正在加载视频...

视频加载失败

加载此视频时出现问题。这可能是由于临时网络问题，或视频可能不可用。

Jeff Bezos just explained why changing your mind is a sign of intelligence, not weakness: "You have to be able to be decisive and make decisions quickly. And that's a very hard thing to do as organizations get larger, because so many people have opinions." "The thing to realize... is most decisions are reversible. Very rarely are they high-consequence irreversible decisions. By the way, when they are, you should go slowly. Of course. But most decisions can be made by a single high-judgment individual. And if they go the wrong direction, you stop, you back up. It's a two-way door. You come in, you look at it again, and you change your mind." "In politics, people call you a flip-flopper if you change your mind. How foolish would it be to get new data, to have new analysis, to see something in a fresh way, to have that beginner's mind, have a better idea, and not change your mind." "I've noticed that people who are right a lot change their mind a lot." — Jeff Bezos (Jeff Bezos) P.S. We build content infrastructure for founders and athletes. 1.5M views/week average. Your voice, cross platform, compounding daily. If you need massive distribution or want to build your brand, apply here:show more

Lewis 🏴󠁧󠁢󠁷󠁬󠁳󠁿

3,174 subscribers

77,540 次观看 • 3 个月前 •via X (Twitter)

教育新闻政治

Anya Rossi• Live Now

Private livecam show

0 条评论

暂无评论

原始帖子的评论将显示在这里

相关视频

Jeff Bezos: “People who are right a lot change their mind a lot” “Because of AI, new technologies, and all the dynamism in the world, so many things are changing — and they’re changing rapidly,” Jeff observes. The best solution he’s found for dealing with this rapid change is “thinking long-term” because it forces you to ask yourself, “What are the points of stability?” and “What is not going to change?” He continues: “One of the things that changes very slowly is customer needs. So you can build a strategy around customer needs. That will have durability.” When building Amazon, for example, Jeff built the company around the customer needs of fast delivery, low prices, and vast selection. “The technologies will change. Your competitive set will change. Everything will change, except those customer needs,” Jeff argues. And it’s this idea that is behind Jeff’s core idea of “Be stubborn on the vision, and flexible on the details.” He explains: “You have to be [flexible on the details] because the world is changing and so you change your mind. I’ve noticed that people who are right a lot change their mind a lot. People who are wrong a lot are very stubborn on the details.” Source: Reuters (Oct 2025)

Jeff Bezos: “People who are right a lot change their mind a lot” “Because of AI, new technologies, and all the dynamism in the world, so many things are changing — and they’re changing rapidly,” Jeff observes. The best solution he’s found for dealing with this rapid change is “thinking long-term” because it forces you to ask yourself, “What are the points of stability?” and “What is not going to change?” He continues: “One of the things that changes very slowly is customer needs. So you can build a strategy around customer needs. That will have durability.” When building Amazon, for example, Jeff built the company around the customer needs of fast delivery, low prices, and vast selection. “The technologies will change. Your competitive set will change. Everything will change, except those customer needs,” Jeff argues. And it’s this idea that is behind Jeff’s core idea of “Be stubborn on the vision, and flexible on the details.” He explains: “You have to be [flexible on the details] because the world is changing and so you change your mind. I’ve noticed that people who are right a lot change their mind a lot. People who are wrong a lot are very stubborn on the details.” Source: Reuters (Oct 2025)

Startup Archive

100,684 次观看 • 2 个月前

Jeff Bezos reveals the simple framework he used to make every major decision at Amazon "If you make the wrong decision, if it's a two-way door decision, you walk out the door, you pick a door, you spend a little time there. If it turns out to be the wrong decision, you can come back in and pick another door" "Some decisions are so consequential and so hard to reverse that they really are one-way door decisions. You go in that door, you're not coming back. Those decisions have to be made very deliberately, very carefully" "Two-way door decisions should mostly be made by single individuals or by very small teams deep in the organization" "One-way door decisions are the irreversible ones. Those should be elevated up to the senior most executives, who should slow them down and make sure the right thing is being done" "When I was CEO of Amazon, I often found myself in the position of being the chief slowdown officer"

Jeff Bezos reveals the simple framework he used to make every major decision at Amazon "If you make the wrong decision, if it's a two-way door decision, you walk out the door, you pick a door, you spend a little time there. If it turns out to be the wrong decision, you can come back in and pick another door" "Some decisions are so consequential and so hard to reverse that they really are one-way door decisions. You go in that door, you're not coming back. Those decisions have to be made very deliberately, very carefully" "Two-way door decisions should mostly be made by single individuals or by very small teams deep in the organization" "One-way door decisions are the irreversible ones. Those should be elevated up to the senior most executives, who should slow them down and make sure the right thing is being done" "When I was CEO of Amazon, I often found myself in the position of being the chief slowdown officer"

Jaynit

65,497 次观看 • 2 个月前

"If you are supporting Asiwaju, I’m going to support you. Anywhere you are, if you know you have not changed your mind, you better change your mind because very soon, there will be a political tsunami. It’s Asiwaju all the way." - FCT Minister Wike.

"If you are supporting Asiwaju, I’m going to support you. Anywhere you are, if you know you have not changed your mind, you better change your mind because very soon, there will be a political tsunami. It’s Asiwaju all the way." - FCT Minister Wike.

Imran Muhammad

109,073 次观看 • 10 个月前

Jeff Bezos reveals why politicians never actually fix anything: "There's this tale of two economies. People are struggling with pay rent, groceries. And politicians are using this age-old technique of picking a villain and pointing fingers. But the problem is that doesn't solve anything." He says at Amazon they would never operate that way. "If we have a problem at Amazon, the way we would fix it is we'd go in and do the five whys and try to get to a root cause. We try to find a root fix. And then when we fix it at the root, you're fixing it forever. It's a real solution." "What we don't do, because it doesn't work, is just point fingers and blame people. It might feel good for 10 seconds but doesn't accomplish anything." Most leaders blame, but the best ones diagnose. — Jeff Bezos P.S. We build content infrastructure for founders and athletes. 1.5M views/week average. Your voice, cross platform, compounding daily. If you need massive distribution or want to build your brand, apply here:

Lewis 🏴󠁧󠁢󠁷󠁬󠁳󠁿

641,341 次观看 • 3 个月前

Jeff Bezos just revealed the best time to start a company: "There's never been a better time to be an inventor and a pioneer than right now because the world is on fire with new ideas and with AI and space opportunities. And we're in the middle of multiple golden ages right now with a rapid rate of change." "And by the way, rapid change is good for startup companies and bad for incumbents. It's hard for incumbents to keep up, to move fast." "And so this is the best time ever, in my lifetime, probably ever, to start a company and do something inventive." "The second thing is an eagerness to invent. That you wanna be pioneering, that you wanna do new things." Every incumbent is struggling to keep up. Every startup has the advantage of speed. The founder of Amazon just told you the window is wide open. — Jeff Bezos Jeff Bezos P.S. We build content infrastructure for founders and VCs. 1.5M views/week average. Your voice, cross platform, compounding daily. If you need massive distribution and brand exposure, apply here:

Lewis 🏴󠁧󠁢󠁷󠁬󠁳󠁿

25,972 次观看 • 2 个月前

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.’”

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

1,171,180 次观看 • 2 年前

Jordan Peterson: "If you're competent and silent you will be ignored." "You might think well people should reward you because you're competent. And yes of course they should. But if you're competent and silent then you're just part of the background that's keeping everything functioning" On why you cannot negotiate from a position of weakness: "If you want to push your career forward you have to push it forward. You have to be competent and you have to be strategic" "To be strategic when you negotiate for a new position or a new salary you have to be able to say if you don't give me what I want then something you don't like will happen to you" "It's not a physical threat. It's that you have an option" "You have your CV in order. You're educated and competent and desirable to people outside of your immediate job. You're willing to instantly put yourself on the job market" "So that when you go talk to the person you're negotiating with you're credible" On the one thing most people completely miss about negotiation: "It's very seldom that you're talking to the person who's at the top of the pecking order. What you need to do is tell them a story that they can tell to their boss to make you not a problem" "A good story is look we really need this person because they're hyper competent and they have a better offer" "If you go in there with no power you're going to lose. Obviously" He concludes with the one thing every competent person needs to hear: "The first thing you need to know if you're going to negotiate is that you have to be able to say no. And what no means is that you're not going to do it"

Jordan Peterson: "If you're competent and silent you will be ignored." "You might think well people should reward you because you're competent. And yes of course they should. But if you're competent and silent then you're just part of the background that's keeping everything functioning" On why you cannot negotiate from a position of weakness: "If you want to push your career forward you have to push it forward. You have to be competent and you have to be strategic" "To be strategic when you negotiate for a new position or a new salary you have to be able to say if you don't give me what I want then something you don't like will happen to you" "It's not a physical threat. It's that you have an option" "You have your CV in order. You're educated and competent and desirable to people outside of your immediate job. You're willing to instantly put yourself on the job market" "So that when you go talk to the person you're negotiating with you're credible" On the one thing most people completely miss about negotiation: "It's very seldom that you're talking to the person who's at the top of the pecking order. What you need to do is tell them a story that they can tell to their boss to make you not a problem" "A good story is look we really need this person because they're hyper competent and they have a better offer" "If you go in there with no power you're going to lose. Obviously" He concludes with the one thing every competent person needs to hear: "The first thing you need to know if you're going to negotiate is that you have to be able to say no. And what no means is that you're not going to do it"

Brad

34,992 次观看 • 20 天前

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.”

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

13,007 次观看 • 7 个月前

Jeff Bezos on the importance of intuition when building something new When Jeff Bezos is trying to figure out where his company should spend its energy and resources, he always goes back to his customer’s needs. “That’s the only way I can advise any founder or entrepreneur,” Jeff explains. “Deeply understand what the big ideas are that their customers want.” One way to understand your customers’ needs is to ask them. But Jeff argues that’s not sufficient: “You have to invent on their behalf. For the biggest breakthroughs and most important ideas, customers don’t know to ask for those things. You have to dream. You have to use your intuition, your gut, and your heart.” This doesn’t mean you don’t look at your data, Jeff caveats: “All of the data that gets used in business is essential. If you’re in business and you’re not looking at your data, trust me, your competitors are going to beat you. But if you’re only looking at your data, you also will not win — or at least not win big.” He continues: “The most important decisions that every person makes when they’re building something new is made with intuition. You cannot prove it, but you have an instinct and a hunch. Then you’ll pay attention — if that instinct turns out to be wrong, it won’t be a big deal. You’ll correct.” Video source: Reuters (2025)

Jeff Bezos on the importance of intuition when building something new When Jeff Bezos is trying to figure out where his company should spend its energy and resources, he always goes back to his customer’s needs. “That’s the only way I can advise any founder or entrepreneur,” Jeff explains. “Deeply understand what the big ideas are that their customers want.” One way to understand your customers’ needs is to ask them. But Jeff argues that’s not sufficient: “You have to invent on their behalf. For the biggest breakthroughs and most important ideas, customers don’t know to ask for those things. You have to dream. You have to use your intuition, your gut, and your heart.” This doesn’t mean you don’t look at your data, Jeff caveats: “All of the data that gets used in business is essential. If you’re in business and you’re not looking at your data, trust me, your competitors are going to beat you. But if you’re only looking at your data, you also will not win — or at least not win big.” He continues: “The most important decisions that every person makes when they’re building something new is made with intuition. You cannot prove it, but you have an instinct and a hunch. Then you’ll pay attention — if that instinct turns out to be wrong, it won’t be a big deal. You’ll correct.” Video source: Reuters (2025)

Startup Archive

46,278 次观看 • 10 个月前

Jeff Bezos on what founders need to understand about brands “I think our most important piece of intellectual property is our brand name,” Jeff Bezos says of Amazon. “And I think this is very important for anybody who is going to start a company or market an invention to understand — brands for companies are like reputations for people. Reputations are hard earned and easily lost.” Jeff continues: “We’ve worked very hard to earn trust. You can’t ask for trust. You have to do it the hard way, one step at a time. You make a promise, and then you fulfill that promise. You say ‘We’ll deliver this to you tomorrow,’ and then you actually deliver it tomorrow. And if you do that over and over again, then ultimately you can instill your company’s name with a reputation. Sometimes people talk about brands in this very amorphous way, but for me, I like to think of it as a person — what is the reputation that that person has and how have they earned that reputation?”

Startup Archive

12,545 次观看 • 7 个月前

To anyone hearing this, the end of my video cut off but I wanted to tell you that repentance is a change of mind about who we are and who God is. He is Holy and we are sinners , all of us. There is no one good but God, we all sin and fall short. You don’t have to be who you are in your sin and that doesn’t define you when Christ can make you brand new, no matter what the world says you can be a new creation, your past can be washed away.. you can be a daughter (or son) of God if you put your trust in Jesus Christ for your eternal salvation. Church people fail; they are sinners too but Christ will never fail us if we trust him.

🌷 LIZZIE🌷

30,772 次观看 • 5 个月前

Palmer Luckey’s advice for founder-led communications “My advice to people would probably be to recognize that the value of your reputation is very high,” Anduril founder Palmer Luckey begins. “If people do not trust you; if they do not believe in what you’re saying; if they do not think that you’re a person worth listening to, they’re going to have a hard time working with you.” Palmer also argues that founders don’t need to be neutral: “You don’t need to be neutral. You can be a propagandist. You can advocate for a particular point of view . . . In general, people should recognize that if you say something where you caveat it and hedge it and basically end up saying something that most people would agree with, you might as well have said nothing at all.” He continues: “You are not going to build a following of people who say, ‘I just love Palmer’s right-down-the-middle, very-hedged takes that everyone agrees with.’ If you’re just restating common sentiment, it’s not going to get you anywhere . . . So one of the things I tell people is, ‘Make sure that when you’re saying something, you’re SAYING something. Make sure you’re trying to persuade and affect change.’ — maybe not in everybody, but in some people. If you make some people love what you’re saying and some people hate what you’re saying, that’s a lot better than having everybody lukewarm agree with you. Don’t waste your time communicating about the things everyone already agrees with you on. Focus on the things where you need to change their mind.” Source: Lulu Cheng Meservey (Sep 2025)

Palmer Luckey’s advice for founder-led communications “My advice to people would probably be to recognize that the value of your reputation is very high,” Anduril founder Palmer Luckey begins. “If people do not trust you; if they do not believe in what you’re saying; if they do not think that you’re a person worth listening to, they’re going to have a hard time working with you.” Palmer also argues that founders don’t need to be neutral: “You don’t need to be neutral. You can be a propagandist. You can advocate for a particular point of view . . . In general, people should recognize that if you say something where you caveat it and hedge it and basically end up saying something that most people would agree with, you might as well have said nothing at all.” He continues: “You are not going to build a following of people who say, ‘I just love Palmer’s right-down-the-middle, very-hedged takes that everyone agrees with.’ If you’re just restating common sentiment, it’s not going to get you anywhere . . . So one of the things I tell people is, ‘Make sure that when you’re saying something, you’re SAYING something. Make sure you’re trying to persuade and affect change.’ — maybe not in everybody, but in some people. If you make some people love what you’re saying and some people hate what you’re saying, that’s a lot better than having everybody lukewarm agree with you. Don’t waste your time communicating about the things everyone already agrees with you on. Focus on the things where you need to change their mind.” Source: Lulu Cheng Meservey (Sep 2025)

Startup Archive

78,576 次观看 • 2 个月前

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.

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

1,189,824 次观看 • 11 个月前

"Allowing People to Diminish You is a Violent Act Against Yourself" Keke Palmer: Oprah, what is the single biggest mistake people make in their relationships with others? Oprah Winfrey: You are abusing yourself if you allow other people to be in your life to diminish you. You are punishing yourself it is a violent act against yourself to allow other people in your life to diminish you and not lift you and exalt you. Keke Palmer: Wow... that hits so deep. Oprah Winfrey: If you don't have people who see you for the light that you are, for the joy that you are, for the goodness that you bring... you are with the wrong people! I don't care how that shows up in your life. The reason that person keeps showing up in your life is for you to make the change. You can't change them. Keke Palmer: Absolutely. It’s like guiding yourself back to your own power rather than waiting for someone else to change. Oprah Winfrey: Exactly. You have had the power all along—you just have to remember it.

"Allowing People to Diminish You is a Violent Act Against Yourself" Keke Palmer: Oprah, what is the single biggest mistake people make in their relationships with others? Oprah Winfrey: You are abusing yourself if you allow other people to be in your life to diminish you. You are punishing yourself it is a violent act against yourself to allow other people in your life to diminish you and not lift you and exalt you. Keke Palmer: Wow... that hits so deep. Oprah Winfrey: If you don't have people who see you for the light that you are, for the joy that you are, for the goodness that you bring... you are with the wrong people! I don't care how that shows up in your life. The reason that person keeps showing up in your life is for you to make the change. You can't change them. Keke Palmer: Absolutely. It’s like guiding yourself back to your own power rather than waiting for someone else to change. Oprah Winfrey: Exactly. You have had the power all along—you just have to remember it.

FlickHub

26,397 次观看 • 1 个月前

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

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

Jaynit

48,518 次观看 • 7 个月前

Jordan Peterson: "If you can't fix your room, you can't fix your life" "Why should you even bother improving yourself? The answer is something like: so you don't suffer anymore stupidly than you have to. And maybe so others don't have to either. It's not some casual self-help doctrine. If you don't organize yourself properly, you'll pay for it. In a big way. And so will the people around you." Peterson continues: "You can say, 'Well, I don't care about that.' But that's actually not true, you do care about it. Because if you're in pain, you will care about it. It's very rare that you can find someone in excruciating pain who would say, 'Well, it would be no better if I was out of this.' Pain brings the idea that it would be better if it didn't exist along with it. It's incontrovertible." On how to start: "Look around for something that bothers you and see if you can fix it. You can do this in a room. Sit in your bedroom and think: 'If I wanted to spend ten minutes making this room better, what would I have to do?' You have to ask yourself that, it's a genuine question. And things will pop out. There's a stack of papers bugging you. Some rubbish behind your computer monitor you haven't attended to for six months. Cables tangled up." He explains why this matters: "If you were coming to see me for psychotherapy, the easiest thing would be to get you to organize your room. You think, is that psychotherapy? It depends on how you conceive the limits of your being. Start where you can start. If something announces itself as in need of repair that you could repair, fix it. Fix a hundred things like that, your life will be a lot different." On fixing what you repeat every day: "People tend to think of their daily routines as trivial. You get up, brush your teeth, have breakfast. Those probably constitute 50% of your life. People think, they're mundane, I don't need to pay attention to them. No, that's exactly wrong. The things you do every day are the most important things you do. Hands down. Just do the arithmetic." On staying within your competence: "Sometimes you don't know how to fix something. Imagine you're walking down the street and there's a guy who's alcoholic and schizophrenic and has been homeless for ten years. That's a problem. It would be good if you could fix it, but you haven't got a clue. You walk around that and go find something you could fix. Just because something announces itself as in need of repair doesn't mean it's you, right then and there, who should repair it. You have to have some humility. You don't walk up to a helicopter that isn't working and just start tinkering away." Peterson shares the key insight: "As soon as you give your mind a genuine aim, it'll reconfigure the world in keeping with that aim. That's actually how you see to begin with. You've all seen the video where you watch basketballs being tossed back and forth, and while you're doing that, a gorilla walks into the middle of the video and you don't see it. If you thought about that experiment for five years, that would be about the right amount of time to spend thinking about it." He explains what it reveals: "What it shows you is that you see what you aim at. If you can get one thing through your head, that would be a good one. You see what you aim at. One inference you might draw from that is: be careful what you aim at. What you aim at determines the way the world manifests itself to you. So if the world is manifesting itself in a very negative way, one thing to ask is: are you aiming at the right thing?"

Jordan Peterson: "If you can't fix your room, you can't fix your life" "Why should you even bother improving yourself? The answer is something like: so you don't suffer anymore stupidly than you have to. And maybe so others don't have to either. It's not some casual self-help doctrine. If you don't organize yourself properly, you'll pay for it. In a big way. And so will the people around you." Peterson continues: "You can say, 'Well, I don't care about that.' But that's actually not true, you do care about it. Because if you're in pain, you will care about it. It's very rare that you can find someone in excruciating pain who would say, 'Well, it would be no better if I was out of this.' Pain brings the idea that it would be better if it didn't exist along with it. It's incontrovertible." On how to start: "Look around for something that bothers you and see if you can fix it. You can do this in a room. Sit in your bedroom and think: 'If I wanted to spend ten minutes making this room better, what would I have to do?' You have to ask yourself that, it's a genuine question. And things will pop out. There's a stack of papers bugging you. Some rubbish behind your computer monitor you haven't attended to for six months. Cables tangled up." He explains why this matters: "If you were coming to see me for psychotherapy, the easiest thing would be to get you to organize your room. You think, is that psychotherapy? It depends on how you conceive the limits of your being. Start where you can start. If something announces itself as in need of repair that you could repair, fix it. Fix a hundred things like that, your life will be a lot different." On fixing what you repeat every day: "People tend to think of their daily routines as trivial. You get up, brush your teeth, have breakfast. Those probably constitute 50% of your life. People think, they're mundane, I don't need to pay attention to them. No, that's exactly wrong. The things you do every day are the most important things you do. Hands down. Just do the arithmetic." On staying within your competence: "Sometimes you don't know how to fix something. Imagine you're walking down the street and there's a guy who's alcoholic and schizophrenic and has been homeless for ten years. That's a problem. It would be good if you could fix it, but you haven't got a clue. You walk around that and go find something you could fix. Just because something announces itself as in need of repair doesn't mean it's you, right then and there, who should repair it. You have to have some humility. You don't walk up to a helicopter that isn't working and just start tinkering away." Peterson shares the key insight: "As soon as you give your mind a genuine aim, it'll reconfigure the world in keeping with that aim. That's actually how you see to begin with. You've all seen the video where you watch basketballs being tossed back and forth, and while you're doing that, a gorilla walks into the middle of the video and you don't see it. If you thought about that experiment for five years, that would be about the right amount of time to spend thinking about it." He explains what it reveals: "What it shows you is that you see what you aim at. If you can get one thing through your head, that would be a good one. You see what you aim at. One inference you might draw from that is: be careful what you aim at. What you aim at determines the way the world manifests itself to you. So if the world is manifesting itself in a very negative way, one thing to ask is: are you aiming at the right thing?"

Jaynit

68,799 次观看 • 4 个月前

Jeff Bezos challenges conventional views on professional satisfaction and executive pressure. His first point is a reality check on work-life expectations: "People have very high standards for how they want their work life to be. If you can get your work life to where you enjoy half of it, that is amazing, because very few people ever achieve that." Why such a high bar? Because nothing is friction-free. "The truth is everything comes with overhead. That's reality. Everything comes with pieces that you don't like." He illustrates this with examples from even the most coveted role: "You could be a Supreme Court justice and there's still going to be pieces of your job you don't like..." His advice is to accept the friction without letting it poison your outlook: "Every job comes with pieces you don't like and we need to say that's part of it and not resent those pieces… but also try to minimize them." Then he flips the script on leadership and stress: "There's this false idea that CEOs are under the most stress. Why? You're in charge. Why don't you delegate the stress?" His conclusion is disarmingly simple: "It's your choice. You have to figure out how to set up your life in such a way that you can minimize the things." Two powerful reframes from Jeff Bezos here: First, enjoying half your work is an achievement most people never reach — so stop waiting for 100%. Second, if you're in a position of authority and drowning in stress, that's a design problem, not an inevitability.

Jeff Bezos challenges conventional views on professional satisfaction and executive pressure. His first point is a reality check on work-life expectations: "People have very high standards for how they want their work life to be. If you can get your work life to where you enjoy half of it, that is amazing, because very few people ever achieve that." Why such a high bar? Because nothing is friction-free. "The truth is everything comes with overhead. That's reality. Everything comes with pieces that you don't like." He illustrates this with examples from even the most coveted role: "You could be a Supreme Court justice and there's still going to be pieces of your job you don't like..." His advice is to accept the friction without letting it poison your outlook: "Every job comes with pieces you don't like and we need to say that's part of it and not resent those pieces… but also try to minimize them." Then he flips the script on leadership and stress: "There's this false idea that CEOs are under the most stress. Why? You're in charge. Why don't you delegate the stress?" His conclusion is disarmingly simple: "It's your choice. You have to figure out how to set up your life in such a way that you can minimize the things." Two powerful reframes from Jeff Bezos here: First, enjoying half your work is an achievement most people never reach — so stop waiting for 100%. Second, if you're in a position of authority and drowning in stress, that's a design problem, not an inevitability.

Big Brain Business

76,598 次观看 • 6 个月前

yeonjun's 2024 fortune ⭐️ "because of your unbreakable spirit that isn't easily swayed by anything, it'll be a year where you'll show strong mental strength that won't easy disrupt your self-balance. you won't change your mind about the direction of something once you've set your mind to do it. because of your personality that makes you do things consistently, you might hear from people that you're right minded and a man of integrity. since you are someone who is generally level headed and have the ability to understand things realistically, you'll be able to make good judgements and decisions. you don't really get tired of the same repetitive reality but even if you do feel tired or bored from it, you don't easily decide to move to your own place. this year, you will be able to secure a stronger position in your activities and on stage and you will have the opportunity to try out things that you had only imagined of. given this, you can carry out your plans to achieve all your grand goals. feeling the good luck that you haven't felt before, there might be a period where you feel a little lazy but once you humbly get through this period, you will be able fo take it as an opportunity. your diligence will stand out and you will get unexpected recognition from the people around you, making it possible for you to get the opportunity to focus on what you want. we hope that during this time, you'll be more meticulous and detailed than before while making yourself more competitive than other people. unlike previous years, it is a year with really great energy, where you'll be able to get things that others didn't think of and be able to use it first to your advantage to get opportunities."

yeonjun's 2024 fortune ⭐️ "because of your unbreakable spirit that isn't easily swayed by anything, it'll be a year where you'll show strong mental strength that won't easy disrupt your self-balance. you won't change your mind about the direction of something once you've set your mind to do it. because of your personality that makes you do things consistently, you might hear from people that you're right minded and a man of integrity. since you are someone who is generally level headed and have the ability to understand things realistically, you'll be able to make good judgements and decisions. you don't really get tired of the same repetitive reality but even if you do feel tired or bored from it, you don't easily decide to move to your own place. this year, you will be able to secure a stronger position in your activities and on stage and you will have the opportunity to try out things that you had only imagined of. given this, you can carry out your plans to achieve all your grand goals. feeling the good luck that you haven't felt before, there might be a period where you feel a little lazy but once you humbly get through this period, you will be able fo take it as an opportunity. your diligence will stand out and you will get unexpected recognition from the people around you, making it possible for you to get the opportunity to focus on what you want. we hope that during this time, you'll be more meticulous and detailed than before while making yourself more competitive than other people. unlike previous years, it is a year with really great energy, where you'll be able to get things that others didn't think of and be able to use it first to your advantage to get opportunities."

💬

145,465 次观看 • 2 年前

You have no business making a mess out of your mind. Your mind is your employee, not your enemy. If your mind is working against you, the first and most important thing to do is take a break from everything and fix yourself before you re-enter the world. #SadhguruWisdom

You have no business making a mess out of your mind. Your mind is your employee, not your enemy. If your mind is working against you, the first and most important thing to do is take a break from everything and fix yourself before you re-enter the world. #SadhguruWisdom

Sadhguru

32,259 次观看 • 1 年前

A SLAVE TO YOU. 2001 was her peak. It is easy and safe to say “Glad it was not me” and “I would have done it differently”. I see. Fame and Fortune is like dancing with a very large poisons snake and they always win. I have had, in a parallel former life, the chance to work with the very famous on their way up. The first thing I say is: “What goes up, will go down. Your career, your money (maybe) and your brain (most definitely) and just about every friendship”. This will happen to every single complex and all too human, human, some just do a good just a good job hiding it. No one is prepared for wealth and fame. Oh we all talk a big game, but no one is prepared. And the wealth and fame are a guarantee that when you fall, you fall hard. Oh you have the money to protect your fall but because of it your mind falls further than one could think is possible. You are so alone. Your parents, your grand parents, your siblings, your kids they all become part of what I call “The Elvis Syndrome”. To everything your constellation of folks around you say “Yes Elvis, that’s a real good idea”, to everything. See they assume, even if they don’t say it, that you must be a “genius” because they didn’t do what you did and they don’t have the money and fame. They assign genius to you and lesser to themselves. They dare not speak up. They prefer “Yes Elvis, have another fried peanut butter and bacon sandwich. You are not getting fat”. Long ago your burning starlight chased away any true friends, because even if they were strong to say truth, you believed your own public persona like everyone around you. You can not listen, you are the genius they have some job someplace. You also have just two options to anyone around you: 1) Your “crew” 2) People you pay And ironically they merge in to one and the same. All see your public persona and all see you as a means to get paid. Oh you go to “parties” with other rich and famous people but they are one of the above ultimately. Hierarchy forms around you and they naturally form a protection barrier. You have tantrums as fame rips you apart and you desperately try to become your public persona. Each layer you build to protect your all too human center moves you into more and more isolation. Shielded from real and needed pressures of life you are in your beautiful and well stocked velvet prison. You are now just a vehicle for moving money efficiently and surrounded by people that live off this largess. At the peak you may have advisors and they may seem to help. But they dare not tell you what they see even if they could see it. And most can’t see it because no one is prepared for it so they don’t have any better insight. This spans the enter ensemble of people that are now your satellites from gurus to lawyers, from plastic surgery doctors and fitness trainers. So what now? What if your dreams to “make it big”? Abundance does not fix a broken soul. And we all have this. Trauma is a great fuel, it will absolutely get you to orbit and you will shine, but trauma in orbit is the breaks that break you and when gravity wins, and it always does, you have no idea how to navigate going down. Trauma is what I have seen build everyone from Elvis to Steve Jobs. Trauma unresolved took them out. I am not saying your dreams are invalid and should not be your goal, I am saying that you don’t get a pass. No one does. And with fame and fortune it is nearly impossible to address it, because your ego can’t fit in a zip code. As you prepare for you fortune, and if you are reading this, you will have one, prepare your mind. Deal with the dark places that drive you. Make peace with the past, the people that did you wrong and mostly with yourself. But in this bargain you will remove some fuel for your rocket. It is the bargain. But it is the better path. We all will dance with the snake. But hopefully will know it. And you may have fame. Just don’t become a: “Slave to you”.

A SLAVE TO YOU. 2001 was her peak. It is easy and safe to say “Glad it was not me” and “I would have done it differently”. I see. Fame and Fortune is like dancing with a very large poisons snake and they always win. I have had, in a parallel former life, the chance to work with the very famous on their way up. The first thing I say is: “What goes up, will go down. Your career, your money (maybe) and your brain (most definitely) and just about every friendship”. This will happen to every single complex and all too human, human, some just do a good just a good job hiding it. No one is prepared for wealth and fame. Oh we all talk a big game, but no one is prepared. And the wealth and fame are a guarantee that when you fall, you fall hard. Oh you have the money to protect your fall but because of it your mind falls further than one could think is possible. You are so alone. Your parents, your grand parents, your siblings, your kids they all become part of what I call “The Elvis Syndrome”. To everything your constellation of folks around you say “Yes Elvis, that’s a real good idea”, to everything. See they assume, even if they don’t say it, that you must be a “genius” because they didn’t do what you did and they don’t have the money and fame. They assign genius to you and lesser to themselves. They dare not speak up. They prefer “Yes Elvis, have another fried peanut butter and bacon sandwich. You are not getting fat”. Long ago your burning starlight chased away any true friends, because even if they were strong to say truth, you believed your own public persona like everyone around you. You can not listen, you are the genius they have some job someplace. You also have just two options to anyone around you: 1) Your “crew” 2) People you pay And ironically they merge in to one and the same. All see your public persona and all see you as a means to get paid. Oh you go to “parties” with other rich and famous people but they are one of the above ultimately. Hierarchy forms around you and they naturally form a protection barrier. You have tantrums as fame rips you apart and you desperately try to become your public persona. Each layer you build to protect your all too human center moves you into more and more isolation. Shielded from real and needed pressures of life you are in your beautiful and well stocked velvet prison. You are now just a vehicle for moving money efficiently and surrounded by people that live off this largess. At the peak you may have advisors and they may seem to help. But they dare not tell you what they see even if they could see it. And most can’t see it because no one is prepared for it so they don’t have any better insight. This spans the enter ensemble of people that are now your satellites from gurus to lawyers, from plastic surgery doctors and fitness trainers. So what now? What if your dreams to “make it big”? Abundance does not fix a broken soul. And we all have this. Trauma is a great fuel, it will absolutely get you to orbit and you will shine, but trauma in orbit is the breaks that break you and when gravity wins, and it always does, you have no idea how to navigate going down. Trauma is what I have seen build everyone from Elvis to Steve Jobs. Trauma unresolved took them out. I am not saying your dreams are invalid and should not be your goal, I am saying that you don’t get a pass. No one does. And with fame and fortune it is nearly impossible to address it, because your ego can’t fit in a zip code. As you prepare for you fortune, and if you are reading this, you will have one, prepare your mind. Deal with the dark places that drive you. Make peace with the past, the people that did you wrong and mostly with yourself. But in this bargain you will remove some fuel for your rocket. It is the bargain. But it is the better path. We all will dance with the snake. But hopefully will know it. And you may have fame. Just don’t become a: “Slave to you”.

Brian Roemmele

115,188 次观看 • 7 个月前