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Jeff Bezos explains what it means to disagree and commit “Disagree and commit is a really important principle that saves a lot of arguing.” Jeff Bezos begins. “In society, and inside companies, we have a bunch of mechanisms we use to resolve disputes. And a lot of them are...

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Jeff Bezos reveals why compromise is one of the worst ways to resolve a disagreement "An example of a really bad way of coming to agreement is compromise. If I say the ceiling is 11 feet and you say 12 feet, we say let's call it 11 and a half. That's compromise" "The advantage of compromise is it's low energy. But it doesn't lead to truth" "Another really bad resolution mechanism is who's more stubborn. Two executives disagree, they have a war of attrition, and whichever one gets exhausted first capitulates. You haven't arrived at truth, and this is very demoralizing" "Escalation is better than a war of attrition. Escalate to your boss and say, we can't agree, we like each other, we're respectful, but we strongly disagree, we need you to make a decision" "Exhausting the other person is not truth seeking. Compromise is not truth seeking"
3:16

Jeff Bezos reveals why compromise is one of the worst ways to resolve a disagreement "An example of a really bad way of coming to agreement is compromise. If I say the ceiling is 11 feet and you say 12 feet, we say let's call it 11 and a half. That's compromise" "The advantage of compromise is it's low energy. But it doesn't lead to truth" "Another really bad resolution mechanism is who's more stubborn. Two executives disagree, they have a war of attrition, and whichever one gets exhausted first capitulates. You haven't arrived at truth, and this is very demoralizing" "Escalation is better than a war of attrition. Escalate to your boss and say, we can't agree, we like each other, we're respectful, but we strongly disagree, we need you to make a decision" "Exhausting the other person is not truth seeking. Compromise is not truth seeking"

Jaynit

2,408,107 просмотров • 11 дней назад

Jeff Bezos reveals the simple phrase that saved him countless arguments running Amazon "Disagree and commit is a really important principle that saves a lot of arguing" "One of my direct reports would want to do something. I'd think it was a bad idea. We'd go back and forth and I'd often say, you know what, I don't think you're right, but I'm going to gamble with you" "You're closer to the ground truth than I am. I've known you for 20 years, you have great judgment" "At least then you've made a decision and I'm agreeing to commit to that decision. I'm not going to be second guessing it, sniping at it, or saying I told you so" "I'm going to try actively to help make sure it works. That's a really important teammate behavior"
2:25

Jeff Bezos reveals the simple phrase that saved him countless arguments running Amazon "Disagree and commit is a really important principle that saves a lot of arguing" "One of my direct reports would want to do something. I'd think it was a bad idea. We'd go back and forth and I'd often say, you know what, I don't think you're right, but I'm going to gamble with you" "You're closer to the ground truth than I am. I've known you for 20 years, you have great judgment" "At least then you've made a decision and I'm agreeing to commit to that decision. I'm not going to be second guessing it, sniping at it, or saying I told you so" "I'm going to try actively to help make sure it works. That's a really important teammate behavior"

Jaynit

1,193,644 просмотров • 12 дней назад

Jeff Bezos: “Any high-performing organization has to have mechanisms and a culture that supports truth telling” As Jeff explains in the clip below: “Truths often don’t want to be heard. Important truths can be uncomfortable, awkward, exhausting, challenging. They can make people defensive, even if that’s not the intent. But any high-performing organization—whether it’s a sports team, a business, a political organization, or activist group—has to have mechanisms and a culture that supports truth telling.” And one of the things you have to do to support this kind of culture is talk about it: “You have to talk about the fact that it takes energy to do that. And you have to remind people that it’s ok that it’s uncomfortable. You have to literally tell people: it’s not what we’re designed to do as humans… we mostly survive by being social animals—cordial and cooperative.” He continues: “You also want to set up your culture so that the most junior person can overrule the most senior person.” And in every meeting Jeff attends, he always speaks last: “I know from experience that if I speak first, even very strong-willed, highly-intelligent participants of that meeting will [wonder if their ideas are incorrect because they’re different from Jeff’s]… Ideally you try to have the most junior go first and then go in order of seniority so that you can hear everyone’s opinion in an unfiltered way… Because we really do change our opinions—if somebody you really respect says something, it makes you change your mind a little.” Jeff also points out that a lot of the most powerful truths aren’t always based on data—they turn out to be hunches, are based on anecdotes, or are intuition-based: “You may feel yourself leaning in. It may resonate with a set of anecdotes you have. And then you may be able to say: ‘something about that feels right. Let’s go collect some data on that and try to see if we can know if it’s right.’” And lastly he discusses fighting inherent biases. For example, most companies usually have an optimism bias. As Jeff explains: “If there are two interpretations of a new set of data—one is happy and the other is unhappy—it’s a little dangerous to jump to the conclusion that the happy interpretation is right. You may want to compensate for that human bias of trying to find the silver lining and say ‘that might be good, but I’m gonna go with it’s bad for now until we’re sure.’”
4:11

Jeff Bezos: “Any high-performing organization has to have mechanisms and a culture that supports truth telling” As Jeff explains in the clip below: “Truths often don’t want to be heard. Important truths can be uncomfortable, awkward, exhausting, challenging. They can make people defensive, even if that’s not the intent. But any high-performing organization—whether it’s a sports team, a business, a political organization, or activist group—has to have mechanisms and a culture that supports truth telling.” And one of the things you have to do to support this kind of culture is talk about it: “You have to talk about the fact that it takes energy to do that. And you have to remind people that it’s ok that it’s uncomfortable. You have to literally tell people: it’s not what we’re designed to do as humans… we mostly survive by being social animals—cordial and cooperative.” He continues: “You also want to set up your culture so that the most junior person can overrule the most senior person.” And in every meeting Jeff attends, he always speaks last: “I know from experience that if I speak first, even very strong-willed, highly-intelligent participants of that meeting will [wonder if their ideas are incorrect because they’re different from Jeff’s]… Ideally you try to have the most junior go first and then go in order of seniority so that you can hear everyone’s opinion in an unfiltered way… Because we really do change our opinions—if somebody you really respect says something, it makes you change your mind a little.” Jeff also points out that a lot of the most powerful truths aren’t always based on data—they turn out to be hunches, are based on anecdotes, or are intuition-based: “You may feel yourself leaning in. It may resonate with a set of anecdotes you have. And then you may be able to say: ‘something about that feels right. Let’s go collect some data on that and try to see if we can know if it’s right.’” And lastly he discusses fighting inherent biases. For example, most companies usually have an optimism bias. As Jeff explains: “If there are two interpretations of a new set of data—one is happy and the other is unhappy—it’s a little dangerous to jump to the conclusion that the happy interpretation is right. You may want to compensate for that human bias of trying to find the silver lining and say ‘that might be good, but I’m gonna go with it’s bad for now until we’re sure.’”

Startup Archive

1,167,094 просмотров • 2 лет назад

Elon Musk: “You’d think that if you’re going to be appointed as a judge, you have to have proven that you have an excellent knowledge of the law and that you will make your decisions according to the law. That’s what we assume should be a requirement. You’ve got to know what the law is, and then you need to make decisions in accordance with the law. Not vibes. You can’t be just vibing as a judge.”
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Elon Musk: “You’d think that if you’re going to be appointed as a judge, you have to have proven that you have an excellent knowledge of the law and that you will make your decisions according to the law. That’s what we assume should be a requirement. You’ve got to know what the law is, and then you need to make decisions in accordance with the law. Not vibes. You can’t be just vibing as a judge.”

Mars University

13,093,953 просмотров • 2 месяцев назад

Tony Fadell on “opinion-based decisions” and what made Steve Jobs great Tony Fadell is the co-creator of the iPod, iPhone, and Nest. He describes some of the things that made Steve Jobs great: “Really pushing you. Relentless on the details. Challenging you for the right reasons. It wasn’t bullying, it wasn’t demeaning. He would critique the work, not judge the person—at least not in front of them or a group. Extreme attention to detail.” But one of the most impressive things about Steve, Tony argues, was his ability to make great opinion-based decisions, which is critical for any revolutionary product: “When you make the first version of anything—something revolutionary—there are a lot of opinion-based decisions… And when you have those opinions, and you’re trying to work with a team to implement those decisions, you have to really tell the ‘why’ of those decisions. That way everyone can feel like they’re a part of those decisions and understand the tradeoffs... A lot of times, people want a data-driven decision, but with v1s you don’t have data.” He continues: “If you look at most companies that are paralyzed and cannot make new innovations and new products, it’s because they’re trying to turn opinion-based decisions into data-driven decisions so that they don’t lose their jobs… with a v1 product, you need to be able to articulate opinion-based decisions and own them. If you don’t get them right, you own them, fix them, and move on.” And to be clear, this doesn’t mean Steve got every decision right. As Tony explains: “Version 1 of the iPod wasn’t perfect. Version 1 of the iPhone wasn’t perfect. We got a lot of opinion-based decisions wrong. But as you go through it, you got more data on those original opinions and you were then able to modulate off of that… But at the revolution stage: opinions, opinions, opinions. No data.’ Video source: Lex Fridman (2022)
2:07

Tony Fadell on “opinion-based decisions” and what made Steve Jobs great Tony Fadell is the co-creator of the iPod, iPhone, and Nest. He describes some of the things that made Steve Jobs great: “Really pushing you. Relentless on the details. Challenging you for the right reasons. It wasn’t bullying, it wasn’t demeaning. He would critique the work, not judge the person—at least not in front of them or a group. Extreme attention to detail.” But one of the most impressive things about Steve, Tony argues, was his ability to make great opinion-based decisions, which is critical for any revolutionary product: “When you make the first version of anything—something revolutionary—there are a lot of opinion-based decisions… And when you have those opinions, and you’re trying to work with a team to implement those decisions, you have to really tell the ‘why’ of those decisions. That way everyone can feel like they’re a part of those decisions and understand the tradeoffs... A lot of times, people want a data-driven decision, but with v1s you don’t have data.” He continues: “If you look at most companies that are paralyzed and cannot make new innovations and new products, it’s because they’re trying to turn opinion-based decisions into data-driven decisions so that they don’t lose their jobs… with a v1 product, you need to be able to articulate opinion-based decisions and own them. If you don’t get them right, you own them, fix them, and move on.” And to be clear, this doesn’t mean Steve got every decision right. As Tony explains: “Version 1 of the iPod wasn’t perfect. Version 1 of the iPhone wasn’t perfect. We got a lot of opinion-based decisions wrong. But as you go through it, you got more data on those original opinions and you were then able to modulate off of that… But at the revolution stage: opinions, opinions, opinions. No data.’ Video source: Lex Fridman (2022)

Startup Archive

36,286 просмотров • 1 год назад

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Video source: Reuters (2025)
2:38

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Video source: Reuters (2025)

Startup Archive

149,964 просмотров • 8 месяцев назад

Canadian astronaut Jeremy Hansen just told President Trump his leadership in space exploration is truly extraordinary. Trump replied that he spoke to Wayne Gretzky — and The Great One is very proud of him. HANSEN: “While I have the microphone, sir, I just want to thank you on behalf of Canada.” “The space leadership you spoke of from America is truly is extraordinary.” “I’ve said this many times before, a nation that leads like that and creates and sets big goals for humanity, that brings other countries along with it is truly incredible.” “And I know that’s a very intentional, not a necessary decision, intentional decision to lead by example and to allow other countries like Canada to share our gifts and help you achieve these mutually beneficial goals, like establishing a presence on the moon and eventually going to Mars.” “And Canadians are so proud to be a part of this program.” TRUMP: “Well, I have to say, I spoke to a very special person, Wayne Gretzky, who I think, you know, The Great One, and I spoke to your prime minister and many other friends I have in Canada.” “They are so proud of you.” “And you have a lot of courage. I’m not sure if they’d want to do that. I’m not even sure if The Great One would want to do that, to be honest with you.”
1:11

Canadian astronaut Jeremy Hansen just told President Trump his leadership in space exploration is truly extraordinary. Trump replied that he spoke to Wayne Gretzky — and The Great One is very proud of him. HANSEN: “While I have the microphone, sir, I just want to thank you on behalf of Canada.” “The space leadership you spoke of from America is truly is extraordinary.” “I’ve said this many times before, a nation that leads like that and creates and sets big goals for humanity, that brings other countries along with it is truly incredible.” “And I know that’s a very intentional, not a necessary decision, intentional decision to lead by example and to allow other countries like Canada to share our gifts and help you achieve these mutually beneficial goals, like establishing a presence on the moon and eventually going to Mars.” “And Canadians are so proud to be a part of this program.” TRUMP: “Well, I have to say, I spoke to a very special person, Wayne Gretzky, who I think, you know, The Great One, and I spoke to your prime minister and many other friends I have in Canada.” “They are so proud of you.” “And you have a lot of courage. I’m not sure if they’d want to do that. I’m not even sure if The Great One would want to do that, to be honest with you.”

Overton

71,769 просмотров • 2 месяцев назад

Unity is good, but truth is better. And sometimes, truth divides. Why does this happen so much more on the right than on the left? Because the left is seeking to destroy - the church, the family, the West - and destruction requires little agreement. Use whatever tool you want, however you want. Just take it down. But, on the right, we’re seeking to build something. And when you’re building something, you have to agree on a lot. What are you building? What materials should you use? Which tools? And, most importantly, what’s our foundation? As Christians, we hold that the foundation of any flourishing civilization is that we were created in the image of a God whose power transcends the government’s. He alone is the giver of rights and the determinant of right and wrong. We can’t compromise on that, because without that truth, nothing else in conservatism holds together. Our job isn’t to compromise on our foundation for the sake of “unity.” It’s to do everything we can to pull people over to our side—to what’s good, right, and true.
1:44

Unity is good, but truth is better. And sometimes, truth divides. Why does this happen so much more on the right than on the left? Because the left is seeking to destroy - the church, the family, the West - and destruction requires little agreement. Use whatever tool you want, however you want. Just take it down. But, on the right, we’re seeking to build something. And when you’re building something, you have to agree on a lot. What are you building? What materials should you use? Which tools? And, most importantly, what’s our foundation? As Christians, we hold that the foundation of any flourishing civilization is that we were created in the image of a God whose power transcends the government’s. He alone is the giver of rights and the determinant of right and wrong. We can’t compromise on that, because without that truth, nothing else in conservatism holds together. Our job isn’t to compromise on our foundation for the sake of “unity.” It’s to do everything we can to pull people over to our side—to what’s good, right, and true.

Allie Beth Stuckey

585,891 просмотров • 5 месяцев назад

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Source: Reuters (Oct 2025)
2:38

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Source: Reuters (Oct 2025)

Startup Archive

27,427 просмотров • 15 дней назад

Elon Musk on the physics of truth: “Truth is not an easy thing But you can aspire to the truth. You can try to get as close to the truth as possible with minimum error while acknowledging that there will be some error in what you’re saying This is how physics works. You don’t say you’re absolutely certain about something, but a lot of things are extremely likely Aspiring to the truth is very important”
0:22

Elon Musk on the physics of truth: “Truth is not an easy thing But you can aspire to the truth. You can try to get as close to the truth as possible with minimum error while acknowledging that there will be some error in what you’re saying This is how physics works. You don’t say you’re absolutely certain about something, but a lot of things are extremely likely Aspiring to the truth is very important”

X Freeze

794,963 просмотров • 19 дней назад

Ben Horowitz advice to CEOs “You want to be liked and respected in the long-run. Not the short-run.” “You have to be able to tell [your team] the truth in a way that you probably don’t tell most of your friends the truth,” the a16z co-founder explains. “Anthropologically, we want people to like us so we tell them what they want to hear. But on a company level or if your on the board of somebody’s company, you have to be able to tell them what they don’t want to hear. That’s the most important thing you’re going to say. And yes, they’re not going to like it when you say, but over time it can save the company.” Ben continues: “That’s what leadership is about. If everybody agrees with the decision, then you didn’t add any value, because they would’ve done that without you. The only value you ever add is when you make a decision that most people don’t like, and that’s where leadership comes in… That’s the thing that takes practice.” He gives Nvidia CEO Jensen Huang as an example: “When Jensen talks about how you have to get to near-death to get yourself to do that, I think that’s true. It’s hard to build that [muscle of telling people what they don’t want to hear] if everything is going great.” Source: Lenny Rachitsky (Sep 2025)
2:02

Ben Horowitz advice to CEOs “You want to be liked and respected in the long-run. Not the short-run.” “You have to be able to tell [your team] the truth in a way that you probably don’t tell most of your friends the truth,” the a16z co-founder explains. “Anthropologically, we want people to like us so we tell them what they want to hear. But on a company level or if your on the board of somebody’s company, you have to be able to tell them what they don’t want to hear. That’s the most important thing you’re going to say. And yes, they’re not going to like it when you say, but over time it can save the company.” Ben continues: “That’s what leadership is about. If everybody agrees with the decision, then you didn’t add any value, because they would’ve done that without you. The only value you ever add is when you make a decision that most people don’t like, and that’s where leadership comes in… That’s the thing that takes practice.” He gives Nvidia CEO Jensen Huang as an example: “When Jensen talks about how you have to get to near-death to get yourself to do that, I think that’s true. It’s hard to build that [muscle of telling people what they don’t want to hear] if everything is going great.” Source: Lenny Rachitsky (Sep 2025)

Startup Archive

25,394 просмотров • 3 дней назад

Jeff Bezos on how to be innovative “To me, true innovation is something that is not only an invention but an improvement,” Jeff explains. “It’s not hard to make things different, but it is hard to make things different and better.” In Jeff’s view, there are endless opportunities for innovation: “Most of the problems in the world already have solutions of one kind or another, and all of those solutions can be improved upon. There’s no chance that anything is perfected yet. I don’t believe that . . . People have been working on solutions to most problems for a long time, but it wasn’t that long ago that somebody figured out that you should add wheels to suitcases. Pretty good improvement!” It’s hard work though, Jeff caveats: “It’s easy to have ideas. It’s very hard to turn an idea into a successful product. There are a lot of steps in between and it takes persistence and relentlessness. I always tell people who think they want to be entrepreneurs that you need a combination of stubborn relentlessness and flexibility. And you have to know when to be which.” Jeff explains: “Basically you need to be stubborn on your vision because otherwise it’ll be too easy to give up. But you need to be very flexible on the details because as you go along pursuing your vision, you’ll find that some of your preconceptions were wrong, and you’re going to need to be able to change those things.” He concludes: “Taking an idea successfully all the way to market and turning it into a real product that people care about and really improves people’s lives is a lot of hard work.”
1:50

Jeff Bezos on how to be innovative “To me, true innovation is something that is not only an invention but an improvement,” Jeff explains. “It’s not hard to make things different, but it is hard to make things different and better.” In Jeff’s view, there are endless opportunities for innovation: “Most of the problems in the world already have solutions of one kind or another, and all of those solutions can be improved upon. There’s no chance that anything is perfected yet. I don’t believe that . . . People have been working on solutions to most problems for a long time, but it wasn’t that long ago that somebody figured out that you should add wheels to suitcases. Pretty good improvement!” It’s hard work though, Jeff caveats: “It’s easy to have ideas. It’s very hard to turn an idea into a successful product. There are a lot of steps in between and it takes persistence and relentlessness. I always tell people who think they want to be entrepreneurs that you need a combination of stubborn relentlessness and flexibility. And you have to know when to be which.” Jeff explains: “Basically you need to be stubborn on your vision because otherwise it’ll be too easy to give up. But you need to be very flexible on the details because as you go along pursuing your vision, you’ll find that some of your preconceptions were wrong, and you’re going to need to be able to change those things.” He concludes: “Taking an idea successfully all the way to market and turning it into a real product that people care about and really improves people’s lives is a lot of hard work.”

Startup Archive

12,823 просмотров • 4 месяцев назад

Michael B. Jordan shares one of the biggest lessons he’s learned in life “I think being unapologetically honest with what you want and that goes across the board because a lot of times the fear of how somebody’s going to react to what you really want to say is what stops you from saying it” “So you find another way or you put it off or you don’t say it and maybe the situation doesn’t change and you get frustrated and upset why this thing doesn’t change because you might not have said it the way you wanted to say it” “I think there’s a way to be unapologetically honest and still be respectful and speak your truth” “If I would have done that earlier, I would have been further along in relationships that I have with people I care about. Work relationships, business, family, friends, whatever it may have been” “I think being honest with where you stand and how you feel is really giving another person an opportunity to be as honest with you and whatever your fear of that outcome is, it’s never really as big as what you make it up to be” “Tomorrow is not promised to anyone but time will move on, you will move past it and if tomorrow never comes, at least you can know that you said what you needed to say”
1:58

Michael B. Jordan shares one of the biggest lessons he’s learned in life “I think being unapologetically honest with what you want and that goes across the board because a lot of times the fear of how somebody’s going to react to what you really want to say is what stops you from saying it” “So you find another way or you put it off or you don’t say it and maybe the situation doesn’t change and you get frustrated and upset why this thing doesn’t change because you might not have said it the way you wanted to say it” “I think there’s a way to be unapologetically honest and still be respectful and speak your truth” “If I would have done that earlier, I would have been further along in relationships that I have with people I care about. Work relationships, business, family, friends, whatever it may have been” “I think being honest with where you stand and how you feel is really giving another person an opportunity to be as honest with you and whatever your fear of that outcome is, it’s never really as big as what you make it up to be” “Tomorrow is not promised to anyone but time will move on, you will move past it and if tomorrow never comes, at least you can know that you said what you needed to say”

Jack

84,501 просмотров • 20 дней назад

#F1 | Lewis Hamilton believes the team is very well equipped to take on the 2026 season: “Just to be in Fiorano, you know, to be at Ferrari, to be here, to know that this is a start of a long journey, but one that I know that it just feels right, I think the team is in the best place it’s been, I think, for the time I’ve been here. And seeing everyone so motivated and driven, I think we’re really on it.” “We’ve got a lot of work to do to really make sure we do all the diligence and we really understand this car and we really have to be quick to react, be very dynamic but I feel like all hands are on deck so I’m sure we can do that.”
0:43

#F1 | Lewis Hamilton believes the team is very well equipped to take on the 2026 season: “Just to be in Fiorano, you know, to be at Ferrari, to be here, to know that this is a start of a long journey, but one that I know that it just feels right, I think the team is in the best place it’s been, I think, for the time I’ve been here. And seeing everyone so motivated and driven, I think we’re really on it.” “We’ve got a lot of work to do to really make sure we do all the diligence and we really understand this car and we really have to be quick to react, be very dynamic but I feel like all hands are on deck so I’m sure we can do that.”

deni

23,078 просмотров • 4 месяцев назад

#IRENE: You’re the only one who can give yourself that trust, and the person who loves you the most is yourself too. And so you always have to take care of yourself. But I’m not saying you always have to be okay. When you’re not feeling okay, when you’re feeling down, and when you’re overwhelmed, just know ‘ah that’s how I feel right now’ and just get to know what it is you want. I know it won’t be easy, but it’s all about the process, everyone. It’s not easy for me either. But I can’t give up on myself that way either, you know?
0:52

#IRENE: You’re the only one who can give yourself that trust, and the person who loves you the most is yourself too. And so you always have to take care of yourself. But I’m not saying you always have to be okay. When you’re not feeling okay, when you’re feeling down, and when you’re overwhelmed, just know ‘ah that’s how I feel right now’ and just get to know what it is you want. I know it won’t be easy, but it’s all about the process, everyone. It’s not easy for me either. But I can’t give up on myself that way either, you know?

Irene 아이린 Global 🌷

96,349 просмотров • 1 месяц назад

Jon Rahm on the LIV format: “Yeah, obviously there’s been a bit of a change. There was a lot more about LIV Golf that was attractive to me, right. Yeah, maybe the format was a set back in the past, but at the same time there’s a lot of positives to it as well. And one of the things that a lot of players kept mentioning is you don’t have a wave weather difference, where you can simply get unlucky and you’re out of contention for that tournament. It’s part of the game, I get it, but it’s something you don’t have to deal with anymore. So that part is a very nice aspect. The team is what really made it for me. Being able to be part of a team, represent a team, play for my teammates, with my teammates and against my teammates, is something that to me that has always been very, very special. When you get a victory to share, it’s always better to have a team to share it with. So it’s what was the most attractive part and when we started discussions it gets to a point where even though I’m ambitious, I’m not greedy. So there’s a give and take and the format is something that I can easily overlook, and I’m pretty sure I can learn to enjoy it, I’ll just have to get used to it, but I’m pretty sure I’ll learn to enjoy it. To be honest, the more I started thinking about it, the more I started thinking about my college days that were 3 day tournaments, 54 holes, and everybody warmed up together for the most part. So it shouldn’t be an environment I’m unfamiliar with.” This is from the LIV podcast called “Fairway to Heaven”. Full link:
4:36

Jon Rahm on the LIV format: “Yeah, obviously there’s been a bit of a change. There was a lot more about LIV Golf that was attractive to me, right. Yeah, maybe the format was a set back in the past, but at the same time there’s a lot of positives to it as well. And one of the things that a lot of players kept mentioning is you don’t have a wave weather difference, where you can simply get unlucky and you’re out of contention for that tournament. It’s part of the game, I get it, but it’s something you don’t have to deal with anymore. So that part is a very nice aspect. The team is what really made it for me. Being able to be part of a team, represent a team, play for my teammates, with my teammates and against my teammates, is something that to me that has always been very, very special. When you get a victory to share, it’s always better to have a team to share it with. So it’s what was the most attractive part and when we started discussions it gets to a point where even though I’m ambitious, I’m not greedy. So there’s a give and take and the format is something that I can easily overlook, and I’m pretty sure I can learn to enjoy it, I’ll just have to get used to it, but I’m pretty sure I’ll learn to enjoy it. To be honest, the more I started thinking about it, the more I started thinking about my college days that were 3 day tournaments, 54 holes, and everybody warmed up together for the most part. So it shouldn’t be an environment I’m unfamiliar with.” This is from the LIV podcast called “Fairway to Heaven”. Full link:

Flushing It

562,887 просмотров • 2 лет назад

🎥 || Lewis Hamilton after first runs in the SF-26. “Immediately you’re trying to get a feel for anything, feeling through your body, through the G-long, through the vibrations of the seat and the suspension. You’re trying to pick up all these little bits of information in the little time that you have and then just to be in Fiorano, you know, to be at Ferrari, to be here, to know that this is a start of a long journey.” “But one that I know that it just feels right, I think the team is in the best place, it’s been, I think for the time I’ve been here. And seeing everyone so motivated and driven, I think we’re really on it.” “We’ve got a lot of work to do to really make sure we do all the diligence and we really understand this car and we really have to be quick to react, be very dynamic but I feel like all hands are on deck so I’m sure we can do that.”
1:03

🎥 || Lewis Hamilton after first runs in the SF-26. “Immediately you’re trying to get a feel for anything, feeling through your body, through the G-long, through the vibrations of the seat and the suspension. You’re trying to pick up all these little bits of information in the little time that you have and then just to be in Fiorano, you know, to be at Ferrari, to be here, to know that this is a start of a long journey.” “But one that I know that it just feels right, I think the team is in the best place, it’s been, I think for the time I’ve been here. And seeing everyone so motivated and driven, I think we’re really on it.” “We’ve got a lot of work to do to really make sure we do all the diligence and we really understand this car and we really have to be quick to react, be very dynamic but I feel like all hands are on deck so I’m sure we can do that.”

sin ⁴⁴

106,625 просмотров • 4 месяцев назад

UFO Revolution: S2E3 - 2027 and the Approaching Craft. Is it a Lie? "You're gonna be told that there is a craft on its way to Earth. That 100 f**king percent is the lie you are going to be told." ~Corbell (Well, I was not expecting this. And right now, I don't know what to think. But we all know it's been hinted at by various folks, including Lue Elizondo. So what's going on?) ~ Jeremy Kenyon Lockyer Corbell: "Your government now wants you to know one truth, and that truth is that UFOs are real. They've already done told you. Sometimes, when you want somebody to know a truth, it's so you can set them up to believe a lie, and that's coming. I have zero doubt that lie is coming." Producer: "What is the lie?" Corbell: "Specifically, you want me to say it right now, for real, real? On camera, to be put in the show?" Producer: "Yes." Corbell: "Okay. Problem with that: If we tell the lie before it's told, they can adapt. That wouldn't be wise. I'll tell you privately, but I would really think about if you want to put this in your show. For real. That's a real thing I'm telling you. So, will you think about it before putting it in your show?" Producer: "Absolutely." Corbell: "Okay. So UFOs are real, and they've been here a long time, and that's the truth. But the lie is coming. All indications, like ALL of them, is that that lie is going to be that there is a craft slowly making its way to us here on Earth. And that is the lie they're gonna want you to believe. "It's nuanced, how they explain that, the nature of that threat. But that 100 f**king percent is the lie you are going to be told. You even got a date. People been whispering a date for a long time now. I know where that lie comes from. I know, specifically, what document from the 70s initiated the idea of that lie. A classified document. That is the lie you will be told. You're gonna be told that there is a craft on its way to Earth. That's the lie. "Maybe I'm wrong. Hope I'm wrong. I sent you two texts today with a year (Messages showing 2027 are shown on a cell phone). Not from me. Nope, I'm not gonna propagate that lie. I'm not gonna be part of it, I'm not going to say it to the camera. Everybody knows. Just start paying attention. And they'll change the date - especially if they see this - things will change. Because maybe I'm trustworthy, maybe I'm worthy of your trust, maybe I've told you the truth the whole way through it and now and you can verify it. If that's the case, then I'm f**king dangerous. "You've been told the truth about UFOs for a long time now. It's been pretty orchestrated, it's been pretty clear, and it's using people that are telling the truth and wanna tell the truth. Ultimately, they want you to know something. They want you to know UFOs are real. Thank God, we're finally there, we're all there now. They want you to know the truth. But why [do] they want you to know that truth now. I hope I'm wrong, but it's terrifying. Think about it "Maybe it's good to get ahead of it, call it out now, before they do it. I'll be called crazy. That's okay."
3:47

UFO Revolution: S2E3 - 2027 and the Approaching Craft. Is it a Lie? "You're gonna be told that there is a craft on its way to Earth. That 100 f**king percent is the lie you are going to be told." ~Corbell (Well, I was not expecting this. And right now, I don't know what to think. But we all know it's been hinted at by various folks, including Lue Elizondo. So what's going on?) ~ Jeremy Kenyon Lockyer Corbell: "Your government now wants you to know one truth, and that truth is that UFOs are real. They've already done told you. Sometimes, when you want somebody to know a truth, it's so you can set them up to believe a lie, and that's coming. I have zero doubt that lie is coming." Producer: "What is the lie?" Corbell: "Specifically, you want me to say it right now, for real, real? On camera, to be put in the show?" Producer: "Yes." Corbell: "Okay. Problem with that: If we tell the lie before it's told, they can adapt. That wouldn't be wise. I'll tell you privately, but I would really think about if you want to put this in your show. For real. That's a real thing I'm telling you. So, will you think about it before putting it in your show?" Producer: "Absolutely." Corbell: "Okay. So UFOs are real, and they've been here a long time, and that's the truth. But the lie is coming. All indications, like ALL of them, is that that lie is going to be that there is a craft slowly making its way to us here on Earth. And that is the lie they're gonna want you to believe. "It's nuanced, how they explain that, the nature of that threat. But that 100 f**king percent is the lie you are going to be told. You even got a date. People been whispering a date for a long time now. I know where that lie comes from. I know, specifically, what document from the 70s initiated the idea of that lie. A classified document. That is the lie you will be told. You're gonna be told that there is a craft on its way to Earth. That's the lie. "Maybe I'm wrong. Hope I'm wrong. I sent you two texts today with a year (Messages showing 2027 are shown on a cell phone). Not from me. Nope, I'm not gonna propagate that lie. I'm not gonna be part of it, I'm not going to say it to the camera. Everybody knows. Just start paying attention. And they'll change the date - especially if they see this - things will change. Because maybe I'm trustworthy, maybe I'm worthy of your trust, maybe I've told you the truth the whole way through it and now and you can verify it. If that's the case, then I'm f**king dangerous. "You've been told the truth about UFOs for a long time now. It's been pretty orchestrated, it's been pretty clear, and it's using people that are telling the truth and wanna tell the truth. Ultimately, they want you to know something. They want you to know UFOs are real. Thank God, we're finally there, we're all there now. They want you to know the truth. But why [do] they want you to know that truth now. I hope I'm wrong, but it's terrifying. Think about it "Maybe it's good to get ahead of it, call it out now, before they do it. I'll be called crazy. That's okay."

Joe Murgia

757,327 просмотров • 1 год назад

Mark Zuckerberg: “I don’t believe in delegating” “There’s this theory that a lot of people have which is that the job of a leader is to hire people and delegate things to them. My theory is there is so much going on across the company that I can’t possibly be involved in all of it, so all these people are going to have a ton of stuff they’re going to do. But fundamentally, if there’s a decision that I want to be involved with, I’m going to be involved in it… I think that’s generally a good way for founders to operate.” Mark continues: “If you’re running the company and there’s something important — at whatever level of detail in the organization — I don’t get the logic of saying, ‘I’m not going to be involved in that.’” Of course you want to have humility that you may not have the most context immediately, but in Mark’s view, the CEO must take ownership of the company’s most important problems. To ensure that his time is constantly spent on the most important priority for the company, Mark has very few recurring meetings and tries to keep his schedule as open as possible: “II generally keep a bunch of time open so that stuff is pretty dynamic — I can wake up in the morning and be like, ‘OK, I need to work on these three things today, and I want to make sure I have a block of time where I can go do that.’” Video source: Stripe (2025)
1:31

Mark Zuckerberg: “I don’t believe in delegating” “There’s this theory that a lot of people have which is that the job of a leader is to hire people and delegate things to them. My theory is there is so much going on across the company that I can’t possibly be involved in all of it, so all these people are going to have a ton of stuff they’re going to do. But fundamentally, if there’s a decision that I want to be involved with, I’m going to be involved in it… I think that’s generally a good way for founders to operate.” Mark continues: “If you’re running the company and there’s something important — at whatever level of detail in the organization — I don’t get the logic of saying, ‘I’m not going to be involved in that.’” Of course you want to have humility that you may not have the most context immediately, but in Mark’s view, the CEO must take ownership of the company’s most important problems. To ensure that his time is constantly spent on the most important priority for the company, Mark has very few recurring meetings and tries to keep his schedule as open as possible: “II generally keep a bunch of time open so that stuff is pretty dynamic — I can wake up in the morning and be like, ‘OK, I need to work on these three things today, and I want to make sure I have a block of time where I can go do that.’” Video source: Stripe (2025)

Startup Archive

326,029 просмотров • 5 месяцев назад

Jeff Bezos on his favorite interview question “When I interview people, I ask them to give me an example of something they've invented. And I always point out, it doesn't have to be something that you actually took to the patent office. It could be a metric that you invented and followed carefully. It could be a business process that you invented. You want to select people who like to invent their way out of boxes.” A lot of people will immediately jump to what Jeff calls an “either or” solution (e.g. “We can do A or B.”). But as Jeff explains: “The right question is how can we do A and B? What invention do we need to be able to do both?”
0:31

Jeff Bezos on his favorite interview question “When I interview people, I ask them to give me an example of something they've invented. And I always point out, it doesn't have to be something that you actually took to the patent office. It could be a metric that you invented and followed carefully. It could be a business process that you invented. You want to select people who like to invent their way out of boxes.” A lot of people will immediately jump to what Jeff calls an “either or” solution (e.g. “We can do A or B.”). But as Jeff explains: “The right question is how can we do A and B? What invention do we need to be able to do both?”

Startup Archive

1,846,323 просмотров • 6 месяцев назад