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Boris Cherny (Creator of Claude Code): "Latent demand is the single most important principle in product, especially in Facebook's successful products. Every single one has an element of latent demand. For example, Marketplace. It came from this observation that if you looked at Facebook groups at the time, 40%... of the posts were buying and selling stuff. Facebook groups were not designed for commerce, but that's what people were using it for. It's kind of cool. Like, you design this product in a way that can be hacked. It can be abused by users a little bit, and then you look at the data, you see how they're abusing it, and then you build a product around it. I think Facebook dating was pretty similar. I think the observation was something like 60% of profile views were people of the opposite gender that were not friends with each other, kind of like creeping on each other. The principle in product is you can never get people to do something they do not yet do. You can find the intent that they have, and then you can steer it to let them better kind of capitalize on that intent." Boris Chernyshow more

Ryan Peterman

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Andrew Garfield says a woman at Glastonbury asked him to take a photo of her instead of with him “I remember being at Glastonbury one year. You don’t quite realize how it’s affecting how you see the world until you get the opposite experience or you remember what it’s like to not be recognizable in some way” “And there were these two lovely girls who - it was their first Glastonbury, and I was there with my group of friends, and we just kind of sat, you know, you plop down wherever you plop down” “And then these two girls, you can feel it. You’re like, ‘Oh, I think I’m getting a little protective.’ But then we were just chatting and chatting and chatting” “And then at the end of the conversation, one of them was like, ‘Can I-’ And I thought, ‘Oh, here it comes.’ But she was like, ‘Can I ask you to take a photo of us?’” “And I was like, ‘Yeah, I would love to do that.’ It made me so happy. I was like, ‘Yeah! Now I feel like I’m just a part of your experience, and you’re a part of mine, and it’s not anything else’” “They were so cool. We had such a nice chat and they just kind of were treating me like anyone else. It was just the best. It’s the best”

Andrew Garfield says a woman at Glastonbury asked him to take a photo of her instead of with him “I remember being at Glastonbury one year. You don’t quite realize how it’s affecting how you see the world until you get the opposite experience or you remember what it’s like to not be recognizable in some way” “And there were these two lovely girls who - it was their first Glastonbury, and I was there with my group of friends, and we just kind of sat, you know, you plop down wherever you plop down” “And then these two girls, you can feel it. You’re like, ‘Oh, I think I’m getting a little protective.’ But then we were just chatting and chatting and chatting” “And then at the end of the conversation, one of them was like, ‘Can I-’ And I thought, ‘Oh, here it comes.’ But she was like, ‘Can I ask you to take a photo of us?’” “And I was like, ‘Yeah, I would love to do that.’ It made me so happy. I was like, ‘Yeah! Now I feel like I’m just a part of your experience, and you’re a part of mine, and it’s not anything else’” “They were so cool. We had such a nice chat and they just kind of were treating me like anyone else. It was just the best. It’s the best”

Casper

409,703 Aufrufe • vor 20 Tagen

.Second Lady Usha Vance responds to a student's question about how to be the best Second Lady: "I think they key thing, for anyone who is in this kind of role, is to try to just continue to be yourself. You have to do the best job that you can. And there are some responsibilities that come with it...you don't always choose what you are doing...But the most important thing is to remember the kind of person that you were before it, and the kind of person you want to be. If you can do that all the way through, then you can have a lot of fun — and maybe be helpful. You don't want to just start thinking of yourself as the Second Lady, because then you're probably not that fun a person anymore."

.Second Lady Usha Vance responds to a student's question about how to be the best Second Lady: "I think they key thing, for anyone who is in this kind of role, is to try to just continue to be yourself. You have to do the best job that you can. And there are some responsibilities that come with it...you don't always choose what you are doing...But the most important thing is to remember the kind of person that you were before it, and the kind of person you want to be. If you can do that all the way through, then you can have a lot of fun — and maybe be helpful. You don't want to just start thinking of yourself as the Second Lady, because then you're probably not that fun a person anymore."

Mary Margaret Olohan

1,111,670 Aufrufe • vor 1 Jahr

Sam Altman on why you shouldn’t track absolute user growth in the early days of a startup “Nothing but a great product will save you; you can get everything else right and it still won’t work.” He points out that almost all startup founders get the following wrong: “It is more important to have a small number of users that love you than a lot of users that like you… Eventually what you want of course is a lot of users that really love your product, but that’s almost impossible to do.” In practice, you have two choices: Deep and Narrow: “You have a small number of users that really love you and then find out how to find more and more of those users and broaden the appeal of the product.” Shallow and Wide: “You can have a lot of people that sort of use the product once or twice and kind of like it and try to figure out how to get them more engaged over time.” “With high confidence, I can say that you want to start with a small number of users that really love you. Almost all great companies have products that start this way.” He argues that a good indicator of users loving your product is retention and frequency of use: “In fact, I think this is so important that you actually shouldn’t track absolute growth in number of users in the early days of a startup. You should just track how often they’re using it… That’s a good early indicator of users that love you—better still is them spontaneously telling their friends to buy your product.” Follow Startup Archive for more tactical startup advice!

Sam Altman on why you shouldn’t track absolute user growth in the early days of a startup “Nothing but a great product will save you; you can get everything else right and it still won’t work.” He points out that almost all startup founders get the following wrong: “It is more important to have a small number of users that love you than a lot of users that like you… Eventually what you want of course is a lot of users that really love your product, but that’s almost impossible to do.” In practice, you have two choices: Deep and Narrow: “You have a small number of users that really love you and then find out how to find more and more of those users and broaden the appeal of the product.” Shallow and Wide: “You can have a lot of people that sort of use the product once or twice and kind of like it and try to figure out how to get them more engaged over time.” “With high confidence, I can say that you want to start with a small number of users that really love you. Almost all great companies have products that start this way.” He argues that a good indicator of users loving your product is retention and frequency of use: “In fact, I think this is so important that you actually shouldn’t track absolute growth in number of users in the early days of a startup. You should just track how often they’re using it… That’s a good early indicator of users that love you—better still is them spontaneously telling their friends to buy your product.” Follow Startup Archive for more tactical startup advice!

Startup Archive

565,812 Aufrufe • vor 2 Jahren

Elon Musk on the first principles mistake almost everyone makes when building something "People will start with the tools and parts and methods they're familiar with, and try to create a product using their existing tools. The other way is to imagine the platonic ideal of the perfect product. What is the perfect arrangement of atoms that would be the best possible product? And now figure out how to get the atoms in that shape" Lex: "It sounds almost like Rick and Morty absurd until you really think about it. If you don't, you might fall victim to the momentum of the way things were done in the past" "Just as a function of inertia, people use the same tools and methods they're familiar with, which leads to things that can be made with those tools, but is unlikely to be the perfect product" "That theoretical perfect product is a moving target, because as you learn more, the definition changes. You don't actually know what the perfect product is, but you can successfully approximate a more perfect product. People very rarely think about it that way, but it's a powerful tool"

Elon Musk on the first principles mistake almost everyone makes when building something "People will start with the tools and parts and methods they're familiar with, and try to create a product using their existing tools. The other way is to imagine the platonic ideal of the perfect product. What is the perfect arrangement of atoms that would be the best possible product? And now figure out how to get the atoms in that shape" Lex: "It sounds almost like Rick and Morty absurd until you really think about it. If you don't, you might fall victim to the momentum of the way things were done in the past" "Just as a function of inertia, people use the same tools and methods they're familiar with, which leads to things that can be made with those tools, but is unlikely to be the perfect product" "That theoretical perfect product is a moving target, because as you learn more, the definition changes. You don't actually know what the perfect product is, but you can successfully approximate a more perfect product. People very rarely think about it that way, but it's a powerful tool"

Jaynit

42,504 Aufrufe • vor 1 Monat

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: How do you get people in the front door? How do you get them to an aha moment as quickly as possible? How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state. Source: Gagan Biyani 🏛 (Jan 2013)

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: How do you get people in the front door? How do you get them to an aha moment as quickly as possible? How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state. Source: Gagan Biyani 🏛 (Jan 2013)

Startup Archive

31,680 Aufrufe • vor 2 Monaten

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: 1. How do you get people in the front door? 2. How do you get them to an aha moment as quickly as possible? 3. How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state.

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: 1. How do you get people in the front door? 2. How do you get them to an aha moment as quickly as possible? 3. How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state.

Startup Archive

156,392 Aufrufe • vor 8 Monaten

From Eric Vishria on how the top AI founders are building products completely opposite of the SaaS era: "One of the things that is really different in the AI world versus the SaaS world, is that in the SaaS world, over and over again, you had people who really understood the customer. And the problem. And then they understood a domain. They understood what the technology was more or less capable of. But it wasn't a real question of if you could build something or not. For example, take Salesforce, Workday, and ServiceNow. CRM existed before Salesforce. HR management existed before Workday. Same thing with ServiceNow. So in every case, Salesforce followed Siebel. Workday followed Peoplesoft. ServiceNow followed Peregrine and Remedy, and others. So they were just kind of, cloud SaaS versions of the prior generation product. They just understood the customers. They understood the problem. And they were just like, here's a better version. And that evolved a little bit over time in SaaS land. But that's what it is. And so product development in that way was done by people who really understood the customer and the problems. And then just took advantage of the next wave. And this is almost diametrically opposite of product development in the AI era. When I look at the teams that are having the most success today, they have intimate knowledge of the models. They are right on the frontier of understanding which models are better at what, and why, and when. And what they're going to be good at and what they're not going to be good at. And what they're spending their time on, is figuring out how do I apply this capability of this model to this domain or to this user. So they're actually working inside out or technology out, versus customer problem in. And of course, they understand the customer problem. And a lot of times they have firsthand knowledge of it. But they're really close to the metal and capability, and they're applying it. And I think this is a really different way to develop products than in SaaS. I started my career as a product manager a long time ago, and it's almost the complete opposite of everything you learned. "Listen to the customer, understand it, then bring it back to the engineering and product teams." If you did that right now, ask a bunch of customers what they want out of AI, and you brought it back, for the most part, it may not be possible today with today's technology. Whereas the teams that are winning right now really understand the technology and are applying it out. And so I think this reversal matters. I think it's a big difference in terms of how companies are getting built. And maybe even the types of entrepreneurs that will be successful. I'm not sure. You're seeing some real change there. Look at the Bret Taylor's at Sierra. That's a super, super technical founder who really gets it. Brett and Clay really get it. You look at Michael and his co-founders at Cursor. They're super technical founders and they get it. They all really understand what these things can and can't do. And that's a pretty different dynamic relative to the way the best SaaS companies got built." Link in bio for the full conversation going deep on the current class of startups going from zero to $100m+ in ARR within 12 months.

From Eric Vishria on how the top AI founders are building products completely opposite of the SaaS era: "One of the things that is really different in the AI world versus the SaaS world, is that in the SaaS world, over and over again, you had people who really understood the customer. And the problem. And then they understood a domain. They understood what the technology was more or less capable of. But it wasn't a real question of if you could build something or not. For example, take Salesforce, Workday, and ServiceNow. CRM existed before Salesforce. HR management existed before Workday. Same thing with ServiceNow. So in every case, Salesforce followed Siebel. Workday followed Peoplesoft. ServiceNow followed Peregrine and Remedy, and others. So they were just kind of, cloud SaaS versions of the prior generation product. They just understood the customers. They understood the problem. And they were just like, here's a better version. And that evolved a little bit over time in SaaS land. But that's what it is. And so product development in that way was done by people who really understood the customer and the problems. And then just took advantage of the next wave. And this is almost diametrically opposite of product development in the AI era. When I look at the teams that are having the most success today, they have intimate knowledge of the models. They are right on the frontier of understanding which models are better at what, and why, and when. And what they're going to be good at and what they're not going to be good at. And what they're spending their time on, is figuring out how do I apply this capability of this model to this domain or to this user. So they're actually working inside out or technology out, versus customer problem in. And of course, they understand the customer problem. And a lot of times they have firsthand knowledge of it. But they're really close to the metal and capability, and they're applying it. And I think this is a really different way to develop products than in SaaS. I started my career as a product manager a long time ago, and it's almost the complete opposite of everything you learned. "Listen to the customer, understand it, then bring it back to the engineering and product teams." If you did that right now, ask a bunch of customers what they want out of AI, and you brought it back, for the most part, it may not be possible today with today's technology. Whereas the teams that are winning right now really understand the technology and are applying it out. And so I think this reversal matters. I think it's a big difference in terms of how companies are getting built. And maybe even the types of entrepreneurs that will be successful. I'm not sure. You're seeing some real change there. Look at the Bret Taylor's at Sierra. That's a super, super technical founder who really gets it. Brett and Clay really get it. You look at Michael and his co-founders at Cursor. They're super technical founders and they get it. They all really understand what these things can and can't do. And that's a pretty different dynamic relative to the way the best SaaS companies got built." Link in bio for the full conversation going deep on the current class of startups going from zero to $100m+ in ARR within 12 months.

The Peel

209,752 Aufrufe • vor 1 Jahr

Charlie Munger: "Why not do it the way that you would want it done if you were on the other side of the transaction? How can you fail if you treat other people the way you'd like to be treated yourself? It's the Golden Rule. Of course it works."

Charlie Munger: "Why not do it the way that you would want it done if you were on the other side of the transaction? How can you fail if you treat other people the way you'd like to be treated yourself? It's the Golden Rule. Of course it works."

Kevin Carpenter

49,214 Aufrufe • vor 1 Jahr

Mikel Arteta’s beautiful praise to his staff and players. “That's when you have a difficult period. I think the best thing that you can do instead of talk a lot is observe. Look around you and see how people react. How they talk, how they look at you, how they judge you, what they do. Do they look at themselves, do they start to criticise other people? “Look around and you're going to learn the environment and the people that you have around you. “I cannot be prouder to work in a club with people that the only thing they could do is ask, what else can I do to help? “When you have people like this, I don't know if it's gonna take another week or two, but something good it will happen at the end because we deserve it.”

Mikel Arteta’s beautiful praise to his staff and players. “That's when you have a difficult period. I think the best thing that you can do instead of talk a lot is observe. Look around you and see how people react. How they talk, how they look at you, how they judge you, what they do. Do they look at themselves, do they start to criticise other people? “Look around and you're going to learn the environment and the people that you have around you. “I cannot be prouder to work in a club with people that the only thing they could do is ask, what else can I do to help? “When you have people like this, I don't know if it's gonna take another week or two, but something good it will happen at the end because we deserve it.”

Connor Humm

48,588 Aufrufe • vor 5 Monaten

Every legacy software product needs to be refounded in the AI era CEO of Airtable Howie Liu: "Do you have useful building blocks that you can leverage from your existing product and your existing business, or are you worse off having this legacy asset versus starting something from scratch? If you can't introspect and say, look, I think I'm better off doing this with the pieces that I have in my existing business and product, then you should find a buyer for your company and then go and start the next incarnation of it."

Every legacy software product needs to be refounded in the AI era CEO of Airtable Howie Liu: "Do you have useful building blocks that you can leverage from your existing product and your existing business, or are you worse off having this legacy asset versus starting something from scratch? If you can't introspect and say, look, I think I'm better off doing this with the pieces that I have in my existing business and product, then you should find a buyer for your company and then go and start the next incarnation of it."

Lenny Rachitsky

48,888 Aufrufe • vor 1 Jahr

Harry about why he chose to do residencies in certain cities on Zane Lowe “I think it makes the show better. I think you can build something that doesn't have to travel every night. I think the show itself is better. I think there's something in this that allows me to like stay in my life while I'm doing it and therefore I think allows me to take care of myself better, which I think makes me better at doing the thing. It's not like I'm saying I'll never travel again, but I want to see what it looks like if you do it a different way. And you know, people in my band have like families now and kids and some aspect of that, too. It's really important to me that they're on the road that I would love to like have them and I don't want to make it like near impossible for them to be able to do that with me.”

Harry about why he chose to do residencies in certain cities on Zane Lowe “I think it makes the show better. I think you can build something that doesn't have to travel every night. I think the show itself is better. I think there's something in this that allows me to like stay in my life while I'm doing it and therefore I think allows me to take care of myself better, which I think makes me better at doing the thing. It's not like I'm saying I'll never travel again, but I want to see what it looks like if you do it a different way. And you know, people in my band have like families now and kids and some aspect of that, too. It's really important to me that they're on the road that I would love to like have them and I don't want to make it like near impossible for them to be able to do that with me.”

HSNews

282,165 Aufrufe • vor 6 Monaten

Steve Jobs on why everything around you was made by people no smarter than you: "When you grow up, you tend to get told that the world is the way it is and your life is just to live your life inside the world. Try not to bash into the walls too much, have a nice family life, have fun, save a little money. But that's a very limited life." Steve believed most people live with a fundamental misconception. As he puts it: "Life can be much broader once you discover one simple fact. And that is—everything around you that you call life was made up by people that were no smarter than you." He continues: "And you can change it. You can influence it. You can build your own things that other people can use. And the minute that you understand that you can poke life and actually something will pop out the other side—that you can change it, you can mold it." On what matters most: "Maybe the most important thing is to shake off this erroneous notion that life is there and you're just going to live in it versus embrace it, change it, improve it, make your mark upon it. I think that's very important." His perspective on why you should change things: "However you learn that, once you learn it, you'll want to change life and make it better because it's kind of messed up in a lot of ways." The shift: "Once you learn that, you'll never be the same again."

Steve Jobs on why everything around you was made by people no smarter than you: "When you grow up, you tend to get told that the world is the way it is and your life is just to live your life inside the world. Try not to bash into the walls too much, have a nice family life, have fun, save a little money. But that's a very limited life." Steve believed most people live with a fundamental misconception. As he puts it: "Life can be much broader once you discover one simple fact. And that is—everything around you that you call life was made up by people that were no smarter than you." He continues: "And you can change it. You can influence it. You can build your own things that other people can use. And the minute that you understand that you can poke life and actually something will pop out the other side—that you can change it, you can mold it." On what matters most: "Maybe the most important thing is to shake off this erroneous notion that life is there and you're just going to live in it versus embrace it, change it, improve it, make your mark upon it. I think that's very important." His perspective on why you should change things: "However you learn that, once you learn it, you'll want to change life and make it better because it's kind of messed up in a lot of ways." The shift: "Once you learn that, you'll never be the same again."

Jaynit

48,518 Aufrufe • vor 8 Monaten

🚨NEW: Joe Rogan: "How crazy is it that Biden deported 1.49 million while letting in 20?" "Like, what do you think they were doing!?" "I know there was also efforts to move people to specific states so that you can get a larger number for the census so you get more congressional seats." "This is a dark thing that people don't want to admit because they're a dyed-in-the-wool Democrat." "I had a conversation with my parents about it and they're like, 'No!' I'm like, 'Yes! It's about congressional seats. It's like, the census counts illegals!'" "And not only that, they're trying to make it so that those people can vote!" "And if you can make it so that those people can vote, then all of the sudden you ship these people to a place, you give them EBT cards, you get them on food stamps, you give them Medicaid money — they have money." "And now, who are you going to vote for? You're going to vote for the people who got you money!" Daily Caller

🚨NEW: Joe Rogan: "How crazy is it that Biden deported 1.49 million while letting in 20?" "Like, what do you think they were doing!?" "I know there was also efforts to move people to specific states so that you can get a larger number for the census so you get more congressional seats." "This is a dark thing that people don't want to admit because they're a dyed-in-the-wool Democrat." "I had a conversation with my parents about it and they're like, 'No!' I'm like, 'Yes! It's about congressional seats. It's like, the census counts illegals!'" "And not only that, they're trying to make it so that those people can vote!" "And if you can make it so that those people can vote, then all of the sudden you ship these people to a place, you give them EBT cards, you get them on food stamps, you give them Medicaid money — they have money." "And now, who are you going to vote for? You're going to vote for the people who got you money!" Daily Caller

Jason Cohen 🇺🇸

259,092 Aufrufe • vor 1 Jahr

.Scott Wu to Joe Lonsdale on why Cognition uses AI in job interviews: "One or two years ago, people had this mentality of 'How do we make sure people aren't using AI while we're interviewing them?' And I think that has totally flipped. Honestly, I think that was wrong... If you're asking the question of like, how do we evaluate people on exactly the thing that AI can already do, that seems kind of the wrong. Our interview process has always been... you can use as much AI as you want to use. We're going to give you a few hours. Just build your whole own product surface. A lot of these are projects that, frankly, is like, if you were trying to do this by hand, you would not be able to get done in a few hours. So you kind of have to use AI for this. But in reality, what we actually want to test is, in addition to how familiar you are with these tools, what we actually want to test is, what do you think is the right thing to build? Or how do you make these product decisions? How do you make these trade-offs? How do you decide or collect information about what you should be doing?"

.Scott Wu to Joe Lonsdale on why Cognition uses AI in job interviews: "One or two years ago, people had this mentality of 'How do we make sure people aren't using AI while we're interviewing them?' And I think that has totally flipped. Honestly, I think that was wrong... If you're asking the question of like, how do we evaluate people on exactly the thing that AI can already do, that seems kind of the wrong. Our interview process has always been... you can use as much AI as you want to use. We're going to give you a few hours. Just build your whole own product surface. A lot of these are projects that, frankly, is like, if you were trying to do this by hand, you would not be able to get done in a few hours. So you kind of have to use AI for this. But in reality, what we actually want to test is, in addition to how familiar you are with these tools, what we actually want to test is, what do you think is the right thing to build? Or how do you make these product decisions? How do you make these trade-offs? How do you decide or collect information about what you should be doing?"

American Optimist

13,182 Aufrufe • vor 5 Monaten

Cat Wu, head of product for Claude Code at Anthropic: "you can build almost anything with Claude from a single prompt now" one prompt gets you a working screen, not YOUR product Claude Code has never seen your design system, so it guesses the look fresh every time. how to hand Claude Code that system is in the article. better than the $300 design course in your tabs, and this one's free.

Cat Wu, head of product for Claude Code at Anthropic: "you can build almost anything with Claude from a single prompt now" one prompt gets you a working screen, not YOUR product Claude Code has never seen your design system, so it guesses the look fresh every time. how to hand Claude Code that system is in the article. better than the $300 design course in your tabs, and this one's free.

Mnimiy

114,141 Aufrufe • vor 3 Monaten

Mikel Arteta says even if he gives the players a break from each other then they would just meet up anyway: “That's the theory, and I wish we could be in Dubai. So, if we have one or two days, I guarantee you that we were in Dubai for a few days, even if it was for a few days, because everybody was dying for it. “But then you get very surprised because sometimes, when I give them the day off, and you think that they don't want to see each other, no? Then I find out that Eight players or ten were having dinner in somebody's house. They spent the whole afternoon together… “And that's the beauty of it, the fact that they want to be together because they feel like being together is the best thing that they can do. And that was the case this week as well in a lot of cases.”

Mikel Arteta says even if he gives the players a break from each other then they would just meet up anyway: “That's the theory, and I wish we could be in Dubai. So, if we have one or two days, I guarantee you that we were in Dubai for a few days, even if it was for a few days, because everybody was dying for it. “But then you get very surprised because sometimes, when I give them the day off, and you think that they don't want to see each other, no? Then I find out that Eight players or ten were having dinner in somebody's house. They spent the whole afternoon together… “And that's the beauty of it, the fact that they want to be together because they feel like being together is the best thing that they can do. And that was the case this week as well in a lot of cases.”

Connor Humm

414,986 Aufrufe • vor 6 Monaten

Robert Pattinson making a drink inspired by THE BATMAN. "So this is an Old Fashioned, the granddaddy of drinks, for The Batman, the granddaddy of superheroes and the most relevant and important. [...] Well since I started doing the part, you look into the kind of legacy of it. So many people have seen it, there's characters that look like the Batman in like ancient civilizations. I mean there's something about that face that's a very deep and primal thing. It connects to people, it connects to children, it connects to adults, and then the legacy of the movies as well. [...] It seemed like one of those parts that was, it's like climbing Everest or something. Like you kind of, you don't really feel like it's a possibility but I felt something in my heart but I really, really wanted to do it."

Robert Pattinson making a drink inspired by THE BATMAN. "So this is an Old Fashioned, the granddaddy of drinks, for The Batman, the granddaddy of superheroes and the most relevant and important. [...] Well since I started doing the part, you look into the kind of legacy of it. So many people have seen it, there's characters that look like the Batman in like ancient civilizations. I mean there's something about that face that's a very deep and primal thing. It connects to people, it connects to children, it connects to adults, and then the legacy of the movies as well. [...] It seemed like one of those parts that was, it's like climbing Everest or something. Like you kind of, you don't really feel like it's a possibility but I felt something in my heart but I really, really wanted to do it."

Robert Pattinson Photos | Fansite

24,280 Aufrufe • vor 5 Monaten

Jack Dorsey on becoming a better storyteller: "I found myself very early on thinking about something like thinking about this early idea for Twitter and saying to myself, I could build this awesome. You have those shower-like moments, or you're walking at midnight in some town in New York City, and you've got these amazing brand ideas. And then you start thinking, well, I could really start doing this if only X and if I had this person or if this technology existed or if this happened or this happened. And what I realized was that I was constantly making excuses for not working on it. And then the window had passed, and then I couldn't do anything. So I think it's really, really important to write it out or to draw it out or to code it. But you need to get it out of your head. And the reason you have to get it out of your head is that you need to be able to see it on a surface that is not in your mind. And once you can see it, and once you can step back from it, then you can also decide this passes my filter, my constraints, so maybe I can show it and share it with some other people. And then they will be like that's the stupidest idea ever and or that's somewhat interesting, but maybe this and this and this. So the sooner you can do that, then you have a lot of momentum around it, and you can really decide if you want to commit to it and work on it more or put it on the shelf for a later date. And the realization that I think everyone needs to have about that latter option, putting it on the shelf, is that you can come back to it and it will surface back up in another piece of work or another idea at some point in your life. So having that ability to close off a chapter and move on is really, really important. You can't have all these open threads, and that's what I realized I was doing. And that also encouraged me to really write more and to really think about what's the story? How are people coming to this? And like when I show my friends this, how are they going to react and I would write it down. I would actually treat it like a play. And when I realized that I was writing plays, I read a lot more plays for style and for substance and for technique and I think it's really good. I think there is another company that I have always looked towards for inspiration and I know a number of people in this room probably have a similar company in mind, which is Apple. Apple, I think, is run like a theater company. It has a great sense of pacing, has a great sense of story and has a great sense of execution and it's all about event-driven, it's all stage-driven, the stage being a billboard or the stage being a keynote or the stage being a product launch. All of it has a very, very cohesive end-to-end story. I mean you think about what happened when Steve Jobs came back to the company. The first thing he did was kill every product line the company was working on. And for two years,rs they had no product on the market whatsoever. All they had were a bunch of posters all around the world with Steve Jobs' heroes, and it said, think different. And it was just focused on bringing up the brand and making people aware of the brand again and how the brand is aligning to this particular feeling and story. And then they came out with the iMac and then built iTunes and then the iPod, and they realized that, wait a minute, people are carrying music on their phones now, so we better build a phone, an iPhone. And so this unfolding of the plot and the epic story has been very, very interesting to watch, especially if you look back to that time when he came back to the company. So I've learned a lot from that company and other companies that operate in a similar fashion."

Founder Mode

107,213 Aufrufe • vor 9 Monaten

Rahul Vohra on how to measure product/market fit Rahul Vohra is the founder and CEO of Superhuman. He was looking for a metric to measure product/market fit so that he and his team could optimize, and he came across the following methodology from Sean Ellis: Simply ask your users: “How would you feel if you could no longer use the product?” with three options: (1) not disappointed, (2) somewhat disappointed, or (3) very disappointed. It turns out that the benchmark for product/market fit across hundreds of venture-backed startups is 40% of respondents saying “very disappointed”. And as Rahul puts it: “If more than 40% of your users would be very disappointed without your product, then you should focus on growing your company. If less than 40% of your users would be very disappointed without your product, then you’ll probably struggle to grow.” 40% may not sound like a lot, but it’s an incredibly hard benchmark to beat. For example, Slack posed this to 731 customers early in the company’s history, and 51% said they would be very disappointed without Slack. One might expect a terrific product like Slack to have a score of 60-80%, but that wasn’t the case. Rahul’s explanation of why the response options are focused on disappointment rather than happiness is interesting too: “I think the reason behind that is that if you ask people how they feel about a product and you give them positive potential responses, I think it invites more bias. People are more likely to be polite. And it also doesn’t get to the heart of the matter which is: how necessary has your product become in people’s lives? If you’re trying to build a company that’s going to stand the test of time, you really do have to build a product that matters and that people ultimately come to depend on because it’s just so incredible at what it does. And that’s what this question gets to the heart of.”

Rahul Vohra on how to measure product/market fit Rahul Vohra is the founder and CEO of Superhuman. He was looking for a metric to measure product/market fit so that he and his team could optimize, and he came across the following methodology from Sean Ellis: Simply ask your users: “How would you feel if you could no longer use the product?” with three options: (1) not disappointed, (2) somewhat disappointed, or (3) very disappointed. It turns out that the benchmark for product/market fit across hundreds of venture-backed startups is 40% of respondents saying “very disappointed”. And as Rahul puts it: “If more than 40% of your users would be very disappointed without your product, then you should focus on growing your company. If less than 40% of your users would be very disappointed without your product, then you’ll probably struggle to grow.” 40% may not sound like a lot, but it’s an incredibly hard benchmark to beat. For example, Slack posed this to 731 customers early in the company’s history, and 51% said they would be very disappointed without Slack. One might expect a terrific product like Slack to have a score of 60-80%, but that wasn’t the case. Rahul’s explanation of why the response options are focused on disappointment rather than happiness is interesting too: “I think the reason behind that is that if you ask people how they feel about a product and you give them positive potential responses, I think it invites more bias. People are more likely to be polite. And it also doesn’t get to the heart of the matter which is: how necessary has your product become in people’s lives? If you’re trying to build a company that’s going to stand the test of time, you really do have to build a product that matters and that people ultimately come to depend on because it’s just so incredible at what it does. And that’s what this question gets to the heart of.”

Michael McGuiness

67,106 Aufrufe • vor 2 Jahren