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💲Pricing Tip: Don't change your price point 👇 Instead, introduce more pricing tiers and adjust your offering. Think "Good, Better, Best" instead of one size fits all. You're probably giving some customers more than they need or expect... or even want. Reconsider your offering and rebalance the value proposition...

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Richard Grove

33,117 subscribers

43,938 просмотров • 2 лет назад •via X (Twitter)

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Фото профиля JohnTheBeagleDad
JohnTheBeagleDad2 лет назад

no greedy

Фото профиля Eddie M. - I stand with Ukraine. 🇺🇦
Eddie M. - I stand with Ukraine. 🇺🇦2 лет назад

I tip.for good service and if the bill's low I've tipped 100%.

Фото профиля Zakria Chaudhry
Zakria Chaudhry2 лет назад

Yeah

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Most founders accidentally train their customers never to pay them. Madhavan Ramanujam (the "pricing guru" of Silicon Valley - having worked with LinkedIn, Uber, and 30+ unicorns) calls it the 20/80 Pricing Trap • 20% of your features drive 80% of the willingness to pay • Founders give that 20% away for free to gain distribution • You are left trying to monetize the remaining 80% of features - the ones users don't actually value. The result? You build a charity, not a business. In this week's episode of The Library of Minds, we discuss the science of monetization and deconstruct how to architect ‘Profitable Growth’ - the core framework from his new book, Scaling Innovation. 03:33 - Netflix vs Blockbuster: The Pricing Decision That Changed Tech 08:06 - Why Most Startups Get Pricing Wrong 11:39 - Freemium vs Paid: When Free Destroys Value 15:38 - Pricing Models Matter More Than Price 16:28 - The AI Pricing Framework: Autonomy vs Attribution 21:49 - The Biggest Pricing Mistake Ever 25:05 - Why Steve Jobs Was a Pricing Genius 26:44 - Behavioral Pricing: How Founders 10× Deals Without Changing Product 31:02 - Data vs Conviction: How Great Founders Make Pricing Decisions
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Most founders accidentally train their customers never to pay them. Madhavan Ramanujam (the "pricing guru" of Silicon Valley - having worked with LinkedIn, Uber, and 30+ unicorns) calls it the 20/80 Pricing Trap • 20% of your features drive 80% of the willingness to pay • Founders give that 20% away for free to gain distribution • You are left trying to monetize the remaining 80% of features - the ones users don't actually value. The result? You build a charity, not a business. In this week's episode of The Library of Minds, we discuss the science of monetization and deconstruct how to architect ‘Profitable Growth’ - the core framework from his new book, Scaling Innovation. 03:33 - Netflix vs Blockbuster: The Pricing Decision That Changed Tech 08:06 - Why Most Startups Get Pricing Wrong 11:39 - Freemium vs Paid: When Free Destroys Value 15:38 - Pricing Models Matter More Than Price 16:28 - The AI Pricing Framework: Autonomy vs Attribution 21:49 - The Biggest Pricing Mistake Ever 25:05 - Why Steve Jobs Was a Pricing Genius 26:44 - Behavioral Pricing: How Founders 10× Deals Without Changing Product 31:02 - Data vs Conviction: How Great Founders Make Pricing Decisions

Dara

215,629 просмотров • 7 месяцев назад

“Surge Pricing” in American grocery stores has arrived Kroger partnered with Microsoft to introduce AI-powered technologies for personalized pricing “Kroger just rolled out surge pricing using facial recognition technology: - Determine the maximum price of goods customers are willing to pay - Kroger has the ability to change the prices of their products depending on the facial image of the person buying them - Depending on the image of the person buying the product, they can access our information and dictate that price - Can also use our image to determine how often we buy certain products and increase the price of that product - Dynamic pricing in grocery stores could resemble the airline industry's ticket pricing strategies “This could lead to discriminatory practices using AI as a scapegoat to charge people of different races, different socioeconomic status, different family sizes, and different dietary restrictions different prices for the same products that they are buying” (Kroger, the largest grocery chain in the U.S., denied claims that ESLs would be used for surge pricing, insisting its pricing strategy aims to lower costs for consumers. "To be clear, Kroger does not and has never engaged in 'surge pricing.' Any test of electronic shelf tags is designed to lower prices for more customers where it matters most”) … Yeah right
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“Surge Pricing” in American grocery stores has arrived Kroger partnered with Microsoft to introduce AI-powered technologies for personalized pricing “Kroger just rolled out surge pricing using facial recognition technology: - Determine the maximum price of goods customers are willing to pay - Kroger has the ability to change the prices of their products depending on the facial image of the person buying them - Depending on the image of the person buying the product, they can access our information and dictate that price - Can also use our image to determine how often we buy certain products and increase the price of that product - Dynamic pricing in grocery stores could resemble the airline industry's ticket pricing strategies “This could lead to discriminatory practices using AI as a scapegoat to charge people of different races, different socioeconomic status, different family sizes, and different dietary restrictions different prices for the same products that they are buying” (Kroger, the largest grocery chain in the U.S., denied claims that ESLs would be used for surge pricing, insisting its pricing strategy aims to lower costs for consumers. "To be clear, Kroger does not and has never engaged in 'surge pricing.' Any test of electronic shelf tags is designed to lower prices for more customers where it matters most”) … Yeah right

Wall Street Apes

688,871 просмотров • 1 год назад

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Video source: a16z (2026)
2:00

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Video source: a16z (2026)

Startup Archive

422,892 просмотров • 7 месяцев назад

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Source: a16z (Jan 2026)
2:00

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Source: a16z (Jan 2026)

Startup Archive

165,737 просмотров • 10 дней назад

Rain admits to network struggles, defends pricing model in Parliament Rain South Africa has acknowledged ongoing issues with its network quality, describing the situation as a “headache” during a presentation to Parliament’s Portfolio Committee on Communications and Digital Technologies on Thursday. “Every single day we are trying to get better,” said a Rain representative. “We understand our limitations, and we are constantly working to improve.” Responding to criticism about the cost of Rain’s services, the representative argued that the company offers unmatched value particularly for households. “We believe we are providing the best value in the market. Our products are geared toward home connectivity, not just for individuals looking for a gig or two. When our customers leave, they take their internet with them.” He emphasized that Rain’s pricing should be considered in context. “If we want to ask whether it’s expensive, we need to look at the value we’re providing. Are others offering the same kind of service?” The remarks came as part of Parliament’s broader inquiry into service quality, pricing models, and customer experiences across South Africa’s major telecom providers.
1:44

Rain admits to network struggles, defends pricing model in Parliament Rain South Africa has acknowledged ongoing issues with its network quality, describing the situation as a “headache” during a presentation to Parliament’s Portfolio Committee on Communications and Digital Technologies on Thursday. “Every single day we are trying to get better,” said a Rain representative. “We understand our limitations, and we are constantly working to improve.” Responding to criticism about the cost of Rain’s services, the representative argued that the company offers unmatched value particularly for households. “We believe we are providing the best value in the market. Our products are geared toward home connectivity, not just for individuals looking for a gig or two. When our customers leave, they take their internet with them.” He emphasized that Rain’s pricing should be considered in context. “If we want to ask whether it’s expensive, we need to look at the value we’re providing. Are others offering the same kind of service?” The remarks came as part of Parliament’s broader inquiry into service quality, pricing models, and customer experiences across South Africa’s major telecom providers.

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1:12

When pitching your business, it’s essential to resist the temptation to focus solely on your product or service. While it may seem natural to highlight its features and benefits, effective pitching goes beyond mere product promotion. Instead, strive to convey the value proposition of your business in a way that resonates with your audience on a deeper level. This means understanding their pain points, desires, and aspirations, and positioning your offering as the solution to their needs. By framing your pitch in terms of the problem you solve and the transformation you enable, you create a compelling narrative that captures attention and generates interest. Remember, people don’t buy products – they buy solutions to their problems and experiences that enhance their lives. So, whether you’re pitching to investors, customers, or partners, focus on the bigger picture and the impact your business can make, rather than getting bogged down in product details.

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.DHH says successful founders have a moral obligation to buy a Ferrari: “You have an obligation, if you sell a product or service and you make a lot of money on it, to put that money back into the system. Send some of that money to the craftsmen of Italy to create you a beautiful Ferrari.” “I think that's a good part of capitalism.” “We want to better our lot and some of that is material, and there's no shame in that whatsoever.” “We would not have Ferraris to pine for if no one bought them. And who can buy them? The people who've been successful in other parts of business.” “Therefore it is your moral obligation to buy a Ferrari if you do really well (or Lamborghini or Pagani or whatever floats your boat).” “You should be sending this forward. This is how we get to have nice things. “Not everything can just be boiled down to needs. Man needs more than just bread to live. We need beautiful Ferraris, even if we don't own them.”

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🚨 American was buying food on Uber Eats and the app says “This price was set by an algorithm using your personal data” A law in New York now requires companies to disclose Dynamic Pricing. Uber Eats is using algorithms to charge people more based on their data “Charging someone more or less for food based on their data is absolutely sick. Like, I am so appalled that this is where we are as a society.” New York’s Algorithmic Pricing Disclosure Act, a first-of-its-kind consumer protection law that took effect on November 10, 2025. This law mandates that any business operating in New York (including apps like Uber Eats) must prominently notify users when prices for goods or services are dynamically adjusted using algorithms that incorporate personal data specific to the consumer Personalized algorithmic pricing (also called surveillance pricing), is where algorithms analyze individual user data to tailor prices

Wall Street Apes

258,170 просмотров • 8 месяцев назад

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Wall Street Apes

418,470 просмотров • 8 месяцев назад

No longer a ‘conspiracy theory’ Online retailers are accessing your data and then adjusting prices for items based on that data Airlines are being caught adjusting prices based on data too “This holiday season, you and your neighbor could be shopping for the exact same item and pay different prices — surveillance pricing is and how your personal data plays a role. You may be shopping for gifts from the comfort of your couch, but stores can still see who you are. Most of these companies are charging you a different price based on some data they have about you. It could be your location, it could be your proximity to the store, it could be your shopping history, knowing that you bought a product previously and are willing pay for it again.” “Consumer watchdog president Jamie Court says surveillance pricing is nearly impossible to avoid — Court says his organization has evidence all the major retailers use personal algorithms to nudge a price up or down, targeting data from your Amazon cart, Uber rides, or even the brand of laptop you're using to shop” “For those traveling for the holidays. Airlines will charge you a different price depending upon how many times you go to the website. “Currently, there is no federal regulation for companies that use surveillance pricing. We reached out to the FTC”
1:58

No longer a ‘conspiracy theory’ Online retailers are accessing your data and then adjusting prices for items based on that data Airlines are being caught adjusting prices based on data too “This holiday season, you and your neighbor could be shopping for the exact same item and pay different prices — surveillance pricing is and how your personal data plays a role. You may be shopping for gifts from the comfort of your couch, but stores can still see who you are. Most of these companies are charging you a different price based on some data they have about you. It could be your location, it could be your proximity to the store, it could be your shopping history, knowing that you bought a product previously and are willing pay for it again.” “Consumer watchdog president Jamie Court says surveillance pricing is nearly impossible to avoid — Court says his organization has evidence all the major retailers use personal algorithms to nudge a price up or down, targeting data from your Amazon cart, Uber rides, or even the brand of laptop you're using to shop” “For those traveling for the holidays. Airlines will charge you a different price depending upon how many times you go to the website. “Currently, there is no federal regulation for companies that use surveillance pricing. We reached out to the FTC”

Wall Street Apes

519,087 просмотров • 7 месяцев назад

Penny Wise, Pound Foolish: The Saga of Rewards and Fees Rewards Our customers enjoy earning millions in rewards, primarily through free accounts or a £/€4.99/month subscription. To give context, 95% of customers on lower subscription plans earned over $10 million in PLU in the past 18 months, while the 5% actively pursuing higher reward levels earned considerably less. Pricing These benefits are substantial, and we comprehend that any reduction in benefits or increase in prices might not be met with enthusiasm. However, I want to highlight the importance of fair value. The undervalued (low cost vs. high benefits) pricing structure for subscription plans was part of our introductory offer in 2021. Now, it is being adjusted to its fair value whilst remaining more cost-effective than 100% of other rewards cards. Sustainability Plutus was created with long-term sustainability in mind. Introducing a fair pricing and reward structure enables us to offer bank-like features at scale and sustain rewards for millions of customers over decades, rather than exclusively catering to a small subset of users who earn rewards through low-cost accounts during the company's growth stages. Benefits While other crypto rewards cards have penalised their loyal supporters for locking up funds in custodian services, we have chosen to enhance the benefits for our participating customers who stack their rewards in their self-custody wallets. We've also made sure that the benefits for non-participating customers continue to far outweigh the cost of their subscription fee. Cognition If you find our proposed prices non-competitive and the rewards returned on your monthly subscription fee (ROI) fall short of what other crypto rewards cards in the industry offer, we would be more than willing to review the supporting data and our decision. However, we are confident in the value-for-money that our service offers and anticipate an increase in new card signups and stackers on Reward Levels. Moving Forward… The new pricing and reward structure for non-participants encourages fair payment or reward level upgrades to continue receiving higher rewards. We expect this approach to remain effective over long-term, particularly since our proposed model upholds our position as the best-value rewards card. Thank you to those who understand. We value our customers' feedback and joined them earlier this week in Berlin to address pressing questions.👇🏽
58:55

Penny Wise, Pound Foolish: The Saga of Rewards and Fees Rewards Our customers enjoy earning millions in rewards, primarily through free accounts or a £/€4.99/month subscription. To give context, 95% of customers on lower subscription plans earned over $10 million in PLU in the past 18 months, while the 5% actively pursuing higher reward levels earned considerably less. Pricing These benefits are substantial, and we comprehend that any reduction in benefits or increase in prices might not be met with enthusiasm. However, I want to highlight the importance of fair value. The undervalued (low cost vs. high benefits) pricing structure for subscription plans was part of our introductory offer in 2021. Now, it is being adjusted to its fair value whilst remaining more cost-effective than 100% of other rewards cards. Sustainability Plutus was created with long-term sustainability in mind. Introducing a fair pricing and reward structure enables us to offer bank-like features at scale and sustain rewards for millions of customers over decades, rather than exclusively catering to a small subset of users who earn rewards through low-cost accounts during the company's growth stages. Benefits While other crypto rewards cards have penalised their loyal supporters for locking up funds in custodian services, we have chosen to enhance the benefits for our participating customers who stack their rewards in their self-custody wallets. We've also made sure that the benefits for non-participating customers continue to far outweigh the cost of their subscription fee. Cognition If you find our proposed prices non-competitive and the rewards returned on your monthly subscription fee (ROI) fall short of what other crypto rewards cards in the industry offer, we would be more than willing to review the supporting data and our decision. However, we are confident in the value-for-money that our service offers and anticipate an increase in new card signups and stackers on Reward Levels. Moving Forward… The new pricing and reward structure for non-participants encourages fair payment or reward level upgrades to continue receiving higher rewards. We expect this approach to remain effective over long-term, particularly since our proposed model upholds our position as the best-value rewards card. Thank you to those who understand. We value our customers' feedback and joined them earlier this week in Berlin to address pressing questions.👇🏽

Danial Daychopan

27,233 просмотров • 3 лет назад

John Wooden said, "Don't whine, don't complain, don't make excuses. You get out there and whatever you're doing, do it to the best of your ability. No one can do more than that." It means owning your effort and not letting excuses hold you back. Focus on what you can control.
0:30

John Wooden said, "Don't whine, don't complain, don't make excuses. You get out there and whatever you're doing, do it to the best of your ability. No one can do more than that." It means owning your effort and not letting excuses hold you back. Focus on what you can control.

Coach AJ 🎯 Mental Fitness

111,674 просмотров • 1 год назад

John Fetterman Is a Great Example of the Type of Politician we need more of. I'm not talking about his politics. I understand that we all have opinions on various issues and vote for those who we feel will implement the best policies. But... I'm sick and tired of politicians who refuse to show any weakness, as if they are some sort of perfect robot. The willingness to admit you aren't perfect, face your demons and come out stronger because of it, is a trait we need more of from our role models. We don't need narcissists as role models or leading our nation. Whether it's blaming everyone but yourself for the mistakes you make, or refusing to correct a statement and admit that you were wrong, the mentality that one is perfect is not something that I think should appeal to any voter. Thank you John Fetterman for speaking truth and not being afraid to show a weakness. Admitting Weakness makes one stronger.
0:55

John Fetterman Is a Great Example of the Type of Politician we need more of. I'm not talking about his politics. I understand that we all have opinions on various issues and vote for those who we feel will implement the best policies. But... I'm sick and tired of politicians who refuse to show any weakness, as if they are some sort of perfect robot. The willingness to admit you aren't perfect, face your demons and come out stronger because of it, is a trait we need more of from our role models. We don't need narcissists as role models or leading our nation. Whether it's blaming everyone but yourself for the mistakes you make, or refusing to correct a statement and admit that you were wrong, the mentality that one is perfect is not something that I think should appeal to any voter. Thank you John Fetterman for speaking truth and not being afraid to show a weakness. Admitting Weakness makes one stronger.

Brian Krassenstein

1,681,357 просмотров • 2 лет назад

Warren Buffett on the best advice he ever received: “It’s more important…what’s on your inner scorecard than your outer scorecard. Some people get in a position where they’re thinking all of the time of what the world’s going to think of this or that instead of what they themselves think. If you’re comfortable with your inner scorecard, I think you’re going to have a pretty happy life. I think the people that strive too much for the outer scorecard sometimes finds that it’s a little hollow when they get all through.”
0:44

Warren Buffett on the best advice he ever received: “It’s more important…what’s on your inner scorecard than your outer scorecard. Some people get in a position where they’re thinking all of the time of what the world’s going to think of this or that instead of what they themselves think. If you’re comfortable with your inner scorecard, I think you’re going to have a pretty happy life. I think the people that strive too much for the outer scorecard sometimes finds that it’s a little hollow when they get all through.”

Investment Wisdom

100,031 просмотров • 8 месяцев назад

Warren Buffett on the best advice he ever received: “It’s more important…what’s on your inner scorecard than your outer scorecard. Some people get in a position where they’re thinking all of the time of what the world’s going to think of this or that instead of what they themselves think. If you’re comfortable with your inner scorecard, I think you’re going to have a pretty happy life. I think the people that strive too much for the outer scorecard sometimes finds that it’s a little hollow when they get all through.”
0:44

Warren Buffett on the best advice he ever received: “It’s more important…what’s on your inner scorecard than your outer scorecard. Some people get in a position where they’re thinking all of the time of what the world’s going to think of this or that instead of what they themselves think. If you’re comfortable with your inner scorecard, I think you’re going to have a pretty happy life. I think the people that strive too much for the outer scorecard sometimes finds that it’s a little hollow when they get all through.”

Investment Wisdom

42,156 просмотров • 4 месяцев назад