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How Ed Stack turned Dick's Sporting Goods into a $20B empire: 1. Never rely on the kindness of strangers. 2. Your name is your biggest asset. 3. The person who talks the least is usually the decision maker. 4. Sometimes the most profitable decision on a spreadsheet is the...

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Shane Parrish

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288,173 görüntüleme • 11 ay önce •via X (Twitter)

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Seth Godin gave a masterclass on how to build an unforgettable brand in the age of AI: 1. Marketing is not about spend. It is about creating the conditions for other people to eagerly spread your idea. 2. Authenticity is overrated. What customers actually want is consistency. Show up the same way every single time and that is worth more than any Super Bowl ad. 3. Everything your company does is a marketing decision. How you answer the phone. What you charge. How you design things. Marketing is not a department. It is everything. 4. Trust is simple. Make a promise. Keep it. Especially when it is hard. 5. Successful brands are built with your customers talking about you. Not you talking about you. 6. A brand is not a logo. A brand is a promise. Nike has a brand. Hyatt has a logo. One of them you know exactly what to expect. The other you do not. 7. You are measuring the wrong things. Follower counts. Stock price. Open rates. False proxies will take your business in the wrong direction faster than anything else. 8. Social media followers mean nothing. Godin has 400,000 Instagram followers and says if he posts about a new book maybe 12 people buy it. The number is a distraction. 9. Stop trying to be famous. The goal is not to get more famous. The goal is to get less famous and more trusted. 10. Average marketing reaches average people. Average people will not buy your product. You need the people who will talk about you, challenge you, and eagerly pay more for better. 11. When you pick your customers you pick your future. Stop trying to reach everyone. Start trying to deeply serve someone specific. 12. Better beats louder every time. One guy running a wine email list with 130,000 subscribers does $30 million a year in revenue. No ads. No social media hustle. Just consistently better. 13. The real opportunity with AI is not making things cheaper. It is making things better. The businesses that use AI to deepen relationships will win. The ones using it to cut costs will race to the bottom. 14. Your job is not to do your job. Your job is to solve problems for other people and make things better by making better things. Everything else is just noise. 15. When AI becomes the buyer it will always choose the cheapest option. If your entire business strategy is being the cheapest, AI will destroy you. The only protection is being worth it in ways that cannot be easily measured. 16. The next level of marketing is permission at a depth nobody has achieved before. The brand that knows your tools, your projects, your needs, and shows up to help without being asked will be impossible to replace. 17. Most businesses will use AI to spam more people faster. The businesses that win will use AI to serve fewer people better. That gap is the biggest opportunity in marketing right now. 18. You have a squadron of summer interns available for twenty dollars a month. They are not that good but they are very eager. The businesses learning to be good bosses of AI right now will have an enormous advantage over everyone waiting to figure it out later. 19. The question every business should be asking is not how do I get more attention. It is how do I become the kind of business that people would genuinely miss if it disappeared tomorrow. That answer is your entire marketing strategy.
36:56

Seth Godin gave a masterclass on how to build an unforgettable brand in the age of AI: 1. Marketing is not about spend. It is about creating the conditions for other people to eagerly spread your idea. 2. Authenticity is overrated. What customers actually want is consistency. Show up the same way every single time and that is worth more than any Super Bowl ad. 3. Everything your company does is a marketing decision. How you answer the phone. What you charge. How you design things. Marketing is not a department. It is everything. 4. Trust is simple. Make a promise. Keep it. Especially when it is hard. 5. Successful brands are built with your customers talking about you. Not you talking about you. 6. A brand is not a logo. A brand is a promise. Nike has a brand. Hyatt has a logo. One of them you know exactly what to expect. The other you do not. 7. You are measuring the wrong things. Follower counts. Stock price. Open rates. False proxies will take your business in the wrong direction faster than anything else. 8. Social media followers mean nothing. Godin has 400,000 Instagram followers and says if he posts about a new book maybe 12 people buy it. The number is a distraction. 9. Stop trying to be famous. The goal is not to get more famous. The goal is to get less famous and more trusted. 10. Average marketing reaches average people. Average people will not buy your product. You need the people who will talk about you, challenge you, and eagerly pay more for better. 11. When you pick your customers you pick your future. Stop trying to reach everyone. Start trying to deeply serve someone specific. 12. Better beats louder every time. One guy running a wine email list with 130,000 subscribers does $30 million a year in revenue. No ads. No social media hustle. Just consistently better. 13. The real opportunity with AI is not making things cheaper. It is making things better. The businesses that use AI to deepen relationships will win. The ones using it to cut costs will race to the bottom. 14. Your job is not to do your job. Your job is to solve problems for other people and make things better by making better things. Everything else is just noise. 15. When AI becomes the buyer it will always choose the cheapest option. If your entire business strategy is being the cheapest, AI will destroy you. The only protection is being worth it in ways that cannot be easily measured. 16. The next level of marketing is permission at a depth nobody has achieved before. The brand that knows your tools, your projects, your needs, and shows up to help without being asked will be impossible to replace. 17. Most businesses will use AI to spam more people faster. The businesses that win will use AI to serve fewer people better. That gap is the biggest opportunity in marketing right now. 18. You have a squadron of summer interns available for twenty dollars a month. They are not that good but they are very eager. The businesses learning to be good bosses of AI right now will have an enormous advantage over everyone waiting to figure it out later. 19. The question every business should be asking is not how do I get more attention. It is how do I become the kind of business that people would genuinely miss if it disappeared tomorrow. That answer is your entire marketing strategy.

Yasmine Khosrowshahi

127,749 görüntüleme • 2 ay önce

Ben Horowitz (a16z co-founder) offers a contrarian view: the decisions that matter most are the ones you're only 52% sure about: "It takes courage to do what you don't know is the right decision." The moments that define leadership are the ones where the answer isn't obvious and the people around you are actively against you. "You think it's the right decision and then many people think it's the wrong decision. So they're not going to like you when you make the decision." That, Ben argues, is precisely where a leader earns their keep: "That's the point at which leaders add value. Because if you just do what people want, you're not actually adding anything. You know, they could run the company without you." A leader who only ratifies consensus is redundant. The organisation could function without them. benahorowitz.eth concedes this is harder than it sounds. "Courage is a tricky thing." He reaches for a line from boxing to explain what courage actually is. His favourite quote on the subject comes from Cus D'Amato, the trainer behind Floyd Patterson and Mike Tyson: "The difference between a hero and a coward isn't what they feel. They're both scared. It's what they do." Fear isn't the variable. Action is. And the fear doesn't go away once you're the one deciding: "You're not going to feel confident in making a decision that you think is 52% right and everybody else thinks is wrong. But that's what you have to do to be good at this job." Fifty-two per cent is a coin flip with a thumb on the scale, and that's the actual texture of the decisions that matter. Which leaves the question of how you survive being disliked. Ben's answer is a reframe of the timeline: "The thing you have to keep in mind is you want to be liked and respected in the long run, not the short run."
0:59

Ben Horowitz (a16z co-founder) offers a contrarian view: the decisions that matter most are the ones you're only 52% sure about: "It takes courage to do what you don't know is the right decision." The moments that define leadership are the ones where the answer isn't obvious and the people around you are actively against you. "You think it's the right decision and then many people think it's the wrong decision. So they're not going to like you when you make the decision." That, Ben argues, is precisely where a leader earns their keep: "That's the point at which leaders add value. Because if you just do what people want, you're not actually adding anything. You know, they could run the company without you." A leader who only ratifies consensus is redundant. The organisation could function without them. benahorowitz.eth concedes this is harder than it sounds. "Courage is a tricky thing." He reaches for a line from boxing to explain what courage actually is. His favourite quote on the subject comes from Cus D'Amato, the trainer behind Floyd Patterson and Mike Tyson: "The difference between a hero and a coward isn't what they feel. They're both scared. It's what they do." Fear isn't the variable. Action is. And the fear doesn't go away once you're the one deciding: "You're not going to feel confident in making a decision that you think is 52% right and everybody else thinks is wrong. But that's what you have to do to be good at this job." Fifty-two per cent is a coin flip with a thumb on the scale, and that's the actual texture of the decisions that matter. Which leaves the question of how you survive being disliked. Ben's answer is a reframe of the timeline: "The thing you have to keep in mind is you want to be liked and respected in the long run, not the short run."

Big Brain Business

31,728 görüntüleme • 1 ay önce

every game you play expecting your jungler to help is a game you already lost let me explain you're playing a 1v1. that's it. you and the enemy laner. everything else is noise if you NEED a gank to win lane you don't deserve to win lane the best players in the world? they play like they're alone. every game. they assume no help is coming. they ward for themselves. they track jungle themselves. they win lane themselves then when a gank comes it's a bonus. not a rescue you're playing the opposite way you're losing lane and praying for intervention. that's not a strategy. that's a lottery ticket here's what happens when you rely on your jungler: he ganks and you win? you learned nothing. you didn't win lane. he did he doesn't gank and you lose? you tilt. you flame. you blame. you learn nothing again either way you stay hardstuck because your rank isn't built on wins. it's built on skill. and skill comes from solving problems yourself not having someone else solve them for you here's the mindset shift: jungle is rng. sometimes you get camped. sometimes you get ignored. you can't control it what you CAN control is whether you win lane without help make that the standard. not the exception play every lane like your jungler is afk. ward like no one's watching your back. track like your life depends on it. because it does the players who climb aren't the ones who get the most ganks they're the ones who need them the least stop waiting for help become the help Study the Saskio way
0:25

every game you play expecting your jungler to help is a game you already lost let me explain you're playing a 1v1. that's it. you and the enemy laner. everything else is noise if you NEED a gank to win lane you don't deserve to win lane the best players in the world? they play like they're alone. every game. they assume no help is coming. they ward for themselves. they track jungle themselves. they win lane themselves then when a gank comes it's a bonus. not a rescue you're playing the opposite way you're losing lane and praying for intervention. that's not a strategy. that's a lottery ticket here's what happens when you rely on your jungler: he ganks and you win? you learned nothing. you didn't win lane. he did he doesn't gank and you lose? you tilt. you flame. you blame. you learn nothing again either way you stay hardstuck because your rank isn't built on wins. it's built on skill. and skill comes from solving problems yourself not having someone else solve them for you here's the mindset shift: jungle is rng. sometimes you get camped. sometimes you get ignored. you can't control it what you CAN control is whether you win lane without help make that the standard. not the exception play every lane like your jungler is afk. ward like no one's watching your back. track like your life depends on it. because it does the players who climb aren't the ones who get the most ganks they're the ones who need them the least stop waiting for help become the help Study the Saskio way

Tony Chau

81,320 görüntüleme • 8 ay önce

Mark Cuban revealed the secrets that turned him from bartender to billionaire: 1. Do not follow your passion. Follow your effort. Where you actually put your time and energy is where your real talent lives. Passion is a feeling. Effort is evidence. The business you are willing to grind for is the business you should be building. 2. Read the manual. In any new industry or technology, most people are too lazy to learn the basics. The person who simply takes the time to understand how something works will always be ahead of the person who does not. That gap is your opportunity. 3. Sweat equity is the best equity. Raising money is not an achievement. It is a liability. The moment someone gives you money they own a piece of your destiny. Build with effort first and capital second. 4. Be profitable from day one. Cuban never had a losing month at Micro Solutions. Not one. Profit is not something you figure out later. It is the discipline you build from the very first transaction. Growth without profit is just a slow death. 5. Sales cures all. Every single problem in a business can be solved with more revenue. If you are struggling, you are not selling enough. Stop fixing internal problems and go get more customers. 6. Differentiation is everything. If you are describing your company using words like faster, better, or cheaper you have already lost. Those words mean nothing because your competitor is saying the exact same thing. Find the thing only you can do and make that the whole story. 7. Always ask is this the best possible way. Cuban does not just look at businesses and think about improvements. He looks at them and asks whether they can be completely dismantled and rebuilt from scratch. That question is what turned a desire to hear basketball games into a company he sold for billions. 8. Control your own destiny. The minute you become dependent on a partner, an investor, or a single customer for survival, you have handed your future to someone else. Every decision you make should protect your ability to operate independently. 9. Entrepreneurship is not about the idea. It is about doing the work everyone else refuses to do. Most people get excited about an idea, talk about it, and stop there. The ones who win are the ones who wake up the next day and actually do something about it. 10. Lie to yourself and you will fail. Cuban says entrepreneurs deceive themselves more than anyone. About whether their idea is truly different. About how hard their competition will fight back. About how much time they actually have. Brutal honesty with yourself is not optional. It is survival. 11. Time is worth more than money. Cuban turns down investments not because of the financials but because of the time they will cost him. Money can be made again. Time cannot be recovered. Every opportunity should be measured against what it costs you in hours not just dollars. 12. Success is waking up excited about the day. Not the net worth. Not the title. Not the house. Cuban defines success as opening your eyes in the morning and feeling genuinely excited about what is ahead. Everything else, the money, the fame, the Mavericks, is just a byproduct of that feeling.
47:48

Mark Cuban revealed the secrets that turned him from bartender to billionaire: 1. Do not follow your passion. Follow your effort. Where you actually put your time and energy is where your real talent lives. Passion is a feeling. Effort is evidence. The business you are willing to grind for is the business you should be building. 2. Read the manual. In any new industry or technology, most people are too lazy to learn the basics. The person who simply takes the time to understand how something works will always be ahead of the person who does not. That gap is your opportunity. 3. Sweat equity is the best equity. Raising money is not an achievement. It is a liability. The moment someone gives you money they own a piece of your destiny. Build with effort first and capital second. 4. Be profitable from day one. Cuban never had a losing month at Micro Solutions. Not one. Profit is not something you figure out later. It is the discipline you build from the very first transaction. Growth without profit is just a slow death. 5. Sales cures all. Every single problem in a business can be solved with more revenue. If you are struggling, you are not selling enough. Stop fixing internal problems and go get more customers. 6. Differentiation is everything. If you are describing your company using words like faster, better, or cheaper you have already lost. Those words mean nothing because your competitor is saying the exact same thing. Find the thing only you can do and make that the whole story. 7. Always ask is this the best possible way. Cuban does not just look at businesses and think about improvements. He looks at them and asks whether they can be completely dismantled and rebuilt from scratch. That question is what turned a desire to hear basketball games into a company he sold for billions. 8. Control your own destiny. The minute you become dependent on a partner, an investor, or a single customer for survival, you have handed your future to someone else. Every decision you make should protect your ability to operate independently. 9. Entrepreneurship is not about the idea. It is about doing the work everyone else refuses to do. Most people get excited about an idea, talk about it, and stop there. The ones who win are the ones who wake up the next day and actually do something about it. 10. Lie to yourself and you will fail. Cuban says entrepreneurs deceive themselves more than anyone. About whether their idea is truly different. About how hard their competition will fight back. About how much time they actually have. Brutal honesty with yourself is not optional. It is survival. 11. Time is worth more than money. Cuban turns down investments not because of the financials but because of the time they will cost him. Money can be made again. Time cannot be recovered. Every opportunity should be measured against what it costs you in hours not just dollars. 12. Success is waking up excited about the day. Not the net worth. Not the title. Not the house. Cuban defines success as opening your eyes in the morning and feeling genuinely excited about what is ahead. Everything else, the money, the fame, the Mavericks, is just a byproduct of that feeling.

Brad

117,921 görüntüleme • 2 ay önce

Warren Buffett reveals the most important decision you'll ever make in life "You'll go in the direction of the people that you associate with. The most important for most people in terms of that decision is their spouse. It's also important in terms of a partner in business, but the partner in life is the most important" "You want to pick a spouse that's a little better than you are, and then you hope they don't figure it out too fast"
1:06

Warren Buffett reveals the most important decision you'll ever make in life "You'll go in the direction of the people that you associate with. The most important for most people in terms of that decision is their spouse. It's also important in terms of a partner in business, but the partner in life is the most important" "You want to pick a spouse that's a little better than you are, and then you hope they don't figure it out too fast"

Jaynit

68,578 görüntüleme • 3 ay önce

Jordan Peterson on why writing is the most powerful skill you can learn: 1. writing and thinking are the same thing. there is no difference between them. when you learn to write clearly you are not learning to express thoughts you already have. you are learning to have the thoughts in the first place. 2. universities never tell students why they are writing. the answer they get is you need the grade. the real answer is you need to learn to think. because thinking is what makes you act effectively in the world and win the battles you choose to fight. 3. if you can think, speak, and write you are absolutely dangerous. people give you money. they give you opportunities. you have influence. peterson says nothing can get in your way. that is what you are at university for. 4. the most articulate person in the room always wins the argument. peterson has watched staggeringly successful people his whole life. the common thread: you do not want to argue with them. not because they are aggressive. because their points are organized and yours probably aren't. 5. someone who cannot write has done almost everything wrong before they start. wrong words, wrong sentences, wrong paragraph order, wrong structure, wrong conclusion. peterson says marking a bad essay is agony because the answer to what did i do wrong is essentially everything.
4:01

Jordan Peterson on why writing is the most powerful skill you can learn: 1. writing and thinking are the same thing. there is no difference between them. when you learn to write clearly you are not learning to express thoughts you already have. you are learning to have the thoughts in the first place. 2. universities never tell students why they are writing. the answer they get is you need the grade. the real answer is you need to learn to think. because thinking is what makes you act effectively in the world and win the battles you choose to fight. 3. if you can think, speak, and write you are absolutely dangerous. people give you money. they give you opportunities. you have influence. peterson says nothing can get in your way. that is what you are at university for. 4. the most articulate person in the room always wins the argument. peterson has watched staggeringly successful people his whole life. the common thread: you do not want to argue with them. not because they are aggressive. because their points are organized and yours probably aren't. 5. someone who cannot write has done almost everything wrong before they start. wrong words, wrong sentences, wrong paragraph order, wrong structure, wrong conclusion. peterson says marking a bad essay is agony because the answer to what did i do wrong is essentially everything.

Jaynit

105,286 görüntüleme • 2 ay önce

Mark Zuckerberg on why the people you surround yourself with matter more than you think "The most important decision you're probably going to make if you're in college is who you surround yourself with, because you become like the people you surround yourself with" "When you're in college trying to figure out what your circle is going to be, or evaluating different job opportunities... who are the people, even if they're peers, who in an alternate universe you would want to work for?" "Because you think you're going to learn a lot from them, because they're values-aligned on the things you care about, and they're going to push you. They know different things and have different experiences that are more of what you want to become like over time" "I think in general people are too obsessed and maybe not focused enough on the connections and the people who they're building relationships with"
1:49

Mark Zuckerberg on why the people you surround yourself with matter more than you think "The most important decision you're probably going to make if you're in college is who you surround yourself with, because you become like the people you surround yourself with" "When you're in college trying to figure out what your circle is going to be, or evaluating different job opportunities... who are the people, even if they're peers, who in an alternate universe you would want to work for?" "Because you think you're going to learn a lot from them, because they're values-aligned on the things you care about, and they're going to push you. They know different things and have different experiences that are more of what you want to become like over time" "I think in general people are too obsessed and maybe not focused enough on the connections and the people who they're building relationships with"

Jaynit

26,918 görüntüleme • 26 gün önce

School spent 18 years teaching you a reflex that destroys real conversations. Conor Neill puts it plainly: "You finish your pitch and the customer says, 'Your product is too expensive!' You arrive home a few minutes late, your partner says, 'You are always late.' There's a dirty plate left on the table 'You never wash the dishes.' What do you say in this moment?" Here's the trap Neill identifies: "Most of you, me included, went through 14 years of school where we were taught one way to respond to questions. Teacher asks, 'How do you spell cats?' Student: 'C-A-T.' Teacher asks, 'What is osmosis?' Student explains in detail. For 14 years, you've been taught to give answers to questions. If you went to university, you probably had another 3 or 4 years of giving answers to questions." And that conditioning costs you: "In real life in persuasion, in getting to what the other person is really about, what their needs really are, the worst thing you can do is give an answer to a question." Watch what happens when you answer: "If someone says, 'Your product is too expensive,' and you say, 'No it's not! It's only €1,000'; you've lost every chance to understand what else is behind their reasoning. If you get home and your partner says, 'You're always late!' and you say, 'No, no, no, Tuesday I was definitely here on time', you're gonna have a crap weekend." Why does the brain default to this? "When your partner says, 'You're always late,' emotion goes up. And what happens? The thinking part disconnects. The way to make someone stupider is to insult them, object to them, tell them they are wrong. When you're asked a question, there's an emotional reaction, and the higher emotion goes, the lower thinking goes." And it won't fix itself without work: "If you don't practice this response, you're not going to be able to do it in the moment. If you don't practice repeatedly how you'll respond to 'You're always late,' 'You never wash the dishes,' 'Your product is too expensive,' 'Your competitor is better,' 'You failed us 3 years ago,' 'I don't trust your company', you're not going to be able to do it in the heat of the moment." The alternative Neill teaches: "When you are asked a question or given an objection, I want you to say: 'I understand.' And repeat in your words what they're saying. Then give an open question back." In practice: "'Your product is too expensive!' → 'I understand that money is an important factor for you. What other criteria will be used in making this decision?'" He calls this Conversation Aikido: "Martial arts are about using the energy and force of the opponent against them. In Judo, if someone punches you, you pull their arm and allow the energy to keep flowing. In Aikido, the concept is you go toward the punch. You go toward the energy. If someone punches you, if someone asks you a question, if someone objects, the Aikido method is to go toward them and see the world from their view." For the harder personal moments: "'You're always late!' → 'I understand you feel frustrated.' 'I understand you feel let down.' You'll have to work on this quite a few times over the next 10 years to find the set of words that captures what the other person feels, what's behind it. Then ask: 'What can we do now?' 'What happened during the day?' 'What would you like to talk about?'" By defending, you go blind: "When a client says 'You're too expensive' and you say 'No, we're not!' you learn nothing about who else they're considering, what other criteria are important, what process they've gone through, who else is involved in the decision." Neill's guarantee: "By giving the answer, we shut down the possibility of hearing what's really going on in the other person's mind. But if you say 'I understand,' accept the energy coming from the other person, and give back an open question, I guarantee that if you do it 4 times, the answer to your 4th open question begins to be the real underlying need, issue, or interest of the person you're listening to."
7:21

School spent 18 years teaching you a reflex that destroys real conversations. Conor Neill puts it plainly: "You finish your pitch and the customer says, 'Your product is too expensive!' You arrive home a few minutes late, your partner says, 'You are always late.' There's a dirty plate left on the table 'You never wash the dishes.' What do you say in this moment?" Here's the trap Neill identifies: "Most of you, me included, went through 14 years of school where we were taught one way to respond to questions. Teacher asks, 'How do you spell cats?' Student: 'C-A-T.' Teacher asks, 'What is osmosis?' Student explains in detail. For 14 years, you've been taught to give answers to questions. If you went to university, you probably had another 3 or 4 years of giving answers to questions." And that conditioning costs you: "In real life in persuasion, in getting to what the other person is really about, what their needs really are, the worst thing you can do is give an answer to a question." Watch what happens when you answer: "If someone says, 'Your product is too expensive,' and you say, 'No it's not! It's only €1,000'; you've lost every chance to understand what else is behind their reasoning. If you get home and your partner says, 'You're always late!' and you say, 'No, no, no, Tuesday I was definitely here on time', you're gonna have a crap weekend." Why does the brain default to this? "When your partner says, 'You're always late,' emotion goes up. And what happens? The thinking part disconnects. The way to make someone stupider is to insult them, object to them, tell them they are wrong. When you're asked a question, there's an emotional reaction, and the higher emotion goes, the lower thinking goes." And it won't fix itself without work: "If you don't practice this response, you're not going to be able to do it in the moment. If you don't practice repeatedly how you'll respond to 'You're always late,' 'You never wash the dishes,' 'Your product is too expensive,' 'Your competitor is better,' 'You failed us 3 years ago,' 'I don't trust your company', you're not going to be able to do it in the heat of the moment." The alternative Neill teaches: "When you are asked a question or given an objection, I want you to say: 'I understand.' And repeat in your words what they're saying. Then give an open question back." In practice: "'Your product is too expensive!' → 'I understand that money is an important factor for you. What other criteria will be used in making this decision?'" He calls this Conversation Aikido: "Martial arts are about using the energy and force of the opponent against them. In Judo, if someone punches you, you pull their arm and allow the energy to keep flowing. In Aikido, the concept is you go toward the punch. You go toward the energy. If someone punches you, if someone asks you a question, if someone objects, the Aikido method is to go toward them and see the world from their view." For the harder personal moments: "'You're always late!' → 'I understand you feel frustrated.' 'I understand you feel let down.' You'll have to work on this quite a few times over the next 10 years to find the set of words that captures what the other person feels, what's behind it. Then ask: 'What can we do now?' 'What happened during the day?' 'What would you like to talk about?'" By defending, you go blind: "When a client says 'You're too expensive' and you say 'No, we're not!' you learn nothing about who else they're considering, what other criteria are important, what process they've gone through, who else is involved in the decision." Neill's guarantee: "By giving the answer, we shut down the possibility of hearing what's really going on in the other person's mind. But if you say 'I understand,' accept the energy coming from the other person, and give back an open question, I guarantee that if you do it 4 times, the answer to your 4th open question begins to be the real underlying need, issue, or interest of the person you're listening to."

Genius Thinking

329,608 görüntüleme • 26 gün önce

Conor Neill: "18 years of school trained you to ruin conversations" "You finish your pitch and the customer says, 'Your product is too expensive!' You arrive home a few minutes late, your partner says, 'You are always late.' There's a dirty plate left on the table 'You never wash the dishes.' What do you say in this moment?" Neill explains the problem: "Most of you, me included, went through 14 years of school where we were taught one way to respond to questions. Teacher asks, 'How do you spell cats?' Student: 'C-A-T.' Teacher asks, 'What is osmosis?' Student explains in detail. For 14 years, you've been taught to give answers to questions. If you went to university, you probably had another 3 or 4 years of giving answers to questions." Here's what that does to you: "In real life in persuasion, in getting to what the other person is really about, what their needs really are, the worst thing you can do is give an answer to a question." He gives examples: "If someone says, 'Your product is too expensive,' and you say, 'No it's not! It's only €1,000'; you've lost every chance to understand what else is behind their reasoning. If you get home and your partner says, 'You're always late!' and you say, 'No, no, no, Tuesday I was definitely here on time', you're gonna have a crap weekend." Neill explains why this happens: "When your partner says, 'You're always late,' emotion goes up. And what happens? The thinking part disconnects. The way to make someone stupider is to insult them, object to them, tell them they are wrong. When you're asked a question, there's an emotional reaction, and the higher emotion goes, the lower thinking goes." He continues: "If you don't practice this response, you're not going to be able to do it in the moment. If you don't practice repeatedly how you'll respond to 'You're always late,' 'You never wash the dishes,' 'Your product is too expensive,' 'Your competitor is better,' 'You failed us 3 years ago,' 'I don't trust your company', you're not going to be able to do it in the heat of the moment." Here's what to do instead: "When you are asked a question or given an objection, I want you to say: 'I understand.' And repeat in your words what they're saying. Then give an open question back." He demonstrates: "'Your product is too expensive!' → 'I understand that money is an important factor for you. What other criteria will be used in making this decision?'" Neill calls this "Conversation Aikido": "Martial arts are about using the energy and force of the opponent against them. In Judo, if someone punches you, you pull their arm and allow the energy to keep flowing. In Aikido, the concept is you go toward the punch. You go toward the energy. If someone punches you, if someone asks you a question, if someone objects, the Aikido method is to go toward them and see the world from their view." He explains how to practice: "'You're always late!' → 'I understand you feel frustrated.' 'I understand you feel let down.' You'll have to work on this quite a few times over the next 10 years to find the set of words that captures what the other person feels, what's behind it. Then ask: 'What can we do now?' 'What happened during the day?' 'What would you like to talk about?'" Neill shares what happens when you don't do this: "When a client says 'You're too expensive' and you say 'No, we're not!' you learn nothing about who else they're considering, what other criteria are important, what process they've gone through, who else is involved in the decision." He closes with a guarantee: "By giving the answer, we shut down the possibility of hearing what's really going on in the other person's mind. But if you say 'I understand,' accept the energy coming from the other person, and give back an open question, I guarantee that if you do it 4 times, the answer to your 4th open question begins to be the real underlying need, issue, or interest of the person you're listening to."
7:21

Conor Neill: "18 years of school trained you to ruin conversations" "You finish your pitch and the customer says, 'Your product is too expensive!' You arrive home a few minutes late, your partner says, 'You are always late.' There's a dirty plate left on the table 'You never wash the dishes.' What do you say in this moment?" Neill explains the problem: "Most of you, me included, went through 14 years of school where we were taught one way to respond to questions. Teacher asks, 'How do you spell cats?' Student: 'C-A-T.' Teacher asks, 'What is osmosis?' Student explains in detail. For 14 years, you've been taught to give answers to questions. If you went to university, you probably had another 3 or 4 years of giving answers to questions." Here's what that does to you: "In real life in persuasion, in getting to what the other person is really about, what their needs really are, the worst thing you can do is give an answer to a question." He gives examples: "If someone says, 'Your product is too expensive,' and you say, 'No it's not! It's only €1,000'; you've lost every chance to understand what else is behind their reasoning. If you get home and your partner says, 'You're always late!' and you say, 'No, no, no, Tuesday I was definitely here on time', you're gonna have a crap weekend." Neill explains why this happens: "When your partner says, 'You're always late,' emotion goes up. And what happens? The thinking part disconnects. The way to make someone stupider is to insult them, object to them, tell them they are wrong. When you're asked a question, there's an emotional reaction, and the higher emotion goes, the lower thinking goes." He continues: "If you don't practice this response, you're not going to be able to do it in the moment. If you don't practice repeatedly how you'll respond to 'You're always late,' 'You never wash the dishes,' 'Your product is too expensive,' 'Your competitor is better,' 'You failed us 3 years ago,' 'I don't trust your company', you're not going to be able to do it in the heat of the moment." Here's what to do instead: "When you are asked a question or given an objection, I want you to say: 'I understand.' And repeat in your words what they're saying. Then give an open question back." He demonstrates: "'Your product is too expensive!' → 'I understand that money is an important factor for you. What other criteria will be used in making this decision?'" Neill calls this "Conversation Aikido": "Martial arts are about using the energy and force of the opponent against them. In Judo, if someone punches you, you pull their arm and allow the energy to keep flowing. In Aikido, the concept is you go toward the punch. You go toward the energy. If someone punches you, if someone asks you a question, if someone objects, the Aikido method is to go toward them and see the world from their view." He explains how to practice: "'You're always late!' → 'I understand you feel frustrated.' 'I understand you feel let down.' You'll have to work on this quite a few times over the next 10 years to find the set of words that captures what the other person feels, what's behind it. Then ask: 'What can we do now?' 'What happened during the day?' 'What would you like to talk about?'" Neill shares what happens when you don't do this: "When a client says 'You're too expensive' and you say 'No, we're not!' you learn nothing about who else they're considering, what other criteria are important, what process they've gone through, who else is involved in the decision." He closes with a guarantee: "By giving the answer, we shut down the possibility of hearing what's really going on in the other person's mind. But if you say 'I understand,' accept the energy coming from the other person, and give back an open question, I guarantee that if you do it 4 times, the answer to your 4th open question begins to be the real underlying need, issue, or interest of the person you're listening to."

Peak Thinkers

194,589 görüntüleme • 4 ay önce

Nick Saban shares what transformational leadership really looks like and the trap most leaders fall into. "If you're in any kind of managerial position, I think you should define your job the same way: Provide the leadership to develop the relationships to help people create and accomplish the opportunities that they have, and help them establish the discipline they need to do it." Then he broke down what leadership actually is: "Leadership is about helping somebody else, affecting somebody else for their benefit. Not for your benefit - for their benefit." "If you're doing it for your benefit, it's manipulation. And people can see right through that." That's the line right there... Leadership serves others. Manipulation serves yourself. "You gotta develop a relationship, because they gotta know you care. Hard to affect people if they don't think you care about them." Then he called out where most leaders spend their time: "How do you spend all your time? If you're a manager, you spend all your time with the people who don't do the right things. I call them energy vampires." "We got 5 guys on our team - they don't go to class, they don't do the right thing in practice, they loaf all the time. Those are the guys I meet with every day. They're energy vampires." So he made a commitment: "I'm gonna meet with 3 guys who didn't do anything wrong every day to see how they're doing. To make sure they know I care about them, their family, and what's happening in their life." "I wanna have a relationship with those people, so that when I need to affect them, I have a chance to do it." "People gotta know you care. If they think you only care about yourself, they're gonna think you're just a manipulator and you're not really going to affect them in a positive way." "You gotta serve other people." The core of servant leadership is wanting to see others at their best. It's not about control, it's about serving others. (🎥 CBT Automotive)
2:33

Nick Saban shares what transformational leadership really looks like and the trap most leaders fall into. "If you're in any kind of managerial position, I think you should define your job the same way: Provide the leadership to develop the relationships to help people create and accomplish the opportunities that they have, and help them establish the discipline they need to do it." Then he broke down what leadership actually is: "Leadership is about helping somebody else, affecting somebody else for their benefit. Not for your benefit - for their benefit." "If you're doing it for your benefit, it's manipulation. And people can see right through that." That's the line right there... Leadership serves others. Manipulation serves yourself. "You gotta develop a relationship, because they gotta know you care. Hard to affect people if they don't think you care about them." Then he called out where most leaders spend their time: "How do you spend all your time? If you're a manager, you spend all your time with the people who don't do the right things. I call them energy vampires." "We got 5 guys on our team - they don't go to class, they don't do the right thing in practice, they loaf all the time. Those are the guys I meet with every day. They're energy vampires." So he made a commitment: "I'm gonna meet with 3 guys who didn't do anything wrong every day to see how they're doing. To make sure they know I care about them, their family, and what's happening in their life." "I wanna have a relationship with those people, so that when I need to affect them, I have a chance to do it." "People gotta know you care. If they think you only care about yourself, they're gonna think you're just a manipulator and you're not really going to affect them in a positive way." "You gotta serve other people." The core of servant leadership is wanting to see others at their best. It's not about control, it's about serving others. (🎥 CBT Automotive)

Coach AJ 🎯 Mental Fitness

37,867 görüntüleme • 5 ay önce

Culture is genetic because behavior is genetic. This beaver never saw a dam in its life. No beavers or anything else ever taught it to build a dam. It wants to build a dam because it is a beaver. Many beavers together build a big dam. That is beaver culture. Humans are not different. Nothing is different. This is what life is. This is how life works. Your body is your mind. A caterpillar wants to build a chrysalis. A bee wants to build a hive. A lion wants to build a pride. You are not special. You are not above your nature. you are INSIDE of it. The thoughts that we think are genetic thoughts. The crimes we commit are genetic crimes. The art we create is genetic art. Just like this beaver, you can give the animal different sticks and it will build a different dam, but it will always build a dam. And you can give humans different "education," but the human will always use it to do what its genes tell it to do. This is the first big answer that you need. This is the biggest piece of the puzzle. This is how to understand people 90% of the way. You just... notice what they do, and get out of the way, and watch them do it. And if they need sticks, you give them sticks. And if you don't like what they do, you have to get away from them. You cannot train dam-building into them or out of them any more than you can with a beaver. A beaver wants to build a dam because it is a beaver. Whatever you see people build, that's what they wanted to build from the sticks they got in the river they were in. Stop pretending you can change it.
0:59

Culture is genetic because behavior is genetic. This beaver never saw a dam in its life. No beavers or anything else ever taught it to build a dam. It wants to build a dam because it is a beaver. Many beavers together build a big dam. That is beaver culture. Humans are not different. Nothing is different. This is what life is. This is how life works. Your body is your mind. A caterpillar wants to build a chrysalis. A bee wants to build a hive. A lion wants to build a pride. You are not special. You are not above your nature. you are INSIDE of it. The thoughts that we think are genetic thoughts. The crimes we commit are genetic crimes. The art we create is genetic art. Just like this beaver, you can give the animal different sticks and it will build a different dam, but it will always build a dam. And you can give humans different "education," but the human will always use it to do what its genes tell it to do. This is the first big answer that you need. This is the biggest piece of the puzzle. This is how to understand people 90% of the way. You just... notice what they do, and get out of the way, and watch them do it. And if they need sticks, you give them sticks. And if you don't like what they do, you have to get away from them. You cannot train dam-building into them or out of them any more than you can with a beaver. A beaver wants to build a dam because it is a beaver. Whatever you see people build, that's what they wanted to build from the sticks they got in the river they were in. Stop pretending you can change it.

hoe_math = PsychoMath

1,190,914 görüntüleme • 1 yıl önce

Naval Ravikant: "The only true test of intelligence is if you get what you want out of life" "There are two parts to that. One is getting what you want, so you know how to get it. The second is wanting the right things, knowing what to want in the first place. I could want to be a 6'8" basketball player and I'm not going to get that. That's wanting something you can't get. But there's also wanting something that's a booby prize, prizes that are just not worth having, or that create their own problems." Naval explains how people end up in places they never meant to be: "If you're not careful, you can end up in a place in life not only that you don't want to be, but one you didn't even mean to get to. Usually people end up there because they're going on autopilot with societal expectations. Or out of guilt. Or out of mimetic desire, our desires are picked up from other people. Go to law school, go to med school, go to business school. Or it might be what your parents expect. Guilt is just society's voice speaking in your head so you'll be a good little monkey." He shares a problem most people have: "We run on these four-year cycles. You join a startup, you vest over four years. College is four years. High school is four years. You go to law school, that's a 5-year cycle. You become a lawyer, that's a 40-year cycle. These are very long cycles. But the amount of time we spend deciding what to do and who to do it with? Very short. We spend one month deciding on a job where we're going to be for 10 years." Naval's rule: "If you're making a four-year decision, spend a year thinking it through. Really thinking it through. 25% of the time." He explains the Secretary Theorem: "It turns out the optimal time to search is about a third. By a third of the way through, you've seen enough to know what the bar is. Then anybody who meets or exceeds that bar is good enough. But here's the key: it's not time-based. It's iteration-based. You need to take opportunities quickly and bail out quickly. If you look at failed relationships, the biggest regret is usually staying after you knew it was over." Naval reframes the 10,000 hour rule: "Malcolm Gladwell popularized 10,000 hours to mastery. I'd say it's actually 10,000 iterations to mastery. Iteration is not repetition. Repetition is doing the same thing over and over. Iteration is modifying it with learning and doing another version. That's error correction. If you get 10,000 error corrections in anything, you will be an expert." On pessimism vs. optimism: "You want to be skeptical about specific things, every specific opportunity is probably a fail. But you want to be optimistic in the general. Something in here is going to work out. If something fails, it was a learning experience. It was an iteration. As long as you learned something, it's a win. You don't want to jump into the first thing. But once you find the match, you have to be willing to go all in. Move your chips to the center of the table." He concludes: "Most people are stuck in this gray bit. 'I'm half in, but I don't really know.' That doesn't work. It's a barbell strategy, black or white. Explore quickly, cut losses fast. Then when you find the right thing, compound into it."
10:05

Naval Ravikant: "The only true test of intelligence is if you get what you want out of life" "There are two parts to that. One is getting what you want, so you know how to get it. The second is wanting the right things, knowing what to want in the first place. I could want to be a 6'8" basketball player and I'm not going to get that. That's wanting something you can't get. But there's also wanting something that's a booby prize, prizes that are just not worth having, or that create their own problems." Naval explains how people end up in places they never meant to be: "If you're not careful, you can end up in a place in life not only that you don't want to be, but one you didn't even mean to get to. Usually people end up there because they're going on autopilot with societal expectations. Or out of guilt. Or out of mimetic desire, our desires are picked up from other people. Go to law school, go to med school, go to business school. Or it might be what your parents expect. Guilt is just society's voice speaking in your head so you'll be a good little monkey." He shares a problem most people have: "We run on these four-year cycles. You join a startup, you vest over four years. College is four years. High school is four years. You go to law school, that's a 5-year cycle. You become a lawyer, that's a 40-year cycle. These are very long cycles. But the amount of time we spend deciding what to do and who to do it with? Very short. We spend one month deciding on a job where we're going to be for 10 years." Naval's rule: "If you're making a four-year decision, spend a year thinking it through. Really thinking it through. 25% of the time." He explains the Secretary Theorem: "It turns out the optimal time to search is about a third. By a third of the way through, you've seen enough to know what the bar is. Then anybody who meets or exceeds that bar is good enough. But here's the key: it's not time-based. It's iteration-based. You need to take opportunities quickly and bail out quickly. If you look at failed relationships, the biggest regret is usually staying after you knew it was over." Naval reframes the 10,000 hour rule: "Malcolm Gladwell popularized 10,000 hours to mastery. I'd say it's actually 10,000 iterations to mastery. Iteration is not repetition. Repetition is doing the same thing over and over. Iteration is modifying it with learning and doing another version. That's error correction. If you get 10,000 error corrections in anything, you will be an expert." On pessimism vs. optimism: "You want to be skeptical about specific things, every specific opportunity is probably a fail. But you want to be optimistic in the general. Something in here is going to work out. If something fails, it was a learning experience. It was an iteration. As long as you learned something, it's a win. You don't want to jump into the first thing. But once you find the match, you have to be willing to go all in. Move your chips to the center of the table." He concludes: "Most people are stuck in this gray bit. 'I'm half in, but I don't really know.' That doesn't work. It's a barbell strategy, black or white. Explore quickly, cut losses fast. Then when you find the right thing, compound into it."

Jaynit

74,450 görüntüleme • 5 ay önce

When you learn the fundamental law it is important to get in front of your government servants in the presence of the people to teach both the people and your servants that the people have all the power , that your trustees are there to benefit the people , to tell them where they are falling in danger of maladministration, what the law is and how to correct it. It is in exercising your power and right that brings forth a paradigm shift like none you’ve seen before. Doing this flips your local state and federal government back to the people as the people learn and start joining you in speaking the law. It becomes no longer about complaining about the issues but using your power and authority as it is written to correct and bring the change necessary to secure our republic for yourself and for the common good of all. This is not only our right but our duty to teach our trustees what their job is. Many say they won’t listen or live in fear of what they may do, but as you can see here I spoke in front of police officers and our trustees and I was not detained or restrained from standing on my authority. I also was not called a sovereign citizen and the outcome of getting the people to stand with me in signing those notices and serving them made our county board do right by the people and not pass the mandate. There’s a reason Ben Franklin said “ a republic if you can keep it”. He was saying it’s on the people to maintain what they secured for you. The people need to show back up and run their nation the way our founders laid out in all 51 constitution they penned. Everyone is searching for remedy but most don’t look in the 50 state constitutions that expressly declared our power authority and rights. Your remedy is there, the only question is will you use it? If you want to learn how to stand learn from my teacher DavidJose who is the best in the nation and has given the people victory teach line by line precept upon precept. Let’s go get our nation back!
3:01

When you learn the fundamental law it is important to get in front of your government servants in the presence of the people to teach both the people and your servants that the people have all the power , that your trustees are there to benefit the people , to tell them where they are falling in danger of maladministration, what the law is and how to correct it. It is in exercising your power and right that brings forth a paradigm shift like none you’ve seen before. Doing this flips your local state and federal government back to the people as the people learn and start joining you in speaking the law. It becomes no longer about complaining about the issues but using your power and authority as it is written to correct and bring the change necessary to secure our republic for yourself and for the common good of all. This is not only our right but our duty to teach our trustees what their job is. Many say they won’t listen or live in fear of what they may do, but as you can see here I spoke in front of police officers and our trustees and I was not detained or restrained from standing on my authority. I also was not called a sovereign citizen and the outcome of getting the people to stand with me in signing those notices and serving them made our county board do right by the people and not pass the mandate. There’s a reason Ben Franklin said “ a republic if you can keep it”. He was saying it’s on the people to maintain what they secured for you. The people need to show back up and run their nation the way our founders laid out in all 51 constitution they penned. Everyone is searching for remedy but most don’t look in the 50 state constitutions that expressly declared our power authority and rights. Your remedy is there, the only question is will you use it? If you want to learn how to stand learn from my teacher DavidJose who is the best in the nation and has given the people victory teach line by line precept upon precept. Let’s go get our nation back!

Summer Cook

22,486 görüntüleme • 2 yıl önce

$GOOG's Ruth Porat says the biggest risk in the AI buildout is the ROI question, and focusing on short-term tactics at the cost of building a great company. "I think the biggest risk for everyone is when the question is asked, which it often is, how do you get to an ROI? That's going to force our teams to do something short-term and tactical. You can always do a cost cut to get something to drop to the bottom line, and that is not a way to build a great company." "So I think the risk is don't be so in the moment maniacally focused on what is it, but have a right mix of an engine that's continuing to drive the business, which also explains why you need to start building early for growth so that you can grow into it." ____ Follow Fireside Alpha for more daily highlights of key business and technology conversations.
0:32

$GOOG's Ruth Porat says the biggest risk in the AI buildout is the ROI question, and focusing on short-term tactics at the cost of building a great company. "I think the biggest risk for everyone is when the question is asked, which it often is, how do you get to an ROI? That's going to force our teams to do something short-term and tactical. You can always do a cost cut to get something to drop to the bottom line, and that is not a way to build a great company." "So I think the risk is don't be so in the moment maniacally focused on what is it, but have a right mix of an engine that's continuing to drive the business, which also explains why you need to start building early for growth so that you can grow into it." ____ Follow Fireside Alpha for more daily highlights of key business and technology conversations.

Fireside Alpha

38,361 görüntüleme • 1 ay önce

Alex Karp, CEO of Palantir, on the only framework that actually leads to success: Find the thing you're uniquely good at. Then organise your entire life around it. Karp, who has spent over 20 years managing young people, says the number one reason talented people fail is surprisingly simple: "Failure one is not willing to accept what they're actually good at. It may not be what you want to be good at." Most people spend their formative years optimising for the wrong things. Karp is blunt about this: "I've never met someone really successful who had a great social life at 20. If that's what you want, that's what you want, that's great, but you're not going to be successful and don't blame anyone else." He also challenges how people think about choosing a life partner. He describes a pattern he sees constantly — someone says they've met a person they really like, and when he asks what they like about them, the answers are: they went to this school, their brother is interesting, their sister is interesting. His follow-up is always the same: "Do you like them? Do they like you? How are they going to feel when you dedicate the next 10 years of your life to building what you think is valuable?" That question is the point. Partner selection, social life, daily habits should all be evaluated through one lens: does this support or undermine the work you're meant to be doing? And the payoff for getting this right, Karp argues, is freedom: "Focus on your aptitude and focus on your freedom and happiness, which are directly correlated because if you're doing something you're really good at, no one really cares what you wear to work." His advice to the people who come to Palantir distils it all down: Identify your aptitude. Organise your whole life around it. Don't chase the money. And as he puts it: "Stay off the meth and you'll do very well."
2:16

Alex Karp, CEO of Palantir, on the only framework that actually leads to success: Find the thing you're uniquely good at. Then organise your entire life around it. Karp, who has spent over 20 years managing young people, says the number one reason talented people fail is surprisingly simple: "Failure one is not willing to accept what they're actually good at. It may not be what you want to be good at." Most people spend their formative years optimising for the wrong things. Karp is blunt about this: "I've never met someone really successful who had a great social life at 20. If that's what you want, that's what you want, that's great, but you're not going to be successful and don't blame anyone else." He also challenges how people think about choosing a life partner. He describes a pattern he sees constantly — someone says they've met a person they really like, and when he asks what they like about them, the answers are: they went to this school, their brother is interesting, their sister is interesting. His follow-up is always the same: "Do you like them? Do they like you? How are they going to feel when you dedicate the next 10 years of your life to building what you think is valuable?" That question is the point. Partner selection, social life, daily habits should all be evaluated through one lens: does this support or undermine the work you're meant to be doing? And the payoff for getting this right, Karp argues, is freedom: "Focus on your aptitude and focus on your freedom and happiness, which are directly correlated because if you're doing something you're really good at, no one really cares what you wear to work." His advice to the people who come to Palantir distils it all down: Identify your aptitude. Organise your whole life around it. Don't chase the money. And as he puts it: "Stay off the meth and you'll do very well."

Big Brain Business

23,422 görüntüleme • 1 ay önce

Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."
2:07

Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."

Patrick OShaughnessy

317,217 görüntüleme • 3 ay önce

Naval on when to trust your gut: “I think the gut is what decides. The head is kind of what rationalizes it afterwards. The gut is the ultimate decision-maker. And what is a gut? The gut is refined judgment, it's taste. [The gut is an aggregator]…it could be aggregated through evolution, and it's in your genes, in your DNA, or it could be aggregated through your experiences and what you've thought through. The mind is good at solving new problems, and new problems in the external world that have defined edges, you know, beginnings and ends and objectives. What the mind is actually really bad at is making hard decisions. So when you have a hard decision to make, I find it's better to — yes, you ruminate on it, you think through all the pros and cons — but then you sleep on it, you wait a couple of days, you wait until the gut answer appears with conviction and it feels right. And when you're younger, it takes longer. Because you just don't have as much experience. And when you're older, it can happen much faster. […] It takes time to develop your gut instinct and judgment. But once you've developed them, don't trust anything else. Because you can't go against your gut, it'll bite you in the end.” *** Full episode with Chris Williamson:
1:15

Naval on when to trust your gut: “I think the gut is what decides. The head is kind of what rationalizes it afterwards. The gut is the ultimate decision-maker. And what is a gut? The gut is refined judgment, it's taste. [The gut is an aggregator]…it could be aggregated through evolution, and it's in your genes, in your DNA, or it could be aggregated through your experiences and what you've thought through. The mind is good at solving new problems, and new problems in the external world that have defined edges, you know, beginnings and ends and objectives. What the mind is actually really bad at is making hard decisions. So when you have a hard decision to make, I find it's better to — yes, you ruminate on it, you think through all the pros and cons — but then you sleep on it, you wait a couple of days, you wait until the gut answer appears with conviction and it feels right. And when you're younger, it takes longer. Because you just don't have as much experience. And when you're older, it can happen much faster. […] It takes time to develop your gut instinct and judgment. But once you've developed them, don't trust anything else. Because you can't go against your gut, it'll bite you in the end.” *** Full episode with Chris Williamson:

Trung Phan

63,639 görüntüleme • 1 yıl önce

Jordan Peterson on how to know who your real friends are: 1. Here's the weird test most people miss: you can tell them good news and they'll actually help you celebrate. that sounds easy. it isn't. tell most people something good happened to you and they give you a little whack, then start talking about the great thing that happened to them three years ago. or worse, the great thing that happened to someone they know. 2. the good ones let you have your win. that's rarer than you think. some people, you're almost afraid to admit something good happened, because the second you let it be known, they'll try to take it away. 3. the other test is bad news. you can tell them and they'll just listen. they won't tell you why you're stupid, why it's your fault, why something worse happened to them once. they don't derail the whole thing. they just listen. 4. hanging around people who pull you down is attractive, and that's the trap. you don't have to take any responsibility. you can all whine together about how wretched life is. no accountability, no effort. feels good short term. it's a terrible long term plan. 5. so surround yourself with people who want the best for the best part of you. and if someone won't move toward anything better, keeps doing the same damn things, going nowhere, you have both the right and the responsibility to walk. putting up with it isn't kindness. that's enabling. you're giving it your tacit approval.
2:53

Jordan Peterson on how to know who your real friends are: 1. Here's the weird test most people miss: you can tell them good news and they'll actually help you celebrate. that sounds easy. it isn't. tell most people something good happened to you and they give you a little whack, then start talking about the great thing that happened to them three years ago. or worse, the great thing that happened to someone they know. 2. the good ones let you have your win. that's rarer than you think. some people, you're almost afraid to admit something good happened, because the second you let it be known, they'll try to take it away. 3. the other test is bad news. you can tell them and they'll just listen. they won't tell you why you're stupid, why it's your fault, why something worse happened to them once. they don't derail the whole thing. they just listen. 4. hanging around people who pull you down is attractive, and that's the trap. you don't have to take any responsibility. you can all whine together about how wretched life is. no accountability, no effort. feels good short term. it's a terrible long term plan. 5. so surround yourself with people who want the best for the best part of you. and if someone won't move toward anything better, keeps doing the same damn things, going nowhere, you have both the right and the responsibility to walk. putting up with it isn't kindness. that's enabling. you're giving it your tacit approval.

Naruto

104,266 görüntüleme • 1 ay önce

Warren Buffett to Jamie Dimon and CNBC on the rule he's followed for 84 years: "when you should buy stocks is when you're getting a lot for your money - not when business is good, and not when you think it'll be good next year" this is him and CEO JP Morgan on when to buy, and on the numbers you should never trust how he judges management: "pretend this is the only business you and your family have for 50 years, and you can't sell it" "I bought my first stock on March 11th of 1942 - seven Republican presidents and seven Democratic presidents - I've bought under every one of them" "don't buy stocks based on what you think the next six months or year is going to bring" then Buffett admits how easy the numbers are to fake: "you can report any number you want in an insurance company for a while - and the auditors will sign it" Dimon on how it's done at a bank: "you can change trade exposure with a phone call, do some swaps and add $100 million of revenue - cut marketing - that's the easiest thing to cut" "when they can't make the numbers, sometimes they make up the numbers" bookmark & watch the full conversation ↓
11:40

Warren Buffett to Jamie Dimon and CNBC on the rule he's followed for 84 years: "when you should buy stocks is when you're getting a lot for your money - not when business is good, and not when you think it'll be good next year" this is him and CEO JP Morgan on when to buy, and on the numbers you should never trust how he judges management: "pretend this is the only business you and your family have for 50 years, and you can't sell it" "I bought my first stock on March 11th of 1942 - seven Republican presidents and seven Democratic presidents - I've bought under every one of them" "don't buy stocks based on what you think the next six months or year is going to bring" then Buffett admits how easy the numbers are to fake: "you can report any number you want in an insurance company for a while - and the auditors will sign it" Dimon on how it's done at a bank: "you can change trade exposure with a phone call, do some swaps and add $100 million of revenue - cut marketing - that's the easiest thing to cut" "when they can't make the numbers, sometimes they make up the numbers" bookmark & watch the full conversation ↓

bodila

458,322 görüntüleme • 21 gün önce

Matt Painter shares a masterclass on emotional control and why it's the difference between winning and losing. "There are certain things you absolutely can't control." "I ref our practices by myself and I never run. Think about how many times I'm out of position and I just guess. I always tell them that." "They say, 'Coach, you missed this, you missed this.' I said, 'Learn to play the game. Move to the next play. Don't be emotional. That's what a real player does.'" Learn how to focus better and master the next-play mentality. Then he called out what went wrong: "Emotional people in basketball and in business - they're not good decision makers. We got emotional there." Frustration is understandable. Letting it control your decisions is a choice. "Worry about what you can control. There are certain things we could control tonight that we didn't do a very good job of and it has nothing to do with actually playing the game." "Very fortunate to learn a hard lesson and still win the game." You have to be able to manage where you focus. The refs aren't always right. The calls won't always go your way. Control your emotions or they'll control you. (🎥 Boilers In The Stands)
1:59

Matt Painter shares a masterclass on emotional control and why it's the difference between winning and losing. "There are certain things you absolutely can't control." "I ref our practices by myself and I never run. Think about how many times I'm out of position and I just guess. I always tell them that." "They say, 'Coach, you missed this, you missed this.' I said, 'Learn to play the game. Move to the next play. Don't be emotional. That's what a real player does.'" Learn how to focus better and master the next-play mentality. Then he called out what went wrong: "Emotional people in basketball and in business - they're not good decision makers. We got emotional there." Frustration is understandable. Letting it control your decisions is a choice. "Worry about what you can control. There are certain things we could control tonight that we didn't do a very good job of and it has nothing to do with actually playing the game." "Very fortunate to learn a hard lesson and still win the game." You have to be able to manage where you focus. The refs aren't always right. The calls won't always go your way. Control your emotions or they'll control you. (🎥 Boilers In The Stands)

Coach AJ 🎯 Mental Fitness

65,670 görüntüleme • 2 ay önce