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Pixar founder Ed Catmull explains why George Lucas invented technology for his “competitors” “George Lucas had a very strong sense of wanting to contribute to the entire field.” “He wanted to affect the entire industry.” “It was a really exciting place to work because you're developing technology, and the...

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David Senra

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19,908 görüntüleme • 2 ay önce •via X (Twitter)

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Mark Zuckerberg on the importance of engineers if you’re building a technology company “We never thought about ourselves as a website or a social network or anything like that.” Mark believes many companies define themselves too narrowly: “It’s one of the things I observed as soon as I came out to [Silicon] Valley. All these companies that called themselves technology companies were not really set up that way. The CEO wasn’t technical. The board of directors had no one technical on it… And it’s like alright, if that’s your team, then you’re not a technology company.” He believes there’s a balance: “You don’t want everyone to be an engineer because there’s other things that matter too. But if you don’t have a high enough share of the company as engineers, then you’re not a technology company.” This makes sense when you view it in the context of Mark’s strategy for Meta: “I define our strategy as: If we can learn faster than every other company, we’re going to win. We’re going to build a better product than everyone else because we’re going to get it out first, we’re going to have a good feedback loop, and we’re going to learn what people like better than other people.” He concludes: “I think that’s basically the formula. Be a technology company. Build a good foundation. Learn from what other people are focused on in the world. And iterate as quickly as you can.” Video source: Acquired Podcast (2024)
1:18

Mark Zuckerberg on the importance of engineers if you’re building a technology company “We never thought about ourselves as a website or a social network or anything like that.” Mark believes many companies define themselves too narrowly: “It’s one of the things I observed as soon as I came out to [Silicon] Valley. All these companies that called themselves technology companies were not really set up that way. The CEO wasn’t technical. The board of directors had no one technical on it… And it’s like alright, if that’s your team, then you’re not a technology company.” He believes there’s a balance: “You don’t want everyone to be an engineer because there’s other things that matter too. But if you don’t have a high enough share of the company as engineers, then you’re not a technology company.” This makes sense when you view it in the context of Mark’s strategy for Meta: “I define our strategy as: If we can learn faster than every other company, we’re going to win. We’re going to build a better product than everyone else because we’re going to get it out first, we’re going to have a good feedback loop, and we’re going to learn what people like better than other people.” He concludes: “I think that’s basically the formula. Be a technology company. Build a good foundation. Learn from what other people are focused on in the world. And iterate as quickly as you can.” Video source: Acquired Podcast (2024)

Startup Archive

44,116 görüntüleme • 9 ay önce

Lawrence Kasdan on how George Lucas helped him to make "Body Heat" (1981) & the most important advice George Lucas gave Kasdan before his debut movie: "Interviewer: What was it like making the jump into directing? Kasdan: Part of it had to do with George, because Alan Ladd Jr. said "You have to get a sponsor," because that's what was happening then. So I went to George and he said "I can't put the Lucasfilm name on Body Heat because it's too dirty. But I will sponsor you." So he went to Laddie and said "I'll sponsor Larry to do 'Body Heat'. Here's a quarter of a million dollars, and if he goes over (budget), you can use that to cover his overages," which just astounding! George never came to the set, but when we were editing, George spent one day in the cutting room with me, which was very helpful. But making the jump was not hard, because I had been imagining directing for a long time (laughs). Every movie I had written, I had already directed in my head, so it turned out to be not that big a deal. I was so happy. People don't talk about that too much. We have a way of being cool about our careers. The truth is, I'm happy about it, that I get to (make movies). It was true 20 years ago, and it's true now. (...) Interviewer: Any advice for first-time directors? Kasdan: George Lucas said the most useful thing to me as I was about to do 'Body Heat'. I said "George, I don't know that much about the technical stuff." And keep in mind that George is Mr. Technology, right? He said "Making movies has nothing to do with the technical stuff. It has everything to do with what kind of person you are." It was the most important thing anyone ever said to me about directing. I had a lot of confidence in the sort of person I was. I knew the kind of stories I wanted to tell. I knew the kind of atmosphere I wanted to create on my set. I knew the kind of life I wanted to live and how I wanted my work to embody that life, so the fact that I didn't know anything technically didn't really matter. You can learn the technical stuff like that (snaps fingers). So the fact that it was George who told me this was very comforting. And it turned out to be absolutely true." (Lawrence Kasdan's interview with Alex Simon, Venice Magazine, 2001)
1:27

Lawrence Kasdan on how George Lucas helped him to make "Body Heat" (1981) & the most important advice George Lucas gave Kasdan before his debut movie: "Interviewer: What was it like making the jump into directing? Kasdan: Part of it had to do with George, because Alan Ladd Jr. said "You have to get a sponsor," because that's what was happening then. So I went to George and he said "I can't put the Lucasfilm name on Body Heat because it's too dirty. But I will sponsor you." So he went to Laddie and said "I'll sponsor Larry to do 'Body Heat'. Here's a quarter of a million dollars, and if he goes over (budget), you can use that to cover his overages," which just astounding! George never came to the set, but when we were editing, George spent one day in the cutting room with me, which was very helpful. But making the jump was not hard, because I had been imagining directing for a long time (laughs). Every movie I had written, I had already directed in my head, so it turned out to be not that big a deal. I was so happy. People don't talk about that too much. We have a way of being cool about our careers. The truth is, I'm happy about it, that I get to (make movies). It was true 20 years ago, and it's true now. (...) Interviewer: Any advice for first-time directors? Kasdan: George Lucas said the most useful thing to me as I was about to do 'Body Heat'. I said "George, I don't know that much about the technical stuff." And keep in mind that George is Mr. Technology, right? He said "Making movies has nothing to do with the technical stuff. It has everything to do with what kind of person you are." It was the most important thing anyone ever said to me about directing. I had a lot of confidence in the sort of person I was. I knew the kind of stories I wanted to tell. I knew the kind of atmosphere I wanted to create on my set. I knew the kind of life I wanted to live and how I wanted my work to embody that life, so the fact that I didn't know anything technically didn't really matter. You can learn the technical stuff like that (snaps fingers). So the fact that it was George who told me this was very comforting. And it turned out to be absolutely true." (Lawrence Kasdan's interview with Alex Simon, Venice Magazine, 2001)

DepressedBergman

86,932 görüntüleme • 3 ay önce

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)
1:56

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Startup Archive

63,921 görüntüleme • 11 ay önce

Ben Horowitz: “To be a good CEO people have to want to work for you” “What's the fundamental thing that you have to be able to do in order to be CEO? People have to want to work for you. That's it. Because if nobody wants to work for you… you can't actually do anything.” Ben urges founders to consider the reasons people actually want to work for a person: “Do they have good vision? Do they care about my interests and not just theirs? Are they somebody that I can get behind? These are the questions people ask of themselves.” He points out that TV generally portrays CEOs as ruthless, but that’s actually the opposite of what you want to do because nobody wants to work for a person like that. Video source: University of California (2010)
0:37

Ben Horowitz: “To be a good CEO people have to want to work for you” “What's the fundamental thing that you have to be able to do in order to be CEO? People have to want to work for you. That's it. Because if nobody wants to work for you… you can't actually do anything.” Ben urges founders to consider the reasons people actually want to work for a person: “Do they have good vision? Do they care about my interests and not just theirs? Are they somebody that I can get behind? These are the questions people ask of themselves.” He points out that TV generally portrays CEOs as ruthless, but that’s actually the opposite of what you want to do because nobody wants to work for a person like that. Video source: University of California (2010)

Startup Archive

47,579 görüntüleme • 5 ay önce

. Naval: I don’t think you need to have a PhD to be a scientist. If you are naturally curious and you’re rigorous and you discover new things, you’re a scientist. One of my Twitter quips was, “The only true test of intelligence is if you get what you want out of life,” and that triggers a lot of people. But how else do you know? How else do you know if you’re smart? If you’re not getting what you want out of life, how smart are you really? You might have had bad luck once upon a time, but consistently, every time? I doubt it. And there’s two parts to that. One is actually testing yourself against the world to see if you get what you want. And the other is wanting the right things in the first place. You know, I wish I was 20 years old and had wings. Umm, not gonna happen. So you gotta wish for the right things too.
0:38

. Naval: I don’t think you need to have a PhD to be a scientist. If you are naturally curious and you’re rigorous and you discover new things, you’re a scientist. One of my Twitter quips was, “The only true test of intelligence is if you get what you want out of life,” and that triggers a lot of people. But how else do you know? How else do you know if you’re smart? If you’re not getting what you want out of life, how smart are you really? You might have had bad luck once upon a time, but consistently, every time? I doubt it. And there’s two parts to that. One is actually testing yourself against the world to see if you get what you want. And the other is wanting the right things in the first place. You know, I wish I was 20 years old and had wings. Umm, not gonna happen. So you gotta wish for the right things too.

Arjun Khemani

186,516 görüntüleme • 2 yıl önce

Vance: I understand why people are worried that, you know, if you have a robot doing that job, does it take away from a blue-collar worker who could do that job? The evidence I see is that if we really lean in to robotics and technology, it’s is going to raise everybody's wages and make everybody better off. If you go back to when the automated teller machine was invented, everybody said it would destroy the jobs of all the bank tellers. What actually happened is that today you have more people working in bank telling then you did 50 years ago. I don't think we will ever eliminate the construction industry in this country just because you have robots. What you will have his a lot of construction workers who are using those robots, directing those robots
2:18

Vance: I understand why people are worried that, you know, if you have a robot doing that job, does it take away from a blue-collar worker who could do that job? The evidence I see is that if we really lean in to robotics and technology, it’s is going to raise everybody's wages and make everybody better off. If you go back to when the automated teller machine was invented, everybody said it would destroy the jobs of all the bank tellers. What actually happened is that today you have more people working in bank telling then you did 50 years ago. I don't think we will ever eliminate the construction industry in this country just because you have robots. What you will have his a lot of construction workers who are using those robots, directing those robots

Acyn

156,104 görüntüleme • 9 ay önce

Elon Musk, "There's got to be a change of government in Britain" "We don't have another four years or whenever your next election is, it's too long, something has got to be done" "There has got to be a dissolution of parliament and a new vote held" "You got to appeal to the average, the normal people that just want to go about their business, that are in a village" "You've got to point out to them if they don't take action, other people are just going to come a maraud them" "There's genuine risk of rape and murder and the destruction of the country. And dissolution of the entire way of life" "If you weren't under massive attack then people should go about their business" "But unfortunately, if the fight comes to you, you don't have a choice, you have to fight, you have to rally all of the people to fight for the future" "If this doesn't happen there won't be a future" "You know what I mean" "If you know what's going to happen to your town and village just visit London and you'll see that it's filled with crime, doesn't feel like Britain at all" "It's only a matter of time till that happens to towns and villages. It will spread. And no one will have any peace"
2:43

Elon Musk, "There's got to be a change of government in Britain" "We don't have another four years or whenever your next election is, it's too long, something has got to be done" "There has got to be a dissolution of parliament and a new vote held" "You got to appeal to the average, the normal people that just want to go about their business, that are in a village" "You've got to point out to them if they don't take action, other people are just going to come a maraud them" "There's genuine risk of rape and murder and the destruction of the country. And dissolution of the entire way of life" "If you weren't under massive attack then people should go about their business" "But unfortunately, if the fight comes to you, you don't have a choice, you have to fight, you have to rally all of the people to fight for the future" "If this doesn't happen there won't be a future" "You know what I mean" "If you know what's going to happen to your town and village just visit London and you'll see that it's filled with crime, doesn't feel like Britain at all" "It's only a matter of time till that happens to towns and villages. It will spread. And no one will have any peace"

Farrukh

1,951,071 görüntüleme • 11 ay önce

Elon Musk to entrepreneurs: Listen to your instincts! “You want to focus on something that you are personally passionate about, that you personally care about. It's very hard to be motivated for a product that you don't really feel strongly about. It doesn't have to be high-tech. It could be in any field. It's got to be a product that you feel really needs to be there and something that you personally love. I would listen to your instincts. Do you love this product or service? Because it's impossible to know what do other people love. But if you love it, that's a good sign. And that could be small to large, of any kind, in any field. A good test would be that you can't wait for this product to be on the market. If that's the case, you're going in the right direction.” Viva Technology, Paris, June 16, 2023
0:47

Elon Musk to entrepreneurs: Listen to your instincts! “You want to focus on something that you are personally passionate about, that you personally care about. It's very hard to be motivated for a product that you don't really feel strongly about. It doesn't have to be high-tech. It could be in any field. It's got to be a product that you feel really needs to be there and something that you personally love. I would listen to your instincts. Do you love this product or service? Because it's impossible to know what do other people love. But if you love it, that's a good sign. And that could be small to large, of any kind, in any field. A good test would be that you can't wait for this product to be on the market. If that's the case, you're going in the right direction.” Viva Technology, Paris, June 16, 2023

ELON CLIPS

106,592 görüntüleme • 1 yıl önce

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."
10:05

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

74,370 görüntüleme • 5 ay önce

Pierre Coffin tells us how George Lucas came to voice his own character in ‘MINIONS & MONSTERS’: “George Lucas was a happy accident because we wanted the movie to start in this museum that paid homage to like all the movies that we liked. And then the producer, Chris, said like, 'Oh, I know him.' And he texted him and got a response. And then a week later we recorded. It was like magic.”
2:16

Pierre Coffin tells us how George Lucas came to voice his own character in ‘MINIONS & MONSTERS’: “George Lucas was a happy accident because we wanted the movie to start in this museum that paid homage to like all the movies that we liked. And then the producer, Chris, said like, 'Oh, I know him.' And he texted him and got a response. And then a week later we recorded. It was like magic.”

Film Updates

89,650 görüntüleme • 1 ay önce

Jensen Huang explains to an 11yr old why curiosity is his greatest advantage in the Al era. "Don't be afraid of AI, engage it. The idea that it's going to wipe out a whole bunch of jobs, of course the industry will change. The world's going to change. But don't be afraid of the technology, engage it, use it to lift yourself, use it to empower yourself so that you could be more productive." "You have two characteristics that are incredibly important to successful people, curiosity and generosity. You're curious, that's the reason why you have so many questions and you seek out ideas and you seek out answers. Your curiosity drives that. Your generosity is the reason why you have these podcasts and you're sharing this with everybody else. Curiosity and generosity. Know that those are your superpowers." PS. If you found value in this post make sure to like and repost this tweet + follow Uncover AI to stay updated with the latest AI news. See you in the next one:
1:14

Jensen Huang explains to an 11yr old why curiosity is his greatest advantage in the Al era. "Don't be afraid of AI, engage it. The idea that it's going to wipe out a whole bunch of jobs, of course the industry will change. The world's going to change. But don't be afraid of the technology, engage it, use it to lift yourself, use it to empower yourself so that you could be more productive." "You have two characteristics that are incredibly important to successful people, curiosity and generosity. You're curious, that's the reason why you have so many questions and you seek out ideas and you seek out answers. Your curiosity drives that. Your generosity is the reason why you have these podcasts and you're sharing this with everybody else. Curiosity and generosity. Know that those are your superpowers." PS. If you found value in this post make sure to like and repost this tweet + follow Uncover AI to stay updated with the latest AI news. See you in the next one:

Uncover AI

29,372 görüntüleme • 1 ay önce

Geno Auriemma shares how he explains success to his players and why showing up isn't enough. "If you go to class and you do average work, you're gonna get a C. That's why it's called average." "If you want a B, you have to do more work. If you want an A, you have to do even more work and you have to give up stuff." You get what you earn in life. "You have to sacrifice. Maybe you can't do all the things that everybody else does." It means if you want more then you have to be willing to do more. "If you're just happy getting Bs all your life, there's nothing wrong with that either. But you're never gonna get the satisfaction of what it feels like to get an A." Then he connected it to basketball: "If you just wanna be average, then you do average work. If you wanna be a little bit above average then you do a little more work." "If you wanna get As in basketball, then you gotta do stuff that other people aren't willing to do - especially if you have the talent like we do. We have talent." It means bring a mindset of excellence to everything that you do. Excellence isn't the goal - it's the standard you set. Then he called out the entitlement problem: "Some of these younger guys coming out of high school, man, they wanna show up and go, 'I'm here. Where's my 3.7?'" "Like my father used to say, 'I got your 3.7 right here.'" Showing up doesn't earn you anything. Doing the work does. You get the grade you earn - in school, in basketball, and in life. It's easy to be average...successful people look to compete in everything they do. (🎥UCTV Sports )
1:20

Geno Auriemma shares how he explains success to his players and why showing up isn't enough. "If you go to class and you do average work, you're gonna get a C. That's why it's called average." "If you want a B, you have to do more work. If you want an A, you have to do even more work and you have to give up stuff." You get what you earn in life. "You have to sacrifice. Maybe you can't do all the things that everybody else does." It means if you want more then you have to be willing to do more. "If you're just happy getting Bs all your life, there's nothing wrong with that either. But you're never gonna get the satisfaction of what it feels like to get an A." Then he connected it to basketball: "If you just wanna be average, then you do average work. If you wanna be a little bit above average then you do a little more work." "If you wanna get As in basketball, then you gotta do stuff that other people aren't willing to do - especially if you have the talent like we do. We have talent." It means bring a mindset of excellence to everything that you do. Excellence isn't the goal - it's the standard you set. Then he called out the entitlement problem: "Some of these younger guys coming out of high school, man, they wanna show up and go, 'I'm here. Where's my 3.7?'" "Like my father used to say, 'I got your 3.7 right here.'" Showing up doesn't earn you anything. Doing the work does. You get the grade you earn - in school, in basketball, and in life. It's easy to be average...successful people look to compete in everything they do. (🎥UCTV Sports )

Coach AJ 🎯 Mental Fitness

150,536 görüntüleme • 4 ay önce

YOKO ONO: ONOCHORD, VENICE, 2004 Yoko: The world is divided in two industries. One is the War Industry and the other is the Peace Industry. The people in the War Industry are totally together. They don't have to talk to each other, even. They know exactly what they want to do. They want to go out there, kill and make money. But the people in the Peace Industry, which are us - we are so idealistic that each one of us criticises the other Peace Person in the Peace Industry. And we are always just arguing and we are wasting our energies doing that. So let's just forgive each other and see that we are in the Peace Industry and that's all that counts. Even if you are not marching for peace, just be yourself, being a florist, being a merchant, being a talior, anything. That way you're contributing to the Peace Industry. People are just concentrating on fear, confusion and anger. And therefore just for a moment, I'd like us to think about Love. In a very magical, straight way, John and I met in London and from then on we stood for Peace and Love. And when I do this kind of event. Well it is... I was inspired to do it, but I still think that I'm still with John in spirit. John and I created the country called Nutopia. Not Utopia, because there was Utopia as a concept already. And we wanted to create a new concept, so we just added N on it - Nutopia - and as a country. Well, that is the concept of a country. And we all are citizens of that country. And in my apartment in the Dakota Building, we put a little plaque on the back door, the kitchen door. It says 'Nutopian Embassy' and even now we have that. (laughs). Nutopia exists in our minds. And because of that, some people want to rebel against it. The reason some want to rebel against it is a good proof that it exists. I think that it was a terrible thing that happened in Chechnya. But we have to still keep our hopes up. And instead of giving up, we have to keep on sending the message of Love to each other. You say that I am the Ambassador of Peace. We are all Ambassadors of Peace. You are too. Everybody in this room are Ambassadors of Peace. Just the fact that we are not participating in War. The fact that we are here, and we are what we are, means that we are in the Peace Industry. All of us. John and I used to say that our apartment in the Dakota is a conceptual monastry, just for the two of us. And when we go out of the Dakota, we get so many people communicating with us, so it's very important that we had silence and quietness. And my apartment is a very small space compared to the world. And I need that for my peace of mind. You should be kind to each other. You should come together, hug each other, love each other, express our love to each other and we should make it work. We should finally create a world that is a totally an Earth for Us. So let's do it. Yoko Ono, OpenAsia Press Conference, whilst exhibiting Onochord, 2004 by Yoko Ono (Nutopia) at the Venice Biennale: OpenAsia 2004, Lido Di Venezia, Venice, Italy, 9 September 2004.
9:13

YOKO ONO: ONOCHORD, VENICE, 2004 Yoko: The world is divided in two industries. One is the War Industry and the other is the Peace Industry. The people in the War Industry are totally together. They don't have to talk to each other, even. They know exactly what they want to do. They want to go out there, kill and make money. But the people in the Peace Industry, which are us - we are so idealistic that each one of us criticises the other Peace Person in the Peace Industry. And we are always just arguing and we are wasting our energies doing that. So let's just forgive each other and see that we are in the Peace Industry and that's all that counts. Even if you are not marching for peace, just be yourself, being a florist, being a merchant, being a talior, anything. That way you're contributing to the Peace Industry. People are just concentrating on fear, confusion and anger. And therefore just for a moment, I'd like us to think about Love. In a very magical, straight way, John and I met in London and from then on we stood for Peace and Love. And when I do this kind of event. Well it is... I was inspired to do it, but I still think that I'm still with John in spirit. John and I created the country called Nutopia. Not Utopia, because there was Utopia as a concept already. And we wanted to create a new concept, so we just added N on it - Nutopia - and as a country. Well, that is the concept of a country. And we all are citizens of that country. And in my apartment in the Dakota Building, we put a little plaque on the back door, the kitchen door. It says 'Nutopian Embassy' and even now we have that. (laughs). Nutopia exists in our minds. And because of that, some people want to rebel against it. The reason some want to rebel against it is a good proof that it exists. I think that it was a terrible thing that happened in Chechnya. But we have to still keep our hopes up. And instead of giving up, we have to keep on sending the message of Love to each other. You say that I am the Ambassador of Peace. We are all Ambassadors of Peace. You are too. Everybody in this room are Ambassadors of Peace. Just the fact that we are not participating in War. The fact that we are here, and we are what we are, means that we are in the Peace Industry. All of us. John and I used to say that our apartment in the Dakota is a conceptual monastry, just for the two of us. And when we go out of the Dakota, we get so many people communicating with us, so it's very important that we had silence and quietness. And my apartment is a very small space compared to the world. And I need that for my peace of mind. You should be kind to each other. You should come together, hug each other, love each other, express our love to each other and we should make it work. We should finally create a world that is a totally an Earth for Us. So let's do it. Yoko Ono, OpenAsia Press Conference, whilst exhibiting Onochord, 2004 by Yoko Ono (Nutopia) at the Venice Biennale: OpenAsia 2004, Lido Di Venezia, Venice, Italy, 9 September 2004.

Yoko Ono

35,208 görüntüleme • 2 yıl önce

Michael Jordan explains why his greatest failure was actually one of the best things that ever happened to him: “All the decisions I made, other people may view to be not the right decisions from their perspective.” “Everybody says it was a failed opportunity to play baseball. That’s what they think.” “For me, it was the best thing that could have happened.” “It allowed me to go back to the game with a stronger passion.” “It helped me put things in perspective.” “When I went back in ’95 and ’96, I appreciated it even greater.” “People don’t see that. All they think about is, ‘You batted .202. You struck out a certain number of times.’” “But the effort was there. The learning curve and the passion were there.” “People are afraid to do things because they are worried about the perception that may come from other places.” “Take a negative and turn it into a positive. Don’t be afraid to fail.”
2:25

Michael Jordan explains why his greatest failure was actually one of the best things that ever happened to him: “All the decisions I made, other people may view to be not the right decisions from their perspective.” “Everybody says it was a failed opportunity to play baseball. That’s what they think.” “For me, it was the best thing that could have happened.” “It allowed me to go back to the game with a stronger passion.” “It helped me put things in perspective.” “When I went back in ’95 and ’96, I appreciated it even greater.” “People don’t see that. All they think about is, ‘You batted .202. You struck out a certain number of times.’” “But the effort was there. The learning curve and the passion were there.” “People are afraid to do things because they are worried about the perception that may come from other places.” “Take a negative and turn it into a positive. Don’t be afraid to fail.”

Josh Chambers

54,766 görüntüleme • 1 ay önce

🗣️: “The car that is performing at the moment is maybe the Mercedes. Just thinking about your championship, you really came out and stamped your authority at Brawn. I was talking to Nigel Mansell the other day. He was saying, well, that's what I did in 1992. It's kind of what George Russell wants to do. How concerned will he be that Kimmi has won the last two?” Jenson Button: “I actually saw George a couple of days ago, just in passing, weirdly. He seems very calm, collected. You know, it won't phase George. He knows his speed and he knows it hasn't gone his way. He's been very unlucky, but you got to take the rough with the smooth and you understand that sometimes you do get unlucky. Next race, he might not be. He might get the luck. So, who knows? But, yeah, for me, it's an exciting championship to have those two fighting out. Such a youngster. You know, Kimi's so young. George, he's a real powerhouse, I have to say. You know, I'm a big fan of George. [..]”
1:15

🗣️: “The car that is performing at the moment is maybe the Mercedes. Just thinking about your championship, you really came out and stamped your authority at Brawn. I was talking to Nigel Mansell the other day. He was saying, well, that's what I did in 1992. It's kind of what George Russell wants to do. How concerned will he be that Kimmi has won the last two?” Jenson Button: “I actually saw George a couple of days ago, just in passing, weirdly. He seems very calm, collected. You know, it won't phase George. He knows his speed and he knows it hasn't gone his way. He's been very unlucky, but you got to take the rough with the smooth and you understand that sometimes you do get unlucky. Next race, he might not be. He might get the luck. So, who knows? But, yeah, for me, it's an exciting championship to have those two fighting out. Such a youngster. You know, Kimi's so young. George, he's a real powerhouse, I have to say. You know, I'm a big fan of George. [..]”

naenia ¹ ⁶³

12,299 görüntüleme • 4 ay önce

.Second Lady Usha Vance responds to a student's question about how to be the best Second Lady: "I think they key thing, for anyone who is in this kind of role, is to try to just continue to be yourself. You have to do the best job that you can. And there are some responsibilities that come with it...you don't always choose what you are doing...But the most important thing is to remember the kind of person that you were before it, and the kind of person you want to be. If you can do that all the way through, then you can have a lot of fun — and maybe be helpful. You don't want to just start thinking of yourself as the Second Lady, because then you're probably not that fun a person anymore."
0:37

.Second Lady Usha Vance responds to a student's question about how to be the best Second Lady: "I think they key thing, for anyone who is in this kind of role, is to try to just continue to be yourself. You have to do the best job that you can. And there are some responsibilities that come with it...you don't always choose what you are doing...But the most important thing is to remember the kind of person that you were before it, and the kind of person you want to be. If you can do that all the way through, then you can have a lot of fun — and maybe be helpful. You don't want to just start thinking of yourself as the Second Lady, because then you're probably not that fun a person anymore."

Mary Margaret Olohan

1,111,670 görüntüleme • 1 yıl önce

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"
2:05

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 görüntüleme • 20 gün önce

People are remarkably good at pointing to what feels off, and remarkably bad at proposing a solution. Filmmaker David Gelb compares it to a patient going to the doctor's office and telling the doctor what they need: "A patient goes into the doctor's office and says, 'My back hurts. I think I need 25 Vicodins.' They will be able to tell you what the problem is, but they're not the ones who should be prescribing the solution. If you start making a bunch of changes trying to make other people happy, you've lost the thread, and then the movie will stop meaning anything. The questions that actually work aren't 'what would you change?' They're simpler: 'What did this mean to you?' 'Was there any part you didn't understand?' The solution has to come through the taste of the filmmaker." If you let audience suggestions override your taste, you end up in a people-pleasing loop where the work loses the very thing that made it yours.
1:55

People are remarkably good at pointing to what feels off, and remarkably bad at proposing a solution. Filmmaker David Gelb compares it to a patient going to the doctor's office and telling the doctor what they need: "A patient goes into the doctor's office and says, 'My back hurts. I think I need 25 Vicodins.' They will be able to tell you what the problem is, but they're not the ones who should be prescribing the solution. If you start making a bunch of changes trying to make other people happy, you've lost the thread, and then the movie will stop meaning anything. The questions that actually work aren't 'what would you change?' They're simpler: 'What did this mean to you?' 'Was there any part you didn't understand?' The solution has to come through the taste of the filmmaker." If you let audience suggestions override your taste, you end up in a people-pleasing loop where the work loses the very thing that made it yours.

David Perell Clips

12,258 görüntüleme • 3 ay önce