Loading video...

Video Failed to Load

Go Home

I don’t know; many people are stupid about this. Most mainstream sitcoms and dramas had a dramatic conceit that the people in them were living in a house, apartment, or whatever about one or two standard deviations of wealth higher than where they would actually be, in order to...

123,821 views • 2 months ago •via X (Twitter)

0 Comments

No comments available

Comments from the original post will appear here

Related Videos

When I am at the gym and I see somebody’s water bottle there or a towel or something. I know they just stepped away for a moment and that the machine is occupied. Out of respect I won’t move it out of the way only for them to come back and have to explain themselves anyways. This young lady on the machine left her water bottle on it because she stepped away for a moment to use the restroom only for somebody else to come by and try to use it in her place. Would you have understood the etiquette or is it just a free for all? When I first started working out I was unfamiliar with the gym etiquette. Some people just got done with a hard set and need to stand up and walk for a few moneys or get a drink of water and they use it as their rest period so that they can go back at it. Interrupting that process is the same thing as booting them off the machine mid workout. It’s rude and uncalled for but why does it keep happening? I think what it is, is that some people are very judgmental, they see others and think that they are more serious about working out than the other person so that to them it means they are entitled to use it first because their workouts are more important. I used to let them do that to me but no more. I treat it as first come first serve, if they don’t want to wait then maybe they need to avoid the gym during peak hours. This is the very reason I work out in the middle of the night most of the time. I rather not be bothered and if I need to take my time I can, most of the time nobody else is even there anyways when I go.

SonnyBoy🇺🇸

176,262 views • 25 days ago

Elon Musk: I'll be long dead before we're really a multiplanet species. But at least I'd like to see us make great progress in this direction. “Why do these things? I think this is important for maximizing the probable lifespan of humanity or consciousness. Human civilization could come to an end for external reasons, like a giant meteor, or supervolcanoes, or extreme climate change. Or World War III, or, you know, any one of a number of reasons. But the probable lifespan of civilization and consciousness, as we know it, which we should really view as this very delicate thing, like a small candle in a vast darkness, that is what appears to be the case. We're in this vast darkness of space, and there's this little candle of consciousness that's only really come about after 4.5 billion years. And it could just go out. I think that's powerful, and I think a lot of people will be inspired by that vision. And so the reason you need the million people is because there has to be enough people there to do everything that you need to survive. The critical threshold is, if the ships from Earth stop coming for any reason, does the Mars city die out or not? We have to pass that. People talk about the great filters, the things that perhaps, you know, we talk about the Fermi paradox and where are the aliens, and, well, maybe there is various great filters that the aliens didn't pass, and so they eventually just cease to exist. And one of the great filters is becoming a multiplanet species. So we want to pass that filter. And I'll be long dead before this is a real thing, before it happens. But I'd like to at least see us make great progress in this direction.” Source: TED, April 6, 2022.

ELON CLIPS

35,997 views • 25 days ago

"Courage is far shorter in supply than genius." - Peter Thiel "One of the challenges in writing a book about entrepreneurship or teaching a class on this is that there is sort of no formula. And I think science always starts with a number two. It starts with experiments you can repeat, things you can do over and over again. But there's sort of a sense in which every moment in the history of business, every moment in the history of technology happens only once. The next Mark Zuckerberg will not be starting a social networking company. The next Larry Page will not start a search engine. The next Bill Gates will not be starting an operating system. And so if you are trying to copy these people, you're in some sense not learning from them. And so I think one of the really big challenges in teaching or writing about entrepreneurship is what can you say about being an entrepreneur at all when the key thing is always to do something new, different, that's not precisely been done before. And so the point of departure I start with in Zero to One is a somewhat indirect approach by asking a series of contrarian questions. The business question is, what great company is nobody starting? The more intellectual version of this question is, tell me something true that very few people agree with you on. And this is a fantastic interview question. It turns out to be quite a hard question, even when people can read on the internet that you ask of everybody who comes in the door, it still is a hard question. It's one of those unusual questions where if you know it's on the test, it's still hard. And it's hard not just because we sort of think that new things require brilliance or something like that, but because it's socially difficult. If I ask you that question, if you tell me something like the education system is screwed up or our political system doesn't work very well, those are true answers, but they're not actually good answers because all of us already know them to be true. The good answers are ones that are somehow uncomfortable that the person interviewing you does not actually want to hear. And I think we live in this world where courage is in far shorter supply than genius. And so it is sort of this, it is in a sense this problem of political correctness properly understood, is this very deep, very, very broad sort of a problem."

Founder Mode

12,339 views • 6 months ago

Marc Andreessen says raw intelligence might be the worst qualification for leadership — and it changes everything about how we should think about AI. "If the leader is more than one standard deviation of IQ away from the followers, it's a real problem." Andreessen points to the US military, one of the earliest and most rigorous adopters of IQ testing, as the source of this insight. They slot people into specialties and leadership roles based on IQ scores. And over the years, they kept seeing the same pattern. A leader who is significantly less intelligent than their people struggles to model how those people think. That part is intuitive. But the reverse turns out to be equally true. "It's actually very hard for very smart people to model the internal thought processes of even moderately smart people." A leader who is two standard deviations above the norm of the organisation they're running also loses theory of mind, that ability to hold an accurate model of what's happening inside someone else's head. The gap is too wide in both directions. Andreessen then takes this to its logical conclusion: "If you had a person or a machine that had a thousand IQ or something like it, its understanding of reality would be so alien to the people or the things that it was managing that it wouldn't even be able to connect in any sort of realistic way." An AI that vastly outthinks every human in the room isn't positioned to lead those humans. It's positioned to be completely incomprehensible to them. Leadership has never really been an intelligence problem. It's a connection problem. And no amount of raw intelligence closes that gap — past a certain point, it only widens it. The world will not be run by the smartest thing in the room for a long time. Maybe ever.

Big Brain AI

366,029 views • 4 months ago

Marc Andreessen explains the 3 Necessities for Start-up Success: "The general criteria for a successful high-tech startup, in my view, you see different sort of rules of thumb from different people. But the three big things you always come back to are, is there a big market? And by the way, that comes in two parts. Is there a big existing market that you think you can go after and sort of displace incumbents or do you believe there will be a new market that will be big? So big market. Is there a fundamental technology or economic change that causes you to basically justify having a new company? And that's really important. And the way I always think about that is, is there a 10X change happening in the technology landscape? Is something 10X faster or 10X cheaper or 10X better? And if it's not 10X, we as both VCs and entrepreneurs, we really have to ask ourselves like, is it really worth doing? Because it's really hard. I mean, it's really hard to start new companies. new companies generally shouldn't exist. Existing companies are usually pretty good at what they do. And so for a new company to exist, it not only has to like come in and go into business and bring a product to market, but it has to bring a product to market that's so much better than what already exists that it punches through the sort of status quo. And most customers in most markets are pretty happy buying from the current suppliers and so there has to be a real kind of edge on the thing and we look for that in either a technology change, usually a technology change or an economic change. which are often the same thing. And then the third is team. Is the team outstanding? And if you think about this as an entrepreneur, it becomes a question of the founding team. Some companies are solo founders and they can work, but generally most of us, like myself, we're human beings, we're mortal. You want to have a founding team of complementary skill sets. And so you want to have at least one super strong technologist, quite possibly more than one. Some of the best startups are actually more than one founding technologist and then it often helps to have somebody who's like a product or who's a market or sales person or has a sort of really good understanding of business on the team, certainly helps a lot. And so we sort of look at market, product, and team. And the reality is you need all three. I would say, interestingly, if you're going to compromise as an investor, if we're going to compromise on one of those, it would actually be the product. And the reason I say that is because a great market is a lot easier to make up for with iterative product execution than a poor market. Because the problem with a poor market, a small market, is even if you do a great job on the product, there just aren't that many customers. It's hard to ever get big."

Founder Mode

39,005 views • 6 months ago

These two young women were out for a jog, they decided to stop at their local Starbucks for a drink of water. Starbucks has a new policy that they won’t even give you a free tap water unless you buy something. The young women were outraged that they would deny them water, do you agree they did it to stop abuse or is it just greed? Quite recently I was at a fast food place and the solution they have is quite brilliant. The fountain machine has a scanner on it, the cups have barcodes. The cups barcodes are only good for about 30 minutes and the water cups when you scan it only works on water. So people can’t ask for water cups anymore and fill it with soda or anything else they didn’t pay for. I’ve seen people complain about it but let’s be real, they are only complaining because now they can’t steal the sodas they didn’t want to pay for. I’ve worked in restaurants for a good chunk of my life and I have rarely seen people actually drink water while there. That’s why I know it could just all be a scam. Even in my last post I mentioned how parents were teaching their kids to steal the sodas. Others complain that it’s the restaurant being greedy, and in some instances I’m sure that could be the case. But I know everyone that is reading this post has seen what I’m talking about. Then the same people that are stealing complain why the price of food and drinks go up to combat the loss revenue. In a perfect world where people don’t steal, it would be fine but for now I think this is where we are headed.

SonnyBoy🇺🇸

384,681 views • 11 days ago

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 views • 7 months ago

Jean-Luc Godard on why people disliked like 'A Woman is a Woman' (1961) & the psychology of the audience: "Interviewer: Truffaut once said that if the public did not like a film of his then he considered that it was a failure. Do you feel that 'A Woman is a Woman' (1961) is a failure because it did not attract the public? Godard: No, I don’t think so, because a certain number of people liked it. You must remember that Truffaut is half producer, half director – in the morning he is a businessman, in the afternoon an artist – and so this question of the public is more pressing for him. I think one must aim to attract the widest possible audience, but obviously this will be smaller for 'Vivre sa vie' (1962) or 'Paris nous appartient' (1961) than for 'Ben-Hur' (1959). One must be sincere, believe that one is working for the public, and aim at them. In my early days I never asked myself whether the audience would understand what I was doing, but now I do. If Hitchcock, for example, thinks that people will not understand something, he will not do it. At the same time I feel that one must sometimes just go ahead – light may always dawn in a few years time. But of course one must be sure one knows what one is about, because if one just goes ahead and does something, saying, “They won’t understand but it won’t matter,” one may be disastrously wrong and find that it does matter. Interviewer: I brought this up because the opening scene of 'Vivre sa vie' (1962) seems to me to be a bold directorial conception which stands a strong chance of being misunderstood. Godard: Perhaps, but I think that as soon as people see something a little unusual on the screen they try too hard to understand. They understand perfectly well, really, but they want to understand even more. If you show them someone drinking tea or saying goodbye, they immediately say yes, but why is he drinking tea? People didn’t like 'A Woman is a Woman' (1961) because they didn’t know what it meant. But it didn’t mean anything. If you see a bouquet of flowers on a table, does it mean something? It doesn’t prove anything about anything. I simply hoped that the film would give pleasure. I meant it to be contradictory, juxtaposing things which didn’t necessarily go together, a film which was gay and sad at the same time. One can’t do that, of course, one must be either one or the other, but I wanted to be both at once." (Jean-Luc Godard's interview with Tom Milne, 1962)

DepressedBergman

13,543 views • 7 months ago