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Stripe founder John Collison: “People underestimate anecdotes” “People have realized that data is important, but sometimes they underestimate anecdotes because it surfaces the questions that you should be asking. Data is good if you have a specific question and you want the answer to it.” The Stripe founder recalls...

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Marc Andreessen on why we shouldn’t encourage people to be entrepreneurs “The idea of being an entrepreneur has been a romanticized concept. There used to be TV shows talking about how fun it was. And people ask questions, ‘How do we encourage more people to be entrepreneurs?’ And my answer was always: no, we shouldn’t do that. People shouldn’t be encouraged to do something that painful. They should do it because they really want to do it. In fact, they should do it because they can’t not do it.” Marc continues: “It’s tremendously painful. Most of the experience of being in business as a startup is being told no. You need all these things: employees, financing, customers. Then you go around all day long asking people for those things and they tell you no. Half the time they don’t even respond. And then just when you think you get it working, a new competitor emerges and just starts punching you square in the face. The minute you think your product is working, there’s a problem in it, and you have to do a recall. It’s just this constant rolling horror story.” Video source: Chris Williamson (2024)
1:30

Marc Andreessen on why we shouldn’t encourage people to be entrepreneurs “The idea of being an entrepreneur has been a romanticized concept. There used to be TV shows talking about how fun it was. And people ask questions, ‘How do we encourage more people to be entrepreneurs?’ And my answer was always: no, we shouldn’t do that. People shouldn’t be encouraged to do something that painful. They should do it because they really want to do it. In fact, they should do it because they can’t not do it.” Marc continues: “It’s tremendously painful. Most of the experience of being in business as a startup is being told no. You need all these things: employees, financing, customers. Then you go around all day long asking people for those things and they tell you no. Half the time they don’t even respond. And then just when you think you get it working, a new competitor emerges and just starts punching you square in the face. The minute you think your product is working, there’s a problem in it, and you have to do a recall. It’s just this constant rolling horror story.” Video source: Chris Williamson (2024)

Startup Archive

252,702 görüntüleme • 9 ay önce

JPMorgan Chase CEO Jamie Dimon on why most leaders fail at meritocracy: "One of the tough things about management is you have to get rid of the bad people." Dimon argues that leaders often talk about meritocracy but fail to act on it. Execution is the problem, not philosophy. "Very often you have people who are unwilling to get rid of the bad people. Bad could be because their culture is bad. It also could be because they're not good enough." He points to the difference between business and sports: "In sport, if you're not batting 250, you're not going to be playing second base. You take out a pitcher who's not doing a good job. In business, they're left in those jobs for a long time." Dimon recalls being challenged early in his career after demoting a long-tenured employee named Joe. Someone asked: "How can I be loyal to you when you weren't loyal to Joe?" He couldn't answer in the moment. But the next day, he called back: "You got it backwards. If I was loyal to Joe and kept him in the job and most people thought he just wasn't doing a good job anymore, who am I being disloyal to? Everybody else and the customer." His advice: "You have to be very careful in management about why you're doing and what you're doing..." Keeping the wrong people in place is the fastest way to lose the right ones.
1:51

JPMorgan Chase CEO Jamie Dimon on why most leaders fail at meritocracy: "One of the tough things about management is you have to get rid of the bad people." Dimon argues that leaders often talk about meritocracy but fail to act on it. Execution is the problem, not philosophy. "Very often you have people who are unwilling to get rid of the bad people. Bad could be because their culture is bad. It also could be because they're not good enough." He points to the difference between business and sports: "In sport, if you're not batting 250, you're not going to be playing second base. You take out a pitcher who's not doing a good job. In business, they're left in those jobs for a long time." Dimon recalls being challenged early in his career after demoting a long-tenured employee named Joe. Someone asked: "How can I be loyal to you when you weren't loyal to Joe?" He couldn't answer in the moment. But the next day, he called back: "You got it backwards. If I was loyal to Joe and kept him in the job and most people thought he just wasn't doing a good job anymore, who am I being disloyal to? Everybody else and the customer." His advice: "You have to be very careful in management about why you're doing and what you're doing..." Keeping the wrong people in place is the fastest way to lose the right ones.

Big Brain Business

338,908 görüntüleme • 6 ay önce

Mikel Arteta’s beautiful praise to his staff and players. “That's when you have a difficult period. I think the best thing that you can do instead of talk a lot is observe. Look around you and see how people react. How they talk, how they look at you, how they judge you, what they do. Do they look at themselves, do they start to criticise other people? “Look around and you're going to learn the environment and the people that you have around you. “I cannot be prouder to work in a club with people that the only thing they could do is ask, what else can I do to help? “When you have people like this, I don't know if it's gonna take another week or two, but something good it will happen at the end because we deserve it.”
0:53

Mikel Arteta’s beautiful praise to his staff and players. “That's when you have a difficult period. I think the best thing that you can do instead of talk a lot is observe. Look around you and see how people react. How they talk, how they look at you, how they judge you, what they do. Do they look at themselves, do they start to criticise other people? “Look around and you're going to learn the environment and the people that you have around you. “I cannot be prouder to work in a club with people that the only thing they could do is ask, what else can I do to help? “When you have people like this, I don't know if it's gonna take another week or two, but something good it will happen at the end because we deserve it.”

Connor Humm

48,588 görüntüleme • 4 ay önce

🚨NEW: Popular Comedian Andrew Schulz 👑HEZI on Newsom: "Gavin’s not in a position where he gets to go, 'Look at my work. Look how great it is.'" "People are leaving the state. So if you run the state and people are leaving, that’s all the evidence you need to know that you’re not doing a good job! You’re not making it a place where people want to live!" "So if people are leaving the state that you’re running, why would they want to stay in the country that you would run if you ran for president?" Daily Caller
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🚨NEW: Popular Comedian Andrew Schulz 👑HEZI on Newsom: "Gavin’s not in a position where he gets to go, 'Look at my work. Look how great it is.'" "People are leaving the state. So if you run the state and people are leaving, that’s all the evidence you need to know that you’re not doing a good job! You’re not making it a place where people want to live!" "So if people are leaving the state that you’re running, why would they want to stay in the country that you would run if you ran for president?" Daily Caller

Jason Cohen 🇺🇸

46,917 görüntüleme • 9 ay önce

Patrick Collison on the importance of waiting a really long time to hire people Everybody tells you “work really hard to hire the best people.” But as Patrick explains, that’s not helpful because everyone knows they should do that. As he puts it: “The question is to what length should you go and what does that actually mean in practice? And in practice, it means being okay waiting a really long time to hire people.” It took Stripe six months to hire their first two people, and six more months to hire another 3-4 people. He can think of five people at Stripe who took 3+ years to hire. “If you think about the smartest people you know, if you want to get them to work on your thing, chances are they already have pretty good paths ahead of them… You have to be way more persistent and be okay with it taking way longer than any sane or reasonable person would think it should take.” There’s an important compounding effect here — hiring just one great person will make it marginally easier to get the next great person. Patrick argues you should also view every person you hire as bringing along another 50 people just like them if your company is successful: “Even if they don’t literally hire 50 people, they will be so influential in determining the selection of those 50 people.” Source: Greylock Partners (Nov 2015)
1:54

Patrick Collison on the importance of waiting a really long time to hire people Everybody tells you “work really hard to hire the best people.” But as Patrick explains, that’s not helpful because everyone knows they should do that. As he puts it: “The question is to what length should you go and what does that actually mean in practice? And in practice, it means being okay waiting a really long time to hire people.” It took Stripe six months to hire their first two people, and six more months to hire another 3-4 people. He can think of five people at Stripe who took 3+ years to hire. “If you think about the smartest people you know, if you want to get them to work on your thing, chances are they already have pretty good paths ahead of them… You have to be way more persistent and be okay with it taking way longer than any sane or reasonable person would think it should take.” There’s an important compounding effect here — hiring just one great person will make it marginally easier to get the next great person. Patrick argues you should also view every person you hire as bringing along another 50 people just like them if your company is successful: “Even if they don’t literally hire 50 people, they will be so influential in determining the selection of those 50 people.” Source: Greylock Partners (Nov 2015)

Startup Archive

74,316 görüntüleme • 3 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 • 4 ay önce

WHAT IS THE TRUTH Richard Heart? NOBODY WITH A FOLLOWING HAS THE BALLS TO TAG YOU AND ASK THE EXACT QUESTION THEY WANT TO KNOW............. I DO! I THINK THE BIG QUESTION PEOPLE HAVE, NOT ME, I COULD CARE LESS, BUT OTHERS WANT TO KNOW, THOSE PEOPLE THAT YOU HAD CONVERSATIONS WITH...... ARE THEY BEING BAD ACTORS ON #PULSECHAIN? IF YOU CAN NOT ANSWER WHY OR WHY NOT, I UNDERSTAND WHY........ THEY DON'T. LIKE AND RETWEET IF YOU ARE NOT A COWARD AND WANT THE ANSWER TO THIS ABOUT $PDAI IF YOU WANT TO ASK YOUR QUESTION, FEEL FREE IN THE COMMENTS. EITHER WAY, I'M GOOD
0:22

WHAT IS THE TRUTH Richard Heart? NOBODY WITH A FOLLOWING HAS THE BALLS TO TAG YOU AND ASK THE EXACT QUESTION THEY WANT TO KNOW............. I DO! I THINK THE BIG QUESTION PEOPLE HAVE, NOT ME, I COULD CARE LESS, BUT OTHERS WANT TO KNOW, THOSE PEOPLE THAT YOU HAD CONVERSATIONS WITH...... ARE THEY BEING BAD ACTORS ON #PULSECHAIN? IF YOU CAN NOT ANSWER WHY OR WHY NOT, I UNDERSTAND WHY........ THEY DON'T. LIKE AND RETWEET IF YOU ARE NOT A COWARD AND WANT THE ANSWER TO THIS ABOUT $PDAI IF YOU WANT TO ASK YOUR QUESTION, FEEL FREE IN THE COMMENTS. EITHER WAY, I'M GOOD

MOON KING B-ROOTS

25,821 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

34,669 görüntüleme • 9 gün önce

Congresswoman Lisa McClain Says Anyone In Government Who Refuses To Answer Questions & Deflects, Needs To Be Replaced “I'm gonna share with the American people, if you get somebody who's in charge, especially in a government entity that can't answer a question, you should ask yourself, do we need to replace this person who can't answer a simple question? I mean, my goodness gracious. The disappointment that I have that you can't even answer a simple question is unbelievable. Yet, you wanna be in charge, and you wanna tell the very people who you have no clue about their business what they can and can't do. That to me is repulsive.”
0:34

Congresswoman Lisa McClain Says Anyone In Government Who Refuses To Answer Questions & Deflects, Needs To Be Replaced “I'm gonna share with the American people, if you get somebody who's in charge, especially in a government entity that can't answer a question, you should ask yourself, do we need to replace this person who can't answer a simple question? I mean, my goodness gracious. The disappointment that I have that you can't even answer a simple question is unbelievable. Yet, you wanna be in charge, and you wanna tell the very people who you have no clue about their business what they can and can't do. That to me is repulsive.”

Wall Street Apes

1,094,436 görüntüleme • 2 yıl önce

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."
1:15

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Patrick OShaughnessy

33,016 görüntüleme • 4 ay önce

"A generation of management teaching taught us CEOs should trust their people and get out of the way. But I don't think 'trust' and 'getting out of the way' are the same thing." Brian Chesky on how Founder Mode will become even more important with agentic AI: "Great leadership is presence, not absence." "Leadership is presence. You should actually be partnering with people. You should be on the field with them. If you're a calvalry general, you should be on a horse. You should be on the battlefield. You're not overseas just writing blueprints. You gotta be on the field with them, you gotta be leading by example." "Leadership is from the front, not the back." "I think AI is going to create the equivalent of an AI founder mode. Now you gotta be even more hands-on. I don't think in the era of AI, there should be any pure people managers. Because you're so close to the details and data. Everyone has the opportunity to be hands-on, and it's hard to imagine only managing people and not agents."
1:15

"A generation of management teaching taught us CEOs should trust their people and get out of the way. But I don't think 'trust' and 'getting out of the way' are the same thing." Brian Chesky on how Founder Mode will become even more important with agentic AI: "Great leadership is presence, not absence." "Leadership is presence. You should actually be partnering with people. You should be on the field with them. If you're a calvalry general, you should be on a horse. You should be on the battlefield. You're not overseas just writing blueprints. You gotta be on the field with them, you gotta be leading by example." "Leadership is from the front, not the back." "I think AI is going to create the equivalent of an AI founder mode. Now you gotta be even more hands-on. I don't think in the era of AI, there should be any pure people managers. Because you're so close to the details and data. Everyone has the opportunity to be hands-on, and it's hard to imagine only managing people and not agents."

TBPN

16,005 görüntüleme • 3 ay önce

Being a founder is chaos, one minute you’re getting sued, the next you’re getting a $100M offer. I’ve seen it all. Only about a third of people are built to handle that kind of volatility. The rest? They work for them. And that’s fine. But if you want to be a founder, you better learn to thrive in the storm, not hide from it. Mick Hunt
1:13

Being a founder is chaos, one minute you’re getting sued, the next you’re getting a $100M offer. I’ve seen it all. Only about a third of people are built to handle that kind of volatility. The rest? They work for them. And that’s fine. But if you want to be a founder, you better learn to thrive in the storm, not hide from it. Mick Hunt

Kevin O'Leary aka Mr. Wonderful

28,145 görüntüleme • 9 ay önce

☀️Mel Robbins tells Jim VandeHei on The Axios Show that people underestimate the “power” of their energy. “You bring the weather… if you are somebody that is sunny, it means you have checked your emotions... walking in with a certain energy because you know it’s important.”
0:39

☀️Mel Robbins tells Jim VandeHei on The Axios Show that people underestimate the “power” of their energy. “You bring the weather… if you are somebody that is sunny, it means you have checked your emotions... walking in with a certain energy because you know it’s important.”

Axios

178,262 görüntüleme • 10 ay önce

"If you say or imply that people cannot be English or British because of the colour of their skin [...] if you say they should now be deported, then mark my words, we will fight you with everything we have, because you are an enemy of national renewal." -Keir Starmer Typically when a group of people openly talk about invasion and conquest of a country, come in and do it with the help of the government paid for by the hard-working citizens, refuse to assimilate, and then mass-rape the women and children while the politicians cover it up, I do fear that may be a recipe for disaster... but what do I know?
1:30

"If you say or imply that people cannot be English or British because of the colour of their skin [...] if you say they should now be deported, then mark my words, we will fight you with everything we have, because you are an enemy of national renewal." -Keir Starmer Typically when a group of people openly talk about invasion and conquest of a country, come in and do it with the help of the government paid for by the hard-working citizens, refuse to assimilate, and then mass-rape the women and children while the politicians cover it up, I do fear that may be a recipe for disaster... but what do I know?

Avery Daye

77,708 görüntüleme • 4 ay önce

The respect of capital. If you want to be wealthy, you have to respect money. You have to understand where it fits in your life. And you have to understand that the way to get rich is not to spend it, to save it and let it grow. This is the key to success. I've been saying it for decades. You save twenty percent of your income in perpetuity, put it into the market, and you leave it alone. You start doing it in your late twenties, even if you just got the average salary, by the time you're sixty-five, you have one and a half to two million bucks. Stock market does that. You do it. But the reason most people can't is they don't have the discipline to save. They buy too much stuff they don't need.
0:53

The respect of capital. If you want to be wealthy, you have to respect money. You have to understand where it fits in your life. And you have to understand that the way to get rich is not to spend it, to save it and let it grow. This is the key to success. I've been saying it for decades. You save twenty percent of your income in perpetuity, put it into the market, and you leave it alone. You start doing it in your late twenties, even if you just got the average salary, by the time you're sixty-five, you have one and a half to two million bucks. Stock market does that. You do it. But the reason most people can't is they don't have the discipline to save. They buy too much stuff they don't need.

Kevin O'Leary aka Mr. Wonderful

56,962 görüntüleme • 2 ay önce

Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”
1:19

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

Startup Archive

552,837 görüntüleme • 2 yıl önce

"In our country's governance, way of working, and politics, it is known and repeated every day by everyone, we all seem to agree that we must change our tragic history as Rwandans. We need to strengthen our governance structures, if you are elected to lead or appointed in other legal ways it is not just for people to occupy positions of leadership and think about themselves as the first thing, thinking that the benefits of their positions should start with just them, no. We should also benefit from our work and efforts as human beings, but in our responsibilities as leaders, we should first and foremost think about Rwandans. It is a terrible habit that never gets uprooted completed. There is something about positions, even in foreign languages people enjoy being called “VVIPs”; some people end up almost killing others because they don’t treat them as “VIPs”. People have become so full of themselves, so heavy, that if they pass by places and they don’t leave fear in their wake, do you know how a hurricane goes? If they don’t leave fear in their wake then it becomes a problem. They look back to check if they left a storm in their wake or if people had turned up in big numbers to praise them. This is definitely a bad habit. We have said many times that it should stop but I repeat it today and it should stop. If you want to feel important, I am not against you if that is who you are, but it should start with fulfilling your duties first. After you have completed your responsibilities, if you still feel important, I will leave you alone, it will not offend me, only that you are the one who will have to bear the consequences. Serving Rwandans is the most important thing and should be our first and foremost responsibility." President Kagame | Swearing-in of Prime Minister and New Members of Parliament.
4:09

"In our country's governance, way of working, and politics, it is known and repeated every day by everyone, we all seem to agree that we must change our tragic history as Rwandans. We need to strengthen our governance structures, if you are elected to lead or appointed in other legal ways it is not just for people to occupy positions of leadership and think about themselves as the first thing, thinking that the benefits of their positions should start with just them, no. We should also benefit from our work and efforts as human beings, but in our responsibilities as leaders, we should first and foremost think about Rwandans. It is a terrible habit that never gets uprooted completed. There is something about positions, even in foreign languages people enjoy being called “VVIPs”; some people end up almost killing others because they don’t treat them as “VIPs”. People have become so full of themselves, so heavy, that if they pass by places and they don’t leave fear in their wake, do you know how a hurricane goes? If they don’t leave fear in their wake then it becomes a problem. They look back to check if they left a storm in their wake or if people had turned up in big numbers to praise them. This is definitely a bad habit. We have said many times that it should stop but I repeat it today and it should stop. If you want to feel important, I am not against you if that is who you are, but it should start with fulfilling your duties first. After you have completed your responsibilities, if you still feel important, I will leave you alone, it will not offend me, only that you are the one who will have to bear the consequences. Serving Rwandans is the most important thing and should be our first and foremost responsibility." President Kagame | Swearing-in of Prime Minister and New Members of Parliament.

Presidency | Rwanda

63,048 görüntüleme • 2 yıl önce

🚫 I won’t be pressured into silence. Across Sussex, people have real concerns about what is happening around Crowborough Barracks. They are asking reasonable questions and they deserve straight answers. I have been admonished for speaking up about those concerns. But if you try to admonish the person raising the questions on the public’s behalf, you are effectively admonishing the public for asking them in the first place. This is not about personal politics. It is about respect. Residents should be able to voice worries without being dismissed, and public bodies should respond with transparency, not defensiveness. So I will keep standing with local people, and I will keep pushing for clear answers. Do you share these concerns and what is the one question you want answered most?
1:05

🚫 I won’t be pressured into silence. Across Sussex, people have real concerns about what is happening around Crowborough Barracks. They are asking reasonable questions and they deserve straight answers. I have been admonished for speaking up about those concerns. But if you try to admonish the person raising the questions on the public’s behalf, you are effectively admonishing the public for asking them in the first place. This is not about personal politics. It is about respect. Residents should be able to voice worries without being dismissed, and public bodies should respond with transparency, not defensiveness. So I will keep standing with local people, and I will keep pushing for clear answers. Do you share these concerns and what is the one question you want answered most?

Katy Bourne OBE

114,917 görüntüleme • 6 ay önce

This is probably the biggest issue that people have with their lives A negative mindset, fed by negative talking and thinking. You will find it very hard to positively improve your life if you continue to do this. They perpetuate negative circumstances by talking about them as if they are current. You may have experienced something in the past, but referring to it and giving it attention and energy is only strengthening it. Do away with the idea that you must be "logical" and "normal" with how you talk and live. Instead, put your mind and energy into the reality you wish to experience, and your life will begin to align around that.
1:25

This is probably the biggest issue that people have with their lives A negative mindset, fed by negative talking and thinking. You will find it very hard to positively improve your life if you continue to do this. They perpetuate negative circumstances by talking about them as if they are current. You may have experienced something in the past, but referring to it and giving it attention and energy is only strengthening it. Do away with the idea that you must be "logical" and "normal" with how you talk and live. Instead, put your mind and energy into the reality you wish to experience, and your life will begin to align around that.

⚡️🌞 Sol Brah 🌞🐬

15,529 görüntüleme • 9 ay önce