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Leadership is the ability to solve problems. Seek problems because they reveal paths toward growth. But the best leaders don't just problem solve—they empower those they lead to take ownership, allowing them reps at problem solving, and creating more leaders in the process.

Buzz Williams

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28,439 views • 1 year ago •via X (Twitter)

Education Comedy

Anya Rossi• Live Now

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Jim Hicks1 year ago

Bango!

stewar frank....1 year ago

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Blagojevich unloads on Democrats: they don’t want to solve problems. “They don’t want to solve problems because they don’t want to lose the issues… They want to posture and pander, but they don’t want to solve problems.” — Rod Blagojevich

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Naval Ravikant explains the importance of hiring high-agency people “[Hire] people who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions. Because building a startup is an infinite set of problems that are being thrown at you.” Video Source: AngelList

Naval Ravikant explains the importance of hiring high-agency people “[Hire] people who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions. Because building a startup is an infinite set of problems that are being thrown at you.” Video Source: AngelList

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President Trump has shown us how easy it is to fix the crime problem. You crack down on it, you enforce the law, and you solve the problem. But these far-left leaders want the problems. Because they know if they never fix them, they can continue to pour our tax dollars into them and siphon money off for their side projects. That’s not a trade-off the American people are willing to take anymore.

President Trump has shown us how easy it is to fix the crime problem. You crack down on it, you enforce the law, and you solve the problem. But these far-left leaders want the problems. Because they know if they never fix them, they can continue to pour our tax dollars into them and siphon money off for their side projects. That’s not a trade-off the American people are willing to take anymore.

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Dr. Phil Goes Off Script With Stunning Criticism of the US Government “We got people in charge of solving problems that don’t really want to solve them because their job depends on having that problem. “They need that problem to justify their existence. They need that problem to maintain this huge bureaucracy, to maintain this big budget, this big agency. They need that problem to exist. I think we’ve got people in charge of solving problems that are not problem solvers.”

Dr. Phil Goes Off Script With Stunning Criticism of the US Government “We got people in charge of solving problems that don’t really want to solve them because their job depends on having that problem. “They need that problem to justify their existence. They need that problem to maintain this huge bureaucracy, to maintain this big budget, this big agency. They need that problem to exist. I think we’ve got people in charge of solving problems that are not problem solvers.”

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Tony Robbins has the best take on why men and women process emotions so differently: "Men don't share their feelings, because their job is to solve a problem. In a man's world, the more you solve problems, the more you move up the hierarchy of being a man. In a woman's world, you share your problems so you can connect and feel for the person."

Tony Robbins has the best take on why men and women process emotions so differently: "Men don't share their feelings, because their job is to solve a problem. In a man's world, the more you solve problems, the more you move up the hierarchy of being a man. In a woman's world, you share your problems so you can connect and feel for the person."

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Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”

Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”

Startup Archive

552,837 views • 2 years ago

Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel "Peter Thiel used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it's insulting to be asked to do just one thing. But Peter would enforce this pretty strictly. He'd basically say: 'I will not talk to you about anything else except for this one thing that I've assigned to you. I don't want to hear about how great you're doing in this other area. Just focus until you conquer this one problem.'... The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they're difficult--you don't wake up in the morning with a solution to them, so you tend to procrastinate... If you have a company that's always solving B+ problems, you'll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it" Video source: Y Combinator (2014)

Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel "Peter Thiel used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it's insulting to be asked to do just one thing. But Peter would enforce this pretty strictly. He'd basically say: 'I will not talk to you about anything else except for this one thing that I've assigned to you. I don't want to hear about how great you're doing in this other area. Just focus until you conquer this one problem.'... The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they're difficult--you don't wake up in the morning with a solution to them, so you tend to procrastinate... If you have a company that's always solving B+ problems, you'll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it" Video source: Y Combinator (2014)

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When hiring executives, travis kalanick prioritizes one skill above all others: the ability to solve hard problems. "There's two things you want an executive to do. You want them to be able to organize, manage, and lead at scale. You also want them to be epic and strategic problem solvers... the best executives are the ones that are doing both well." "I have come to the conclusion over my years, that problem solving is the most important thing. If you get somebody who organizes and manages well but cannot solve a problem, they're going to be doing ridiculous stuff in a super organized way. The only constraint on your imagination is management capacity. But what is management capacity? It's really problem solving at scale."

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The far left, unelected officials, and media want you to focus more on who is solving the problems than the problems they are solving.

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