’s some data that sunscreens increase your risk of melanoma — paradoxically.”

Vigilant Fox 🦊

169,533 görüntüleme • 1 yıl önce

We know the medical establishment lied to us about COVID. And according to esteemed physician Dr. Paul Marik, they are also lying to you about the sun. Here's a few things about Vitamin D that Big Pharma doesn't want you to know: #1 - "If you’re vitamin D deficient, it increases your risk of getting cancer.” “There’s a linear relationship between vitamin D deficiency and cancer. And the further you go away from the equator, the less UVB you get, the greater your risk of cancer. This has been well established!” drpaulmarik stressed. #2 - "Vitamin D is highly effective for the treatment of depression.” It’s also “very important for the immune system,” Dr. Marik added. “People don’t like vitamin D. They just don’t like it because if people took vitamin D, [they] would reduce the risk of cancer — would reduce the risk of many diseases." #3 - “If you avoid the sun, it increases your risk of dying [prematurely] by about 25%.” Dr. Marik recommended going into the sun for about 30 minutes a day. He advised not to use sunscreens because “it defeats the purpose.” “In fact, there’s some data that sunscreens increase your risk of melanoma — paradoxically.” The full article featuring Dr. Paul Marik is available to read in the comment below:

We know the medical establishment lied to us about COVID. And according to esteemed physician Dr. Paul Marik, they are also lying to you about the sun. Here's a few things about Vitamin D that Big Pharma doesn't want you to know: #1 - "If you’re vitamin D deficient, it increases your risk of getting cancer.” “There’s a linear relationship between vitamin D deficiency and cancer. And the further you go away from the equator, the less UVB you get, the greater your risk of cancer. This has been well established!” drpaulmarik stressed. #2 - "Vitamin D is highly effective for the treatment of depression.” It’s also “very important for the immune system,” Dr. Marik added. “People don’t like vitamin D. They just don’t like it because if people took vitamin D, [they] would reduce the risk of cancer — would reduce the risk of many diseases." #3 - “If you avoid the sun, it increases your risk of dying [prematurely] by about 25%.” Dr. Marik recommended going into the sun for about 30 minutes a day. He advised not to use sunscreens because “it defeats the purpose.” “In fact, there’s some data that sunscreens increase your risk of melanoma — paradoxically.” The full article featuring Dr. Paul Marik is available to read in the comment below:

The Vigilant Fox 🦊

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In conversation with Andrew D. Huberman, Ph.D., Peter Attia explains why ApoB should be treated as a causal driver of heart disease, not just a risk marker: “There is no ambiguity that ApoB is causally related to atherosclerosis.” “LDL cholesterol or ApoB, causally related to atherosclerosis. Well, if that’s true, and I haven’t seen a credible argument that it’s not.” “If a risk is causal and it is modifiable, it should be modified regardless of the risk tail and duration.” “The earlier you start, the less aggressive you need to be, the less damage that’s there already.”

In conversation with Andrew D. Huberman, Ph.D., Peter Attia explains why ApoB should be treated as a causal driver of heart disease, not just a risk marker: “There is no ambiguity that ApoB is causally related to atherosclerosis.” “LDL cholesterol or ApoB, causally related to atherosclerosis. Well, if that’s true, and I haven’t seen a credible argument that it’s not.” “If a risk is causal and it is modifiable, it should be modified regardless of the risk tail and duration.” “The earlier you start, the less aggressive you need to be, the less damage that’s there already.”

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A planned shutdown? Let’s see what happens. Trumps comments on the shutdown may prove to be very telling: “I told you, we have $17 trillion being invested, so the last person that wants it shut down is us now. With that being said, we can do things during the shutdown that are irreversible, that are bad for them and irreversible by them, like cutting vast numbers of people out, cutting things that they like, cutting programs that they like. And you know all – you all know Russell Vought. He’s become very popular recently because he can trim the budget to a level that you couldn’t do any other way. So they’re taking a risk by having a shutdown because – because of the shutdown, we can do things medically and other ways, including benefits. We can cut large numbers of people out. We don’t want to do that, but we don’t want fraud, waste, and abuse. And you know, we’re cutting that.”

A planned shutdown? Let’s see what happens. Trumps comments on the shutdown may prove to be very telling: “I told you, we have $17 trillion being invested, so the last person that wants it shut down is us now. With that being said, we can do things during the shutdown that are irreversible, that are bad for them and irreversible by them, like cutting vast numbers of people out, cutting things that they like, cutting programs that they like. And you know all – you all know Russell Vought. He’s become very popular recently because he can trim the budget to a level that you couldn’t do any other way. So they’re taking a risk by having a shutdown because – because of the shutdown, we can do things medically and other ways, including benefits. We can cut large numbers of people out. We don’t want to do that, but we don’t want fraud, waste, and abuse. And you know, we’re cutting that.”

NewsTreason Channel 17

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Snowflake CEO Frank Slootman explains why your company priorities are wrong “I found out early on that if you can whittle things down to just one thing, you become unstoppable. Unfortunately, people resist whittling things down to one thing because it’s really hard to decide what that one thing is.” The former Snowflake and ServiceNow CEO continues: “People have a very easy time telling you what their top 3-5 things are because hopefully the right things are in there somewhere… I can’t tell you how many board meetings I’ve been in where the CEO puts a PowerPoint up and it’s one bullet after another listing all of the things that are their priorities. You just know that they’re going to be a mile wide and an inch deep, swimming in glue, moving like molasses. The energy is leaving my body already just watching a long list of priorities… You’ve basically devalued what you should be doing because you’re time-sharing now with all of these other things.” Mr. Slootman urges founders to think really hard about the one thing that matters most to your business and focusing entirely on that. If you can’t decide, just pick one: “I like to do things in sequence. Even if you’re not sure, do it anyways. Because in the process of doing, you’re going to find out whether you’re right, wrong, or somewhere in between, and you can adjust.” When you prioritize just one thing, things move much faster: “Things are going to go much quicker because have a narrower plan of attack. It’s energizing. The pace picks up.” Video source: This Week in Startups @jason (2022)

Snowflake CEO Frank Slootman explains why your company priorities are wrong “I found out early on that if you can whittle things down to just one thing, you become unstoppable. Unfortunately, people resist whittling things down to one thing because it’s really hard to decide what that one thing is.” The former Snowflake and ServiceNow CEO continues: “People have a very easy time telling you what their top 3-5 things are because hopefully the right things are in there somewhere… I can’t tell you how many board meetings I’ve been in where the CEO puts a PowerPoint up and it’s one bullet after another listing all of the things that are their priorities. You just know that they’re going to be a mile wide and an inch deep, swimming in glue, moving like molasses. The energy is leaving my body already just watching a long list of priorities… You’ve basically devalued what you should be doing because you’re time-sharing now with all of these other things.” Mr. Slootman urges founders to think really hard about the one thing that matters most to your business and focusing entirely on that. If you can’t decide, just pick one: “I like to do things in sequence. Even if you’re not sure, do it anyways. Because in the process of doing, you’re going to find out whether you’re right, wrong, or somewhere in between, and you can adjust.” When you prioritize just one thing, things move much faster: “Things are going to go much quicker because have a narrower plan of attack. It’s energizing. The pace picks up.” Video source: This Week in Startups @jason (2022)

Startup Archive

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The GOP is back trying to pass another bill in the dark of night. And I have to ask, did they even read this bill? Because if they had, they’d know it undermines national security, the power of the people, and lives across the world—and is a blatant power grab in a chaotic and corrupt agenda. And, that is why we’re fighting back.

The GOP is back trying to pass another bill in the dark of night. And I have to ask, did they even read this bill? Because if they had, they’d know it undermines national security, the power of the people, and lives across the world—and is a blatant power grab in a chaotic and corrupt agenda. And, that is why we’re fighting back.

Rep. Melanie Stansbury

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Pope Leo XIV visits a care home for the elderly in Saurimo, Angola, and invites everyone to listen to the elderly as the wisdom of a people. "The care of the weakest is a very important sign of the quality of the social life of a nation."

Pope Leo XIV visits a care home for the elderly in Saurimo, Angola, and invites everyone to listen to the elderly as the wisdom of a people. "The care of the weakest is a very important sign of the quality of the social life of a nation."

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“It’s ok if you’re just average right now. I just want to know whether you want to become great. Because there are a lot of people who are ok accepting average. They think it’s safer and more comfortable. They think trying to be great comes with a lot of risk. They think it’s too hard and they might get exposed. People think it’s easier to be average than to go try to be great. There’s more friends, more acceptance, more comfort among the average. But I’ll tell you the real truth: Being average is only safe and comfortable for a small window of time. Because at the end of the regular season, when that final whistle blows, and you’re not playing for a championship? How comfortable is that?”

“It’s ok if you’re just average right now. I just want to know whether you want to become great. Because there are a lot of people who are ok accepting average. They think it’s safer and more comfortable. They think trying to be great comes with a lot of risk. They think it’s too hard and they might get exposed. People think it’s easier to be average than to go try to be great. There’s more friends, more acceptance, more comfort among the average. But I’ll tell you the real truth: Being average is only safe and comfortable for a small window of time. Because at the end of the regular season, when that final whistle blows, and you’re not playing for a championship? How comfortable is that?”

Brian Kight

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Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount of money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Follow Startup Archive for more tactical startup advice!

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount of money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved milestones and eliminated risks. Now I'm going to raise $X for the Series A to achieve milestones and eliminate risks. This will get the company to state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Follow Startup Archive for more tactical startup advice!

Startup Archive

178,597 görüntüleme • 2 yıl önce

The banking machine is one big giant machine made to make you poorer and make them richer - it’s made to break you. They all work together - it’s one big club. “Do people need to be buying these things that they can afford? Obviously they think so, these things are advertised to people as a very important and deeply attractive. Who’s advertising things that people don’t need?? Well the people were lending the money to”

The banking machine is one big giant machine made to make you poorer and make them richer - it’s made to break you. They all work together - it’s one big club. “Do people need to be buying these things that they can afford? Obviously they think so, these things are advertised to people as a very important and deeply attractive. Who’s advertising things that people don’t need?? Well the people were lending the money to”

Mickamious

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Marc Andreessen explains the “Onion Theory of Risk” “I think the single-biggest thing entrepreneurs are missing — both on fundraising and how they run their companies — is the relationship between risk and cash. I’ve always been a fan of something Andy Rachleff taught me years ago. He calls it the ‘Onion Theory of Risk.’” You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $ X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Video source: Y Combinator (2014)

Marc Andreessen explains the “Onion Theory of Risk” “I think the single-biggest thing entrepreneurs are missing — both on fundraising and how they run their companies — is the relationship between risk and cash. I’ve always been a fan of something Andy Rachleff taught me years ago. He calls it the ‘Onion Theory of Risk.’” You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved milestones and eliminated risks. Now I'm going to raise $ X for the Series A to achieve milestones and eliminate risks. This will get the company to state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Video source: Y Combinator (2014)

Startup Archive

63,259 görüntüleme • 1 yıl önce