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Mark Zuckerberg: "I'd rather hire someone with raw intelligence and no experience than a 10-year veteran" "The two most important things I look for, number one is just raw intelligence." Zuckerberg explains why: "You can hire someone who is a software engineer and has been doing it for 10... years. If they've been doing it for 10 years, that's probably what they're doing for their life. And that's cool. There are things that person can do. They're definitely useful in an organization." But here's the tradeoff: "If you find someone whose raw intelligence exceeds theirs but has way less experience, they can probably adapt and learn way quicker. Within a very short amount of time, they'll be able to do a lot of things that the experienced person may never be able to do." The second thing he looks for: "Alignment with what we're trying to do. People can be really smart or have skills that are directly applicable. But if they don't really believe in it, they're not going to work hard. Even if they're a smart guy who doesn't have the relevant experience, if they don't care enough, they're not going to develop the relevant experience in order to succeed." On who he's actually hired: "The best people I've hired so far have been people who didn't really have that much engineering experience. I hired a couple of electrical engineers out of Stanford as new programming staff. They had very little programming experience going in. But just really smart. Really willing to go at it." He gives an example: "The guy who built Photos was one of those guys. If you're willing to just go and do whatever it takes to get it out, you're probably more valuable than someone who's just a career software engineer."show more

Jaynit

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402,132 views • 4 months ago •via X (Twitter)

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35 Comments

Jebrim4 months ago

It sounds good on paper but looking at the type of people Zuckerberg has actually hired and the low quality of the products they’ve delivered, it’s difficult to really say he’s a good judge of talent.

IllTemperedTuna4 months ago

Mark has delivered nothing but failure for years. His initial offerings were never that innovative or technically demanding. Why are his thoughts on this matter relevant at all unless presented as a cautionary tale?

Kristoph4 months ago

Didn’t Meta shell out hunters of millions to hire the people with the most LLM experience to build his latest LLM? Because the initial group - presumably all very smart - failed to do that?

Eshan4 months ago

this advice works if you're meta and can afford to burn through 50 raw-intelligence hires to find the 3 who actually ship. it's survivorship bias from the hiring seat. the electrical engineer who built photos is the one zuckerberg remembers. the other raw-intelligence hires who flamed out in 6 months don't make the podcast. also "raw intelligence over experience" is easy to say when your codebase has 10,000 senior engineers maintaining the infrastructure that lets the brilliant new hire move fast. that safety net is invisible to the person giving the advice. take the same raw-intelligence hire and drop them into a 5 person startup with no guardrails and the calculus flips completely.

Jaynit4 months ago

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Phillip Brink Murray 🤠4 months ago

…but you need to keep an eye on these raw intelligence hires so they don’t turn into the next SBF. I like to hire a mix of raw intelligence no-nothings and the 10+ year veterans. Makes for a strong team.

Fabian K4 months ago

Ich setze auf Minimalismus im Hiring. Effizienz braucht weniger eingefahrene Routine und mehr kognitive Agilität. Intelligenz schlägt den perfekten Lebenslauf.

VC Intern4 months ago

The Photos builder example is perfect - willing to do whatever it takes > specialized credential. The AI parallel is slightly obvious: a 22-year-old who's genuinely curious and wires up agents quickly will outcompete someone with 10 years of legacy CRUD experience who's still skeptical of copilots. Raw intelligence + alignment with mission has always been the actual formula. Zuckerberg just says the quiet part loud.

I Pun Daddy4 months ago

Raw intelligence also tends to be cheaper and less likely to question your last 10 bad ideas.

Hr1stu4 months ago

The more various skills in different industries you have the better. Career people are deprecated. Too narrow

JakeZ19794 months ago

Rationalist arrogance. Imagine hiring someone as a 'doctor' based on your delusional conception of 'intelligence', instead of actual credentials. You wouldn't last very long, and wouldn't deserve to.

Ugne4 months ago

the tradeoff is real tho, you get adaptability but lose institutional knowledge. best teams probably need both types tbh

JYJ4 months ago

Agree, when people tell me, they've been doing it for a long time when challenged, I'm like well, doesn't mean you are any good at it

Tony Lu4 months ago

Raw intelligence indeed matters when you are building a fast-growing startup. You win through speed, pain tolerance, and obsession. But for most people who work in stable environments, experience is still key.

Fahim4 months ago

This is solid advice from Zuck. Smart, hungry people learn crazy fast and don't carry old baggage. I've worked with both types and the sharp newcomers often end up running circles around the "10 years exp" folks who just repeat the same stuff. Hiring for potential over pedigree makes sense if you can actually train them.

Gunmetal4 months ago

This is what all these big companies are doing with their leetcode tests and other assignments Legal iq tests but they can’t be blunt and test for iq or say it is one due to reasons They’re all filtering for the natural intelligent one and teaching them after they hire

Leandro Salinas4 months ago

Raw knowledge, intelligence, and a lot of desire to work.

Puf2003champ4 months ago

@TheConquerMM I will put "raw intelligence" on my resume and see how quickly their AI Hr bot rejects me.

Scott D. Witt4 months ago

Also notice the False Choice of this statement: Experience (aka: footdragger w/ no intelligence) OR Raw Intelligence “An ounce of history, is worth a pound of logic. - Oliver Wendell Holmes

Dimple Jatolia4 months ago

Raw intelligence isn’t rare. Relentless learners are. 10 years of experience often means 1 year repeated 10 times. Zuck isn’t betting on IQ. He’s betting on slope.

J.J.4 months ago

Except people are not that reliable; smart, dumb or in between. This is more divisive language based upon Zuck's "can PROBABLY adapt". Adaptability is not an age quality; it is a quality.

EW | Personal Finance & Investing4 months ago

"Intelligence is the ability to adapt to change." – Stephen Hawking

Chahid Chirchi4 months ago

honestly, raw intelligence can beat experience sometimes...

BB4 months ago

what do they get dumber as they work longer?

Tell_Grok4 months ago

Id hire my gf and I together cuz we like hate eachother and we're different types of smart , but we're both locked in coffee advil trade work addiction , imagine if we weren't and focus on something else idk it be weird she hates computer then she does whatever I do but is nuts

MATはAI🀄️🀄️🎌4 months ago

日本では新卒採用ってのが多いです。純粋培養ですね。

🌸🌺SunnySassyLin 🌺🌸4 months ago

Well, he's not overtly wrong.

Chloe liggett4 months ago

It’s about work ethic not necessarily the person with the most experience

🇺🇸4 months ago

basically takes advantage of people and uses them

U4RIA AI4 months ago

Experience is the sum of things you know; intelligence is the ability to learn. In 2026, learning to unlearn is better than 10 years of experience.

Ishwara Bhat4 months ago

About Meta layoffs. They spent many years at Meta. Did their raw intelligence decline ?

synctiles.com4 months ago

Building is different from ensuring. Ensuring has always been the labour market where wages get crazy. He hires veterans for that.

El Project Manager4 months ago

@SupplyChainBlog I cannot believe that such a big organization has a policy of one-size-fits-all profile for staffing. There must be some experienced programmers somewhere in Meta. And some other professionals too.

Арбитр бибенди 🟧4 months ago

@Abhishekcur Cool story. You don’t want to hire programmers but you make everyone to sit through four hours of mind-numbing leetcode. Two electrical engineers with no experience passed the interviews? I totally buy that

AK0014 months ago

one of the overhyped ceo with zero talent and only luck..

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Rambo Van Halen

28,675 views • 7 months ago

“You're not entitled to get what you want. I love you. You're entitled to earn what you're willing to go work for. And that's true in our families, in our parenting, in our marriage, in our companies, in society. If we want it, go earn it. If that's positivity, have positivity. I think and I am a positive person. I am jacked. I am excited. Obviously, you can feel my energy through technology here, I hope. Frankly, think positive people just need to get a lot stronger. I really do. I mean, I don't want to call them weak because people hear that differently but it kind of is. Look, if you want that positivity to stick, you’ve got to get tougher. Not sacrifice your love and your care and your empathy, but you got to get tough. And then we have to figure out how to love the people who are cynical because I don't think there's a ton of bad people in the world and I don't think there's a ton of bad people on teams. But I do think there are people who've been burned out. I do think there are people who have been through things in their lives. They've been through things in their company. They're experiencing stuff somewhere else. For whatever reason, they just kind of got run down and cynical and negative, or whatever. Or they're just wired a little different than we are. And I don't to hate on those people. I want to win those people. They don't have to be like me. They don't have to have my energy. But I want those people on my team. I want to love those people. And if eventually they choose that they don't believe in the same things that I believe in, I want to make it really clear and obvious that they don't want to be on this team because we're not about that. You know what I'm saying? I want it to be very easy, obvious, that, ‘Hey I should not be on this team. Because this team is full of very positive people who have great energy and talk to people, not about them.’ And we solve problems. We don't complain. We don't get defensive. We're real. I recognize I'm imperfect and I'm vulnerable to show you that about me. I want to be on that kind of a team. And if there's somebody who doesn’t believe in that stuff, I want to make it really easy for them to say, ‘Look, I don't want to be on this team. I don't wanna live like you guys live. I don't want do what you guys do.’ And then I really hope that that person leaves us and goes and joins our competitor.”

“You're not entitled to get what you want. I love you. You're entitled to earn what you're willing to go work for. And that's true in our families, in our parenting, in our marriage, in our companies, in society. If we want it, go earn it. If that's positivity, have positivity. I think and I am a positive person. I am jacked. I am excited. Obviously, you can feel my energy through technology here, I hope. Frankly, think positive people just need to get a lot stronger. I really do. I mean, I don't want to call them weak because people hear that differently but it kind of is. Look, if you want that positivity to stick, you’ve got to get tougher. Not sacrifice your love and your care and your empathy, but you got to get tough. And then we have to figure out how to love the people who are cynical because I don't think there's a ton of bad people in the world and I don't think there's a ton of bad people on teams. But I do think there are people who've been burned out. I do think there are people who have been through things in their lives. They've been through things in their company. They're experiencing stuff somewhere else. For whatever reason, they just kind of got run down and cynical and negative, or whatever. Or they're just wired a little different than we are. And I don't to hate on those people. I want to win those people. They don't have to be like me. They don't have to have my energy. But I want those people on my team. I want to love those people. And if eventually they choose that they don't believe in the same things that I believe in, I want to make it really clear and obvious that they don't want to be on this team because we're not about that. You know what I'm saying? I want it to be very easy, obvious, that, ‘Hey I should not be on this team. Because this team is full of very positive people who have great energy and talk to people, not about them.’ And we solve problems. We don't complain. We don't get defensive. We're real. I recognize I'm imperfect and I'm vulnerable to show you that about me. I want to be on that kind of a team. And if there's somebody who doesn’t believe in that stuff, I want to make it really easy for them to say, ‘Look, I don't want to be on this team. I don't wanna live like you guys live. I don't want do what you guys do.’ And then I really hope that that person leaves us and goes and joins our competitor.”

Brian Kight

38,031 views • 2 years ago

Andy Burnham, "I've had experience of trying to give care in 15 minute slots because that is what councils say that is all they can afford" "It's fine if the needs are moderate and you can complete the task in that time slot" "But what if they're not?" "What if the needs are moderate or severe and you try and do everything within 15 minutes" "I can tell you from experience, that can be a recipe for chaos" "And it leaves the staff in a difficult position, because they are told if they have a problem and cant complete what they're doing, ring 999" "That can be a really frightening experience. Because it often isn't the case that that person needs hospitalisation. You can say its the worst place they can end up" "But once that process is under way its very difficult to stop the drag of the system into hospital and everything that comes from that" "That's worse for the NHS and the staff who work there as well. It's a lose lose situation" "Because often people spend a long time A&E, a long time in hospital, then fit to be discharged but can't be discharged, it just is a pressure the NHS struggles to meet" "Today 6 million people over 65 are going to A&E every year" "In 2010 it was 3 million" "Last month 13,600 were medically fit to be discharged but couldn't be" "3,000 people every single day receive corridor care" "They used to be in winter pressures, but they're year round now" "And staff in the NHS are trying to deal with those pressures every single day" "And there is talk of burnout with NHS staff"

Andy Burnham, "I've had experience of trying to give care in 15 minute slots because that is what councils say that is all they can afford" "It's fine if the needs are moderate and you can complete the task in that time slot" "But what if they're not?" "What if the needs are moderate or severe and you try and do everything within 15 minutes" "I can tell you from experience, that can be a recipe for chaos" "And it leaves the staff in a difficult position, because they are told if they have a problem and cant complete what they're doing, ring 999" "That can be a really frightening experience. Because it often isn't the case that that person needs hospitalisation. You can say its the worst place they can end up" "But once that process is under way its very difficult to stop the drag of the system into hospital and everything that comes from that" "That's worse for the NHS and the staff who work there as well. It's a lose lose situation" "Because often people spend a long time A&E, a long time in hospital, then fit to be discharged but can't be discharged, it just is a pressure the NHS struggles to meet" "Today 6 million people over 65 are going to A&E every year" "In 2010 it was 3 million" "Last month 13,600 were medically fit to be discharged but couldn't be" "3,000 people every single day receive corridor care" "They used to be in winter pressures, but they're year round now" "And staff in the NHS are trying to deal with those pressures every single day" "And there is talk of burnout with NHS staff"

Farrukh

19,411 views • 1 month ago

🚨 NOW: President Trump is GOING HARD calling on Senate Republicans to get SMART and NUKE the filibuster Leader Thune needs to OBTAIN THE VOTES! Imagine how easily we can pass SAVE America🔥 "I think it's very foolish for the Republicans not to immediately terminate the filibuster and get everything approved, like the great big beautiful bill. And I think they're getting much closer to it. It's shocking that there are some, a couple of people that just don't want to do it." "Now, why? You'll have to ask them. But if we did that, we could get things done at a record clip. I deal with it all the time." "I mean, especially lately, I said, how much can a Republican senator stand because what they're doing with respect to defunding all of our law enforcement, frankly, which is really what they're doing. They're defunding ICE. They're defunding Border Patrol." "They're defunding some of our greatest people, our greatest patriots. And at some point, I think the senators have to get smart and they have to do it because the Democrats will do it in their first hour." "And they'll use it in their first day and they'll be adding additional states and they'll be adding additional Supreme Court justices." "I hear up to 21 is the number they really want. Twenty one. They want to dilute it and it would be terrible." "There will be very little voting cheating if we do the Save America Act. And the way they're going to do that is to terminate the filibuster."

🚨 NOW: President Trump is GOING HARD calling on Senate Republicans to get SMART and NUKE the filibuster Leader Thune needs to OBTAIN THE VOTES! Imagine how easily we can pass SAVE America🔥 "I think it's very foolish for the Republicans not to immediately terminate the filibuster and get everything approved, like the great big beautiful bill. And I think they're getting much closer to it. It's shocking that there are some, a couple of people that just don't want to do it." "Now, why? You'll have to ask them. But if we did that, we could get things done at a record clip. I deal with it all the time." "I mean, especially lately, I said, how much can a Republican senator stand because what they're doing with respect to defunding all of our law enforcement, frankly, which is really what they're doing. They're defunding ICE. They're defunding Border Patrol." "They're defunding some of our greatest people, our greatest patriots. And at some point, I think the senators have to get smart and they have to do it because the Democrats will do it in their first hour." "And they'll use it in their first day and they'll be adding additional states and they'll be adding additional Supreme Court justices." "I hear up to 21 is the number they really want. Twenty one. They want to dilute it and it would be terrible." "There will be very little voting cheating if we do the Save America Act. And the way they're going to do that is to terminate the filibuster."

Eric Daugherty

25,603 views • 4 months ago

Steven Sinofsky on why it's hard for AI to diffuse through firms: "Algorithmic thinking is really, really, really hard for the vast majority of people who have jobs… If you were to go into any person and ask them to create a flow chart for a particular thing that they have to go do, they would probably fail at producing that flow chart." "So within any organization, say doing a marketing plan… one person probably understands and could document the flow chart. So if you put one of these agents or this coworking tool in front of people… their ability to explain to it what to do is really, really limited." "You're basically just developing the next abstraction layer for how people interact… at each level of the abstraction layer, [it's] been a highly skilled, very specific individual within an organization… and then the little parts they build become little toollets… and some people can stitch together and some can't." Steven Sinofsky

Steven Sinofsky on why it's hard for AI to diffuse through firms: "Algorithmic thinking is really, really, really hard for the vast majority of people who have jobs… If you were to go into any person and ask them to create a flow chart for a particular thing that they have to go do, they would probably fail at producing that flow chart." "So within any organization, say doing a marketing plan… one person probably understands and could document the flow chart. So if you put one of these agents or this coworking tool in front of people… their ability to explain to it what to do is really, really limited." "You're basically just developing the next abstraction layer for how people interact… at each level of the abstraction layer, [it's] been a highly skilled, very specific individual within an organization… and then the little parts they build become little toollets… and some people can stitch together and some can't." Steven Sinofsky

a16z

232,150 views • 5 months ago

Elon Musk on how to recruit the best talent in the world: "For the really best people in the world, they'll want to know: is what they're doing going to matter? If they spend 10 years doing this, will it make a difference to the world? Will people notice? Will it matter?" Elon breaks down recruiting talent into three core things. As he puts it: "If you want to recruit people that are really talented and driven, you have to state what's the mission, what's the problem we're trying to solve, and just be clearly willing to pour a lot of Blood, Sweat, and Tears into it. And have a convincing argument for why it matters." The three major things for motivation: "First of all, somebody's got to look forward to coming to work in the morning. Are they enjoying the work itself intrinsically? That's very important. And the right work environment can really make a big difference there." Second: "They also feel like they'll receive fair financial compensation. The financial rewards are good and fair." And third, the one that separates good from exceptional: "For the really best people in the world, they'll want to know—is what they're doing going to matter? If they spend 10 years doing this, will it make a difference to the world? Will people notice? Will it matter?" The best talent wants impact, not just income.

Elon Musk on how to recruit the best talent in the world: "For the really best people in the world, they'll want to know: is what they're doing going to matter? If they spend 10 years doing this, will it make a difference to the world? Will people notice? Will it matter?" Elon breaks down recruiting talent into three core things. As he puts it: "If you want to recruit people that are really talented and driven, you have to state what's the mission, what's the problem we're trying to solve, and just be clearly willing to pour a lot of Blood, Sweat, and Tears into it. And have a convincing argument for why it matters." The three major things for motivation: "First of all, somebody's got to look forward to coming to work in the morning. Are they enjoying the work itself intrinsically? That's very important. And the right work environment can really make a big difference there." Second: "They also feel like they'll receive fair financial compensation. The financial rewards are good and fair." And third, the one that separates good from exceptional: "For the really best people in the world, they'll want to know—is what they're doing going to matter? If they spend 10 years doing this, will it make a difference to the world? Will people notice? Will it matter?" The best talent wants impact, not just income.

Jaynit

149,367 views • 8 months ago

Here is the actual GOP candidate for President of the United States attempting to say something about Mark Zuckerberg which is literally all I can figure out from this 90-SECOND LONG SENTENCE. 😵‍💫 “So Mark Zuckerberg called me first of all he called me a few times she called me after the event that he said that was really amazing it was very brave and you know and he actually announced he's not going to support a Democrat because he can't because he respected me for what I did that day I think what I did maybe was a norm to me it was a normal response but I was called by Mark Zuckerberg yesterday the day before on this same subject and he actually apologized he said they made a mistake etc etc in the correcting mistake a Google nobody called from Google one of the things I do in a show like yours you you show you know you see them Fox but what you really see it is all over the place they take clips of your show that you're doing right now with me and if I do a good job they're going to vote for me they're going to vote for me because it's not just on Fox it's on Fox is a smaller part of it you're on all over this those little beautiful cell phones you're on you're all over the place you have a product you have a great product you have a great brand so you have to get out you have to get out you have to do things like your show and other shows and Google has been very bad they've been very irresponsible and I have a feeling that Google isn't going to be close to shut down because I don't think Congress is going to take it I really don't think so Google has to be careful now I will say this I believe Mark Zuckerberg he called me so he called me a lot they are working and I think they fixed it but what can he's not doing what he did four years ago with the five hundred million dollars I don't believe.”

Jim Stewartson, Decelerationist 🇨🇦🇺🇦🇺🇸

2,250,292 views • 2 years ago

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

35,334 views • 1 month ago

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

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

Jaynit

26,918 views • 1 month ago

"The world was built by people that are not much smarter than you." Replit CEO Amjad Masad on why old career advice no longer maps to reality: "There are a lot of rules that are accidental, that are there for historical reasons." "Your job is to find the path to the future. Find the way of doing things that's most aligned with where the world is headed." "It's not about cheating, it's about figuring out how the system is rigged against you. How do you actually hack it? How do you get past it?" "AI is a great tool for that." "If you're someone who just understands how these tools work, and understand how you have an amazing time advantage. You can do things a lot faster." "There are a lot of programmers that are still doing programming the old way, and they're going very, very slow... until they get obsoleted." Amjad Masad with jack neel

"The world was built by people that are not much smarter than you." Replit CEO Amjad Masad on why old career advice no longer maps to reality: "There are a lot of rules that are accidental, that are there for historical reasons." "Your job is to find the path to the future. Find the way of doing things that's most aligned with where the world is headed." "It's not about cheating, it's about figuring out how the system is rigged against you. How do you actually hack it? How do you get past it?" "AI is a great tool for that." "If you're someone who just understands how these tools work, and understand how you have an amazing time advantage. You can do things a lot faster." "There are a lot of programmers that are still doing programming the old way, and they're going very, very slow... until they get obsoleted." Amjad Masad with jack neel

a16z

42,172 views • 6 months ago

Rick Rubin: "Make what you love, not what you think people will like" "If you want to live in a creative way, which will benefit everything in your life, be a better person in your family, do a better job starting a new business, it's all the same. I don't really know anything about music. It's more a way of looking at the world and wanting it to be the best it could possibly be. And doing whatever it takes to be the best it could possibly be." Rubin shares how his career happened: "From the beginning, I never thought any of the things I'm doing were possible or realistic. I just did things out of the love of them, thinking I would have real jobs. That my passion would be my hobby, and I'd have a job to support my hobby. And it just magically turned out different than that without me knowing it was possible." On why some things connect and others don't: "The stars line up at certain times for certain things to happen. Sometimes you can make something great, and it doesn't connect for whatever reason. Sometimes you make two things you think are the two best things you've ever made. One of them connects with the world. One of them doesn't. And it might not have anything to do with what's in the art. It might be that it came out the same day as something else. Or there was a bigger story at the time. There's so much to it that we don't understand." He continues: "All we can do is make something good and put it out and hope for the best. That's all there is. We never know why things work. Even if you make a piece of art and it works, you may not know why." On talent versus work ethic: "There are a lot of talented people who never make it because they don't have the work ethic. It's not just talent, talent's a piece. And you could argue for some people, the work ethic trumps the talent." Rubin explains what real collaboration is: "Having worked with a lot of bands, I see there's often this friction where people are trying to get their idea in. That's not a collaboration. A real collaboration is when everyone who's there is working together towards whatever is the best thing for the whole. Whether it's your idea or someone else's idea, it doesn't matter. If you're invested in the collaboration, you want the best idea to win. You don't want your idea to win." On what makes art great: "What makes it great is the personal. With all of its imperfections. With all of its quirkiness. That's what makes it great. How you see the world that's different from how everyone else sees the world. That's why you're an artist. That's your purpose in sharing your work with the world." He warns against being derivative: "There are these derivative voices where they're finding what they think other people want to hear, and they start saying it because they've heard other people say similar things that are now successful. Even if they have some short-term success doing that, it's not revolutionary. It doesn't change the world. It doesn't last. The people who you first see and you might not like that you come to like because you don't understand them at first, those are the ones that change the world. Those are the ones you dedicate your fandom to for life." Rubin shares his philosophy on taste: "You can't second-guess your own taste for what someone else is going to like. We're not smart enough to know what someone else is going to like. To make something thinking, 'Well, I don't really like it, but I think this group of people will like it,' it's a bad way to play the game of music or art. You have to do what's personal to you. Take it as far as you can go. Really push the boundaries. And people will resonate with it if they're supposed to resonate with it." He describes creativity as catching waves: "We're really talking about magic. The universe conspiring on our behalf if we let it. Being in this flow of catching these waves that anyone can catch. If you're trying to catch it, you're open to it, you see it coming, you take off on every chance you get. And sometimes the ride happens. It's remarkable how it happens. It doesn't come from preconception. It's not an idea. It's through the doing." Rubin explains how ideas exist in the universe: "Have you ever had that experience where you have an idea for something, you don't do it, and then six months later you see someone else has done it? It's not because they took your idea. It's that it's time for that, and you can act on it or not. The best artists are the ones who have the best antenna for this material that's available. It's coming through. The best comedians see the best jokes. They see them coming. We all live in the same world; the way you see it, you have the best joke because you see it best." He closes with how to stay open: "If we listen to what's going on around us, you can overhear a conversation in a coffee shop, and it is the setup for an idea you're working on. You hear a phrase you don't commonly use. My experience is: when you are open and looking for these clues in the world, they're happening all the time. And they're happening often right when you need them."

Rick Rubin: "Make what you love, not what you think people will like" "If you want to live in a creative way, which will benefit everything in your life, be a better person in your family, do a better job starting a new business, it's all the same. I don't really know anything about music. It's more a way of looking at the world and wanting it to be the best it could possibly be. And doing whatever it takes to be the best it could possibly be." Rubin shares how his career happened: "From the beginning, I never thought any of the things I'm doing were possible or realistic. I just did things out of the love of them, thinking I would have real jobs. That my passion would be my hobby, and I'd have a job to support my hobby. And it just magically turned out different than that without me knowing it was possible." On why some things connect and others don't: "The stars line up at certain times for certain things to happen. Sometimes you can make something great, and it doesn't connect for whatever reason. Sometimes you make two things you think are the two best things you've ever made. One of them connects with the world. One of them doesn't. And it might not have anything to do with what's in the art. It might be that it came out the same day as something else. Or there was a bigger story at the time. There's so much to it that we don't understand." He continues: "All we can do is make something good and put it out and hope for the best. That's all there is. We never know why things work. Even if you make a piece of art and it works, you may not know why." On talent versus work ethic: "There are a lot of talented people who never make it because they don't have the work ethic. It's not just talent, talent's a piece. And you could argue for some people, the work ethic trumps the talent." Rubin explains what real collaboration is: "Having worked with a lot of bands, I see there's often this friction where people are trying to get their idea in. That's not a collaboration. A real collaboration is when everyone who's there is working together towards whatever is the best thing for the whole. Whether it's your idea or someone else's idea, it doesn't matter. If you're invested in the collaboration, you want the best idea to win. You don't want your idea to win." On what makes art great: "What makes it great is the personal. With all of its imperfections. With all of its quirkiness. That's what makes it great. How you see the world that's different from how everyone else sees the world. That's why you're an artist. That's your purpose in sharing your work with the world." He warns against being derivative: "There are these derivative voices where they're finding what they think other people want to hear, and they start saying it because they've heard other people say similar things that are now successful. Even if they have some short-term success doing that, it's not revolutionary. It doesn't change the world. It doesn't last. The people who you first see and you might not like that you come to like because you don't understand them at first, those are the ones that change the world. Those are the ones you dedicate your fandom to for life." Rubin shares his philosophy on taste: "You can't second-guess your own taste for what someone else is going to like. We're not smart enough to know what someone else is going to like. To make something thinking, 'Well, I don't really like it, but I think this group of people will like it,' it's a bad way to play the game of music or art. You have to do what's personal to you. Take it as far as you can go. Really push the boundaries. And people will resonate with it if they're supposed to resonate with it." He describes creativity as catching waves: "We're really talking about magic. The universe conspiring on our behalf if we let it. Being in this flow of catching these waves that anyone can catch. If you're trying to catch it, you're open to it, you see it coming, you take off on every chance you get. And sometimes the ride happens. It's remarkable how it happens. It doesn't come from preconception. It's not an idea. It's through the doing." Rubin explains how ideas exist in the universe: "Have you ever had that experience where you have an idea for something, you don't do it, and then six months later you see someone else has done it? It's not because they took your idea. It's that it's time for that, and you can act on it or not. The best artists are the ones who have the best antenna for this material that's available. It's coming through. The best comedians see the best jokes. They see them coming. We all live in the same world; the way you see it, you have the best joke because you see it best." He closes with how to stay open: "If we listen to what's going on around us, you can overhear a conversation in a coffee shop, and it is the setup for an idea you're working on. You hear a phrase you don't commonly use. My experience is: when you are open and looking for these clues in the world, they're happening all the time. And they're happening often right when you need them."

Jaynit

109,182 views • 5 months ago

First Hand Account of Hurricane Helene Victim Confirming $750 FEMA Aid Offered To Him IS A LOAN American has been crying for 20 minutes after FEMA visited him, “sorry for the emotions” “There is a FEMA man who came and explained something very serious about the $750 that you guys don't know and that they're not going to tell you. And unless you have a magnifying glass in the contract that they're going to sign during your inspection, you'll never see it. So you're going to hear it from me and hopefully from everybody else who is going to share this shit around. The $750 is a loan. It's not free. They're not giving it to you. It's a loan And if you don't pay back that seven hundred and fifty dollar loan within a year, they're gonna seize your property” “Don't take it. Do not take it. One thing that you're going to notice folks is they're not giving that money to people who have a little bit of money. They're not giving it to people who have jobs. They're giving it to the welfare of people who have nothing, who have absolutely nothing. And they're going to take advantage of these people first.” “It just, just blows my mind”

First Hand Account of Hurricane Helene Victim Confirming $750 FEMA Aid Offered To Him IS A LOAN American has been crying for 20 minutes after FEMA visited him, “sorry for the emotions” “There is a FEMA man who came and explained something very serious about the $750 that you guys don't know and that they're not going to tell you. And unless you have a magnifying glass in the contract that they're going to sign during your inspection, you'll never see it. So you're going to hear it from me and hopefully from everybody else who is going to share this shit around. The $750 is a loan. It's not free. They're not giving it to you. It's a loan And if you don't pay back that seven hundred and fifty dollar loan within a year, they're gonna seize your property” “Don't take it. Do not take it. One thing that you're going to notice folks is they're not giving that money to people who have a little bit of money. They're not giving it to people who have jobs. They're giving it to the welfare of people who have nothing, who have absolutely nothing. And they're going to take advantage of these people first.” “It just, just blows my mind”

Wall Street Apes

1,860,335 views • 1 year ago

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

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

Coach AJ 🎯 Mental Fitness

37,867 views • 6 months ago

🚨 BREAKING: President Trump just STUNNED a Fake News reporter by confirming he MEANT WHAT HE SAID about federal agents pummeling leftist rioters if they launch an attack Q: What do you mean people will suffer?! TRUMP: "If they do anything BAD? They WILL HAVE TO SUFFER!" 🔥🔥🔥 "If they start spitting in people's faces, punching our people, punching our soldiers, our patriots, they will get taken care of in at least an equal way!" "They're not going to do that. Like, you know, you see it, the way they treat our people. And I said, you're allowed — if somebody does that, you can do something back." "You're NOT going to stand there and take it. If somebody spits in your face, that will not be a pleasant thing for the person that spits!" "We're NOT letting people spit in our soldiers' face as they stand in attention and they're not allowed to do anything." "If they throw bricks at a car, at one of our vehicles, at a very expensive vehicle, they're going to be met with very, very serious force." The order has been given. TIME TO UNLEASH.

🚨 BREAKING: President Trump just STUNNED a Fake News reporter by confirming he MEANT WHAT HE SAID about federal agents pummeling leftist rioters if they launch an attack Q: What do you mean people will suffer?! TRUMP: "If they do anything BAD? They WILL HAVE TO SUFFER!" 🔥🔥🔥 "If they start spitting in people's faces, punching our people, punching our soldiers, our patriots, they will get taken care of in at least an equal way!" "They're not going to do that. Like, you know, you see it, the way they treat our people. And I said, you're allowed — if somebody does that, you can do something back." "You're NOT going to stand there and take it. If somebody spits in your face, that will not be a pleasant thing for the person that spits!" "We're NOT letting people spit in our soldiers' face as they stand in attention and they're not allowed to do anything." "If they throw bricks at a car, at one of our vehicles, at a very expensive vehicle, they're going to be met with very, very serious force." The order has been given. TIME TO UNLEASH.

Eric Daugherty

32,061 views • 7 months ago

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

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

Jaynit

74,484 views • 6 months ago

🚨 WHOA! President Trump just delivered a massive FAFO warning to Iran: "In one half of a day, they wouldn't have ONE bridge standing. They wouldn't have ONE electric generating plant standing. And they're back in the stone ages. I'd rather not do that!" "But I do believe they're going to come to the table on this because nobody can be so stupid as to say that we want to have nuclear weapons." "I could take out Iran in one day. I could take down in one in one hour." "I could have their entire energy, everything, every one of their plants, their electric generating plants, which is a big deal." "And I hate to do it because if I do it, it takes you 10 years to rebuild. They'll never be able to rebuild it." "And the other thing you take out of the bridges. I took out one just to show them because they went public with a statement that wasn't true. They admitted it." "I say, I'm going to take out a bridge. And I took out a bridge. And that was the end of that. Now they've been really behaving quite well."

🚨 WHOA! President Trump just delivered a massive FAFO warning to Iran: "In one half of a day, they wouldn't have ONE bridge standing. They wouldn't have ONE electric generating plant standing. And they're back in the stone ages. I'd rather not do that!" "But I do believe they're going to come to the table on this because nobody can be so stupid as to say that we want to have nuclear weapons." "I could take out Iran in one day. I could take down in one in one hour." "I could have their entire energy, everything, every one of their plants, their electric generating plants, which is a big deal." "And I hate to do it because if I do it, it takes you 10 years to rebuild. They'll never be able to rebuild it." "And the other thing you take out of the bridges. I took out one just to show them because they went public with a statement that wasn't true. They admitted it." "I say, I'm going to take out a bridge. And I took out a bridge. And that was the end of that. Now they've been really behaving quite well."

Eric Daugherty

204,625 views • 5 months ago