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There's a common misconception that award-winning websites don't convert. That beautiful design = bad business. I call BS. Work that we did earlier this year for OH Architecture ( won Site of the Day on Awwwards, FWA, and CSSDA. It also generated $1-3 million AUD in new project work...

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Huy Nguyen

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17,294 Aufrufe • vor 8 Monaten •via X (Twitter)

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In business, there's a huge difference between price and value. If a client starts the conversation by focusing solely on price, chances are they're not going to buy—or worse, they may not be the right client for your business at all. When a customer is only interested in negotiating the lowest price, they often don't appreciate the value you bring to the table. We realized that as soon as we increased our prices, everything changed. Not only did our revenue grow, but more importantly, our client profile shifted dramatically. We began attracting clients who truly valued the quality and expertise we offer. These clients understood the investment they were making and trusted us to deliver results that justified the price. By raising our prices, we set a new standard, and the clients who recognized that were the ones we wanted to work with all along. Remember, when you charge what you’re worth, you attract clients who value what you offer. It’s not just about making a sale—it’s about building relationships with clients who understand the value behind your work.

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Marc Andreessen reveals the ultimate danger for entrepreneurs trying to lead like the greats. Before you try to run your startup by inserting yourself into every detail, you need to hear this reality check: "The thing you don't get is as follows, which is that... assumes you have somebody like Elon who can hold the entirety of every engineering topic and every business topic in their head all at the same time." "And so when you're sitting there with the 23-year-old engineer and you're working with them to redesign the database architecture or whatever, you actually are like qualified to do that. And that you're qualified to do that not just that one time, but EVERY time." It forces us to ask a tough question about the actual talent pool in tech right now: "This goes right back to the last topic we just talked about, which is like, OK, how many of those people exist who can possibly do that? And, you know, we know the answer is one." But here is where his perspective completely shifts... "I believe the answer is ten or a hundred or a thousand. I don't know if it's a million. I tend to think we have more of those people than we think we do."

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15-year-old American made $14,000 in his first month selling a service most marketers have never even heard of. Every time someone searches for a business on Google - the first thing they see is an AI response, not a website and not an ad. ChatGPT gives 5-6 recommendations and if a business isn't there - the customer goes to a competitor without a single click. His secret - AI visibility. He optimized local businesses to appear in ChatGPT responses, Google AI Overview and Meta AI instead of paying for ads that no longer work. He'd walk up to a business owner, show them that their business didn't appear in AI responses and ask if they wanted to fix it. Almost everyone said yes immediately. 8 clients at $800 in the first month, 20 clients in the second - because every satisfied client referred him to someone else. This isn't a marketing problem - it's a visibility problem. And he was the only one solving it in his city.

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1 year ago today, I launched my design agency (Finite Supply) with just a tweet. I had nothing lined up, and it was the first time I’d ever fully worked for myself. I want to start by thanking all my clients who have been such a joy to work with. I specifically want to thank: Fedi, OCEAN, Satoshi Nakamoto Institute, HRF, Opennode, and Bull Bitcoin for taking a chance on me as I was just starting out. Here’s a recap of our first year: - We had 22 clients (all bitcoiners). Wallets, exchanges, mining companies, foundations, an institute, multiple saas companies, a merch company, a bitcoin treasury company, a think tank, a financial institution, and an AI company. - Project types: 15 branding, 10 product design, 7 web design, 3 merch, 4 graphic design, and 2 presentations - 11 clients paid in BTC, 11 clients paid in USD, and 2 companies paid in equity. - I greatly exceeded my 20k/month income goal for all 12 months. - The FiniteSupply .co shop shipped out over 200 hats and dialed in production & shipping operations. Upon reflection, we really excelled at: - Creative Direction (being a seasoned “design mind” for founders and teams with little design expertise) - Branding (creating foundational brand identities and guides for new companies/organizations) - Web design (designing and developing websites) - Fractional product design (partnering with teams to design mobile / web apps) Early on I struggled with: - Saying YES to too much work out of fear of the unknown. - Not delegating enough work out. - Not posting enough work on social media. Some things that have worked for the business: - Posting thoughts on the intersection of design and bitcoin - Posting existing work always leads to more work - Fractional design services have been easy and effective for businesses to accept - Accepting and holding bitcoin has fortified the business bigly Some goals for this year (hold me to these!): - Post more to showcase more work, share design knowledge, and connect with potential clients. - Create even cooler hats & products for the Finite Supply shop. - Increase the percentage of bitcoin payments. - Build a product that leverages ai to boost efficiency for American workers who build real things. Thank you for reading, I hope you’ve enjoyed my annual report. The last year was incredibly blessed and I’m so grateful. I'm so proud of all the work we accomplished. If you’re thinking about starting your own thing, quit your job and do it. If you need design, send me a DM. Let’s connect. Last but not least, Happy Bitcoin Pizza Day! – Skyler

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WORK ETHIC vs. WANT ETHIC: "Next time you're watching a game and one player makes a play over another player, listen for the announcer to say, "Oh! He just wanted it more!" Then ask yourself this: Was the level of 'want' really the difference why one player made the play and the other didn't?! Or did one of those players plan better, jump higher, use better technique, see more clearly, and build better skill? Did he want it more in the moment or did he prepare a little better and when that moment arrived he performed a little better? You think that the other player didn't want it? Didn't want to make the play? Was the difference between those two athletes their level of want?! No way. It wasn't want. It was work! Getting in shape requires consistent workouts, not frequent want-outs. You earn in alignment with the quality of your work, not the quality of your want. You can build a life on a work ethic but you can't build anything on a want ethic. Working hard is studying, prepping, reps, reflection, feedback, and responsibility for the results that you produce. It's late nights and early mornings. It's uncommon effort and it's choosing to push harder when you could relax. Wanting hard? Well, that's what everyone else does. Everything is training for something. Do the work.”

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The SkyPirl (PIRL) project was restored and developed based on the contributions and support of the PIRL coin community. We believe that to create a successful project, it requires the contribution and effort of everyone. This is also the reason why we clearly state in the white paper that the PIRL community is the founder of the project, and the project will have two founders, because those who are restoring the project in the future all hold PIRL coins on the old chain # History of the project The SkyPirl project was founded in 2017 and has gone through many ups and downs. By the end of 2020, the project declared bankruptcy and the old chain operated until the third quarter of 2021. However, the community decided to stand up and restore the project in 2021. # Community protection policy We believe that the policy must prioritize protecting the community. Therefore, we propose 100% Airdrop for individuals who support the project to restore from 2021 to 2023 and 15% Airdrop for individuals who do not support the project. The remaining amount will be used for the next Airdrop purpose. # Project Principles We are proud to restore the project and regain the trust of the community. The SkyPirl project still maintains the main principle of not selling ICO, not raising capital, not calling for the community to spend money to restore the project. The community can only earn PIRL coins through Airdrop or running a validator. # Transparency and openness We work transparently and openly, all policies are announced to the community, and protect the interests of the community, as well as financial support, and work for free for the project. # Responsibility and work We believe that everyone's responsibility and work must be the same. The old PIRL community also has the responsibility to stand up to restore and encourage developers to stand up to restore the project. # Legal Responsibility We, the SmallMarine organization, have stood up for 5 years to call for developers to come back, working hard in terms of work, money and time. We want to ask the old PIRL community, if in the future we still work righteously and protect the project, but when the project has legal problems and the fault is not ours, will you protect us? Because we will be responsible for all legal responsibilities in the future. If we successfully merge the PIRL and Callisto Networks into the project, our first policy will be to prioritize protecting the community. We believe that the community is the most important foundation of the project and determines the direction of the chain. $CLO $PIRL #PIRLmeet #CLOe #SLOFI

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I hear so often from the Dommes I work with that they struggle with people online fetichizing them and simply seeing them for how sexy and beautiful they are. They project their fantasies and their desires onto you. That stops immediately once you move the attention from you to them. From 'look at me' to 'I see you'. What does that look like? When you create content, think of them and what this scene or that narrative is evoking. What will they learn from you? What they want is not to passively watch how sexy you are, but for you to train them, to give them instructions, to teach them, to guide them, to be in charge, to command them. This is not being an object but the main subject. The Authority figure. How is your content already doing that. The sexy photos can still be there, they are important to already capture des attention. But what you do with that attention once you have it, is where the power dynamic is established. Positioning yourself as more than a stunning Goddess, but actually a woman who has a voice, opinions, perspective, a philosophy, a way to doing things, teaching them what you like, how you like it, why you like it, already makes them want to be that for you. You hold the attention, you hold the power, so you direct it. And for that, you want them to know you get them and you know what lives within them... that creates the desire for you to be the one exposing it. You instantly build trust. Not because you demanded it, but because you earned it: you showed them you know what you are doing. You have experience, you understand them. They are not told to come see you, they are seduced into it. They desire it. And they will work for it. This will attract better clients (real subs) and instead of you trying to get their attention, they will work to earn yours. If you want to learn more about power dynamics, building a brand as a Pro or the psychology behind BDSM, you can now access all my trainings and classes in one place for a fraction of the cost of The Dominatrix Academy. And you can reinvest the total amount towards the Program. Message me [SECRET] for the details. This offer is not available on my website.

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Today I am introducing Eragon , your AI Operating System for work. Our goal is simple: Build the AI that can help you run your company from idea to IPO. In order to truly fix work, we need to solve the root problem. We all use tons of business apps from ERP to CRM to Product Analytics but we still have to endlessly switch, search, and export just to answer a single question. The bottleneck is not having more tools, it's the lack of a unified layer that connects and understands them all. That's why we built Eragon -Through MCP we connect to every business app. -Through custom agents, each tool gets its own intelligence. -And inside one workspace all you have to do is ask Eragon for any business insight: - "Walk me through our sales forecast and what deals are at risk." - "Which users hit paywall but didn't convert?" - "Where's the bottleneck in our factories this week?" Already, teams are cutting days of manual work into minutes. We're working with the fastest growing startups and some of the worlds largest enterprises. And we would love to work with you! Book a demo with us today and usher in the new era of vibe working.

Josh Sirota

99,769 Aufrufe • vor 10 Monaten

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#WATCH | On L&T Chairman SN Subrahmanyan advocates a 90-hour work week, Mahindra Group Chairman Anand Mahindra says, "I have a huge respect for Narayan Murthy and others. So let me not get this wrong. But I have to say something. I think this debate is in the wrong direction because this debate is about the quantity of work. My point is we have to focus on the quality of work, not on the quantity of work. So it's not about 40 hours, or 70 hours or 90 hours. What output are you doing even if it's 10 hours? You can change the world in 10 hours... I have always believed that you have to have leaders and people in your company who make wise decisions and wise choices. So the question is, which kind of mindmakes the right choices and right decisions? And I think a mind that is exposed to holistic thinking, thinking that is open to inputs from around the world, that's when you'll make a good decision. If you don't spend time at home, if you're not spending time with friends, not reading, and don't have time to reflect, how will you bring the right inputs into making a decision?... I don't want it to be about quantity. Ask me what's the quality of my work. Don't ask me how many hours I work...."

ANI

102,689 Aufrufe • vor 1 Jahr

"I don't think many tech companies execute M&A well." Palo Alto Networks CEO Nikesh Arora breaks down his strategy for successful M&A: "Purchase price is an irrelevant artifact. If it's going to work, it's going to work phenomenally well, or you're going to screw it up. It's not what you paid, it's what you're able to do with it." "You could say that Instagram was expensive, or YouTube was expensive, or DoubleClick was expensive. They all worked perfectly. AOL Time Warner is a different story. So it boils down to how you execute past the price you pay for it." "In tech, when you buy a company, you buy a team, you buy an existing product, and you buy a roadmap for the future. The question is: can you deliver on that roadmap? Can you accelerate that roadmap? Does it work?" "We sign a term sheet, and we ask the founders to sit with our team and redesign the product roadmap so we like it and they like it. And if they don't agree with our expectations and we don't agree with theirs, we don't buy the company." "We make them in charge. My teams have to work for them, which makes them really unhappy. And not many of them like it. But I'm like, look, these guys went out there, raised money, kicked your ass in your category, and you want them to work for you? That makes no sense to me. You're going to work for them. Learn from them." "So our job is to enable these people. We look at them and say, whatever your business plan was when you were a small private company, find me a business plan that's twice as assertive and bold as the one you had then." "We've built a phenomenal system to take them to market. I have 3,000 people in the field... 3,000 people go out there and see 10,000 customers. So that's where the secret sauce kicks in." "We've bought 34 companies so far. I think our hit rate on things that have worked is over 70%."
3:01

"I don't think many tech companies execute M&A well." Palo Alto Networks CEO Nikesh Arora breaks down his strategy for successful M&A: "Purchase price is an irrelevant artifact. If it's going to work, it's going to work phenomenally well, or you're going to screw it up. It's not what you paid, it's what you're able to do with it." "You could say that Instagram was expensive, or YouTube was expensive, or DoubleClick was expensive. They all worked perfectly. AOL Time Warner is a different story. So it boils down to how you execute past the price you pay for it." "In tech, when you buy a company, you buy a team, you buy an existing product, and you buy a roadmap for the future. The question is: can you deliver on that roadmap? Can you accelerate that roadmap? Does it work?" "We sign a term sheet, and we ask the founders to sit with our team and redesign the product roadmap so we like it and they like it. And if they don't agree with our expectations and we don't agree with theirs, we don't buy the company." "We make them in charge. My teams have to work for them, which makes them really unhappy. And not many of them like it. But I'm like, look, these guys went out there, raised money, kicked your ass in your category, and you want them to work for you? That makes no sense to me. You're going to work for them. Learn from them." "So our job is to enable these people. We look at them and say, whatever your business plan was when you were a small private company, find me a business plan that's twice as assertive and bold as the one you had then." "We've built a phenomenal system to take them to market. I have 3,000 people in the field... 3,000 people go out there and see 10,000 customers. So that's where the secret sauce kicks in." "We've bought 34 companies so far. I think our hit rate on things that have worked is over 70%."

TBPN

39,506 Aufrufe • vor 3 Monaten

"I don't think many tech companies execute M&A well." Palo Alto Networks CEO Nikesh Arora breaks down his strategy for successful M&A: "Purchase price is an irrelevant artifact. If it's going to work, it's going to work phenomenally well, or you're going to screw it up. It's not what you paid, it's what you're able to do with it." "You could say that Instagram was expensive, or YouTube was expensive, or DoubleClick was expensive. They all worked perfectly. AOL Time Warner is a different story. So it boils down to how you execute past the price you pay for it." "In tech, when you buy a company, you buy a team, you buy an existing product, and you buy a roadmap for the future. The question is: can you deliver on that roadmap? Can you accelerate that roadmap? Does it work?" "We sign a term sheet, and we ask the founders to sit with our team and redesign the product roadmap so we like it and they like it. And if they don't agree with our expectations and we don't agree with theirs, we don't buy the company." "We make them in charge. My teams have to work for them, which makes them really unhappy. And not many of them like it. But I'm like, look, these guys went out there, raised money, kicked your ass in your category, and you want them to work for you? That makes no sense to me. You're going to work for them. Learn from them." "So our job is to enable these people. We look at them and say, whatever your business plan was when you were a small private company, find me a business plan that's twice as assertive and bold as the one you had then." "We've built a phenomenal system to take them to market. I have 3,000 people in the field... 3,000 people go out there and see 10,000 customers. So that's where the secret sauce kicks in." "We've bought 34 companies so far. I think our hit rate on things that have worked is over 70%."
3:01

"I don't think many tech companies execute M&A well." Palo Alto Networks CEO Nikesh Arora breaks down his strategy for successful M&A: "Purchase price is an irrelevant artifact. If it's going to work, it's going to work phenomenally well, or you're going to screw it up. It's not what you paid, it's what you're able to do with it." "You could say that Instagram was expensive, or YouTube was expensive, or DoubleClick was expensive. They all worked perfectly. AOL Time Warner is a different story. So it boils down to how you execute past the price you pay for it." "In tech, when you buy a company, you buy a team, you buy an existing product, and you buy a roadmap for the future. The question is: can you deliver on that roadmap? Can you accelerate that roadmap? Does it work?" "We sign a term sheet, and we ask the founders to sit with our team and redesign the product roadmap so we like it and they like it. And if they don't agree with our expectations and we don't agree with theirs, we don't buy the company." "We make them in charge. My teams have to work for them, which makes them really unhappy. And not many of them like it. But I'm like, look, these guys went out there, raised money, kicked your ass in your category, and you want them to work for you? That makes no sense to me. You're going to work for them. Learn from them." "So our job is to enable these people. We look at them and say, whatever your business plan was when you were a small private company, find me a business plan that's twice as assertive and bold as the one you had then." "We've built a phenomenal system to take them to market. I have 3,000 people in the field... 3,000 people go out there and see 10,000 customers. So that's where the secret sauce kicks in." "We've bought 34 companies so far. I think our hit rate on things that have worked is over 70%."

TBPN

355,844 Aufrufe • vor 4 Monaten

Arteta on his role to re-energise the Arsenal team. 💪 “Certainly, when you lose a game, you have a lot of feelings because, especially, this group of players are so competitive and they seek for excellence and when you don't reach it, you ask yourself questions, and we did that. “But I think my role there as well is to bring optimism and reality about where we are, and yeah, our club has a long history. And to find a moment where, in February, we're in the position that we are, is very difficult to find. So guys, we are doing so many things so well, and let's focus mainly on that. And for sure, we want to improve, we want to be better in every area, but with that sense as well of self-confidence and conviction that we are in the right path. Anyone need to lift Arteta? “No, in these moments, no. Normally, I'm the opposite and when we are doing so well, I'm there with a stick to say, 'This is not good enough,' 'This is not good enough.' The other day, no, because I know how much they wanted the amount of games and the demands that we put on those players every day. “In those moments, they need to understand and feel that we are right behind them. I'm mainly responsible for that and they keep playing with that freedom, with that enjoyment, as I discussed the other day, and I make sure that that journey is beautiful because what is ahead is great and everybody has to be part of that but in a good sense and with good humor and with good optimism and looking forward to it.”
1:58

Arteta on his role to re-energise the Arsenal team. 💪 “Certainly, when you lose a game, you have a lot of feelings because, especially, this group of players are so competitive and they seek for excellence and when you don't reach it, you ask yourself questions, and we did that. “But I think my role there as well is to bring optimism and reality about where we are, and yeah, our club has a long history. And to find a moment where, in February, we're in the position that we are, is very difficult to find. So guys, we are doing so many things so well, and let's focus mainly on that. And for sure, we want to improve, we want to be better in every area, but with that sense as well of self-confidence and conviction that we are in the right path. Anyone need to lift Arteta? “No, in these moments, no. Normally, I'm the opposite and when we are doing so well, I'm there with a stick to say, 'This is not good enough,' 'This is not good enough.' The other day, no, because I know how much they wanted the amount of games and the demands that we put on those players every day. “In those moments, they need to understand and feel that we are right behind them. I'm mainly responsible for that and they keep playing with that freedom, with that enjoyment, as I discussed the other day, and I make sure that that journey is beautiful because what is ahead is great and everybody has to be part of that but in a good sense and with good humor and with good optimism and looking forward to it.”

Connor Humm

17,767 Aufrufe • vor 5 Monaten

To be a successful founder, you have to believe that what you're working on is going to work — despite knowing it probably won't! That sounds like an oxymoron, but it's really not. Believing that what you're building is going to work is an essential component of coming to work with the energy, fortitude, and determination it's going to require to even have a shot. Knowing it probably won't is accepting the odds of that shot. It's simply the reality that most things in business don't work out. At least not in the long run. Most businesses fail. If not right away, then eventually. Yet the world economy is full of entrepreneurs who try anyway. Not because they don't know the odds, but because they've chosen to believe they're special. The best way to balance these opposing points — the conviction that you'll make it work, the knowledge that it probably won't — is to do all your work in a manner that'll make you proud either way. If it doesn't work, you still made something you wouldn't be ashamed to put your name on. And if it does work, you'll beam with pride from making it on the basis of something solid. The deep regret from trying and failing only truly hits when you look in the mirror and see Dostoevsky staring back at you with this punch to the gut: "Your worst sin is that you have destroyed and betrayed yourself for nothing." Oof. Believe it's going to work. Build it in a way that makes you proud to sign it. Base your worth on a human on something greater than a business outcome.
1:34

To be a successful founder, you have to believe that what you're working on is going to work — despite knowing it probably won't! That sounds like an oxymoron, but it's really not. Believing that what you're building is going to work is an essential component of coming to work with the energy, fortitude, and determination it's going to require to even have a shot. Knowing it probably won't is accepting the odds of that shot. It's simply the reality that most things in business don't work out. At least not in the long run. Most businesses fail. If not right away, then eventually. Yet the world economy is full of entrepreneurs who try anyway. Not because they don't know the odds, but because they've chosen to believe they're special. The best way to balance these opposing points — the conviction that you'll make it work, the knowledge that it probably won't — is to do all your work in a manner that'll make you proud either way. If it doesn't work, you still made something you wouldn't be ashamed to put your name on. And if it does work, you'll beam with pride from making it on the basis of something solid. The deep regret from trying and failing only truly hits when you look in the mirror and see Dostoevsky staring back at you with this punch to the gut: "Your worst sin is that you have destroyed and betrayed yourself for nothing." Oof. Believe it's going to work. Build it in a way that makes you proud to sign it. Base your worth on a human on something greater than a business outcome.

DHH

96,462 Aufrufe • vor 1 Jahr

I built an app in Softr for the HVAC industry to solve some crucial problems. The problem is that those in the HVAC industry and similar industries like construction, plumbing, and electrical do not have one source of truth where: 1. Their clients can request for thier services. 2. Clients can be onboarded after they make a payment. 3. They store the information and bio data of their technicians. 4. They assign tasks to their technicians. 5. Technicians can track onsite jobs with pictures in real time of when working. 6. Clients see the progress of their projects. 7. Invoices and quotations from paid clients can be tracked. 8. Technicians borrow assets from the company, and they can be tracked. 9. There is a database where every individual, from technicians to admin and clients, are all stored. 10. Login details from every individual are secured and they can only see things that are their business without seeing that of another person, be ita technician or a client. These and many more are what people in these industries face as a challenge. I came up with a solution that addresses all these problems. I built a workflow that also auto-populated the users table in the database with technicians and clients when the records are filled in the technician and client tables, respectively. There is also a workflow that sends an email to the admin when a client makes a request from the portal. Taking advantage of the database, workflow, and portal gave a full-blown application for the HVAC industry. If you are in the construction, plumbing, electrical, or HVAC industry and you need a similar build, reach out, and I will be more than happy to replicate this for you or something similar in Softr.
14:08

I built an app in Softr for the HVAC industry to solve some crucial problems. The problem is that those in the HVAC industry and similar industries like construction, plumbing, and electrical do not have one source of truth where: 1. Their clients can request for thier services. 2. Clients can be onboarded after they make a payment. 3. They store the information and bio data of their technicians. 4. They assign tasks to their technicians. 5. Technicians can track onsite jobs with pictures in real time of when working. 6. Clients see the progress of their projects. 7. Invoices and quotations from paid clients can be tracked. 8. Technicians borrow assets from the company, and they can be tracked. 9. There is a database where every individual, from technicians to admin and clients, are all stored. 10. Login details from every individual are secured and they can only see things that are their business without seeing that of another person, be ita technician or a client. These and many more are what people in these industries face as a challenge. I came up with a solution that addresses all these problems. I built a workflow that also auto-populated the users table in the database with technicians and clients when the records are filled in the technician and client tables, respectively. There is also a workflow that sends an email to the admin when a client makes a request from the portal. Taking advantage of the database, workflow, and portal gave a full-blown application for the HVAC industry. If you are in the construction, plumbing, electrical, or HVAC industry and you need a similar build, reach out, and I will be more than happy to replicate this for you or something similar in Softr.

Ada || Airtable, Zapier & Make.com

26,372 Aufrufe • vor 7 Monaten

Trump on Spain being a bunch of clowns: “Well, some of the European nations have been helpful and some haven't. And I'm, you know, very surprised. Germany has been great. He's been terrific. Others have been very good, terrific...But some of the Europeans like Spain, has been terrible. In fact, I told Scott [Bessent] to cut off all dealings with Spain. Spain. First of all, it started when every — every European nation, at my request, paid 5%, which they should be doing, and everybody was enthusiastic about it. Germany, everybody and Spain didn't do it. And now, Spain actually said that we can't use their bases, and that's all right. We don't we could use their bases if we want. We could just fly in and use it. Nobody's going to tell us not to use it, but we don't have to. But they were unfriendly. And so, I told him, we don't want to — Spain has absolutely nothing that we need other than great people. They have great people, but they don't have great leadership. And as you know, they were the only country that, in NATO, would not agree to go up to 5%. I don't think they want it agreed to go up to anything. They wanted to keep it at 2% and they don't pay the 2%. So we're going to cut off all trade with Spain. We don't want anything to do with Spain. And I'm not — by the way, I'm not happy with the UK either. That island that you read about the lease — okay — he made it — for whatever reason, he made a lease of the island. Somebody came and took it away from him, and it's taken 3 or 4 days for us to work out where we can land there. It would have been much more convenient landing there as opposed to flying many extra hours, so we are very surprised. This is not Winston Churchill that we're dealing with.”
2:03

Trump on Spain being a bunch of clowns: “Well, some of the European nations have been helpful and some haven't. And I'm, you know, very surprised. Germany has been great. He's been terrific. Others have been very good, terrific...But some of the Europeans like Spain, has been terrible. In fact, I told Scott [Bessent] to cut off all dealings with Spain. Spain. First of all, it started when every — every European nation, at my request, paid 5%, which they should be doing, and everybody was enthusiastic about it. Germany, everybody and Spain didn't do it. And now, Spain actually said that we can't use their bases, and that's all right. We don't we could use their bases if we want. We could just fly in and use it. Nobody's going to tell us not to use it, but we don't have to. But they were unfriendly. And so, I told him, we don't want to — Spain has absolutely nothing that we need other than great people. They have great people, but they don't have great leadership. And as you know, they were the only country that, in NATO, would not agree to go up to 5%. I don't think they want it agreed to go up to anything. They wanted to keep it at 2% and they don't pay the 2%. So we're going to cut off all trade with Spain. We don't want anything to do with Spain. And I'm not — by the way, I'm not happy with the UK either. That island that you read about the lease — okay — he made it — for whatever reason, he made a lease of the island. Somebody came and took it away from him, and it's taken 3 or 4 days for us to work out where we can land there. It would have been much more convenient landing there as opposed to flying many extra hours, so we are very surprised. This is not Winston Churchill that we're dealing with.”

Curtis Houck

189,117 Aufrufe • vor 4 Monaten

I’ve been seeing these painful videos of the owner of Giwa Gardens in series of rants about his employees and how his businesses are badly managed by the people he put in charge, and then calling Nigerian youths lazy. I beg to disagree very strongly. Western youths are generally more lazy than Africans and that's why you see immigrants doing lots of the hard work abroad. The difference is that the west invests in systems and processes to ensure that things work. Watched one of the CEO's videos saying he "trusts" his GM to do the work but he doesn't. Trust is good, but control is better. This is a multimillion naira business and something is fundamentally wrong with the systems and processes if a business of this size requires the owner to physically shout and be there before things get done. Many Other companies use activation agents and they deliver. I understand how tiring running a business is, especially the people management part, but this one has to be a systems and structure issue. Even the best high flyers may not give as best as they should if they find themselves in an environment that accommodates nonchalance. Business leaders need to know that investing in a business is not just by spending millions or billions on the infrastructure and salaries. You have to also invest significantly in the systems that will make it run. But many times, entrepreneurs believe they understand it better than the consultant who can help them design it. And don't just stop at design, get them to support with implementation. I've had several clients in this same situation in the past that we helped solve it by building and implementing systems that work. It starts with you telling yourself the truth, not by blaming it on Nigerian youths. We all don't know it all. You'll even often hear some say consultants only speak English. Clearly this frustration and all that's been said in his videos reiterates a lack of working systems and reflects more on the business owner than the employees.
1:21

I’ve been seeing these painful videos of the owner of Giwa Gardens in series of rants about his employees and how his businesses are badly managed by the people he put in charge, and then calling Nigerian youths lazy. I beg to disagree very strongly. Western youths are generally more lazy than Africans and that's why you see immigrants doing lots of the hard work abroad. The difference is that the west invests in systems and processes to ensure that things work. Watched one of the CEO's videos saying he "trusts" his GM to do the work but he doesn't. Trust is good, but control is better. This is a multimillion naira business and something is fundamentally wrong with the systems and processes if a business of this size requires the owner to physically shout and be there before things get done. Many Other companies use activation agents and they deliver. I understand how tiring running a business is, especially the people management part, but this one has to be a systems and structure issue. Even the best high flyers may not give as best as they should if they find themselves in an environment that accommodates nonchalance. Business leaders need to know that investing in a business is not just by spending millions or billions on the infrastructure and salaries. You have to also invest significantly in the systems that will make it run. But many times, entrepreneurs believe they understand it better than the consultant who can help them design it. And don't just stop at design, get them to support with implementation. I've had several clients in this same situation in the past that we helped solve it by building and implementing systems that work. It starts with you telling yourself the truth, not by blaming it on Nigerian youths. We all don't know it all. You'll even often hear some say consultants only speak English. Clearly this frustration and all that's been said in his videos reiterates a lack of working systems and reflects more on the business owner than the employees.

Ayò-Bánkólé Akíntújoyè

48,382 Aufrufe • vor 1 Jahr

This isn't alien technology, literally or metaphorically. The breakthrough here isn't in engineering at all — it's in corporate organization. See, most machines are broken because the organizations that make them are broken. As an engineer, I would estimate that at least 30% of the parts of any given device exist only to correct for the design flaws in the other 70%. Works like this. Suppose I, an engineer, design a set of pipes and injectors to feed fuel to a combustion chamber at a consistent and controllable rate. Except in testing, there's some corner cases it doesn't handle well. Now, if you're an engineer, you understand this is normal. Nobody ever gets a design right the first time, unless it's so trivial that it's probably been done before. Your first design doesn't survive the wind tunnel, your first code doesn't compile right away, and if does, it segfaults. Your rockets blow up. And there's a flow problem with your fuel feed lines. It happens. Doesn't mean you're stupid. Means you didn't have enough information. But you have an even bigger problem. Middle management. Middle management is a special variety of hazmat suit, which is worn by the finance, sales, or market guys who run companies, so they don't have to touch the icky engineers. C-suite guys hate hate hate engineers, because it's a terrifying sensation to be dependent on someone you cannot understand, who doesn't appear to respect you much. (It does not occur to them that it is also extremely frustrating to have your work paid for, and thus controlled, by someone who cannot understand what you do, who doesn't appear to respect you much.) The primary role of middle management is talk to engineers so C-suite guys won't have to, and the primary qualification is to be a member of the right social class, and to hate engineers. This qualification is dressed up in secret handshake buzzwords like "management experience", as used in the sentence "I know you have been an engineer for twenty years and the other engineers all come to you for advice and leadership, but you don't have management experience, so I am going to hire my golfing buddy's 23 year old kid, who just graduated business school." So the fact that the fuel lines lines are not working quite right isn't your problem. That's part of the normal engineering process. Your problem is that your manager hates you and everything you stand for, and doesn't trust you or take your word for anything. He think his job is to keep you in line rather than help or empower you. So when you say "the fuel feed lines need to be redesigned", he says "we already spent six months and seventeen million dollars design the fuel feed system, we can't let you do it again." He thinks you are telling him seventeen million dollars worth of work needs to be thrown away and redone, and he cannot be told otherwise, because he cannot be told anything. So he says "you have two weeks and fifty thousand dollars to fix it". So you add another turbopump. What else can you do in two weeks? Now there's a new part. And if something goes wrong with that, another new part will be added to fix it. Because the company's actual priority isn't what you are responsible for — the design. It's what middle management is responsible for — the schedule and the budget. You have to play the villain so they can play the hero. What middle management doesn't understand, is paid to not understand, is what engineering actually is. Engineering is the process of making mistakes until you run out of mistakes to make. So when you spend six months and seventeen million dollars, and ended up with a design that doesn't quite work right in all cases, you weren't throwing away money, you were burning through mistakes. You've gotten a lot of them out of the way and won't make them again. But you have to get rid of some more before the design is actually right and doesn't require extra parts. The work of engineering isn't making the thing. It's teaching yourself to make the thing. Once you've done that, you can make the thing with minimal effort and time, because you know how to make the thing. C-suite financiers would hate this idea if they understood it. Why? Because it's unpredictable. Financiers like safe investments that make money. Not knowing how long something will take or how much it will cost is terrifying to them. So they train engineers to lie to them, by hiring a middle managers who try to force them to lie, and just interpret every guess as a promise if engineers still refuse to do so. But lying to yourself doesn't make the truth go away. The truth is that engineering projects take as long as they take, and cost as much as they cost. And that no one knows how long or how much they will be, because no one knows how many mistakes are waiting to be made, until they actually make them. The only thing you thing you can do about this is hire really good engineers, who catch more of their mistakes on the white board, leaving fewer to be caught in the wind tunnel, and this makes engineering faster... but it doesn't make engineering more predictable. Gantt charts are nothing but a collection of lies that corporations have taught themselves to tell themselves, lies that middle managers try to make true by enforcing them as promises. The ultimate reason that machines are 30% unnecessary parts is that the corporations that build them are 30% unnecessary people. This is what's different about Elon Musk. It's not that he's a better engineer. It's that he's a better manager. He understands engineers and engineering, and he doesn't hate them because he is one. He understood all along that green-field design is full of unknown-unknowns, and that there is absolutely no number-crunching, pie-chart, MBA magic that can eliminate this risk... it can only be hidden from view. The critical understanding is in the video clip below, where he says that SpaceX only had a 10% chance of success. You cannot say something like that unless you get it. And when you get it, you are free. Free from artificial anxiety about schedules and budgets. Anxiety about schedules and budgets is based on the delusion of control. Managers can't make a project finish "on time". They never could. The only power they have is the power to screw it up. The fate of a project is already written in the unknown unknowns before it ever starts. And the best, the absolute best, an engineering team can ever do, under any circumstances, is to confront those unknowns with clear-eyed honesty, and a willingness to adapt. Well, when you say to yourself, "This project has a 10% chance of succeeding", you've already confronted the pain of those admissions, which means you have already conquered the fear. The fear that makes you try to treat a prediction as a promise. The fear that makes you insert an extra turbopump, when what you really need to do is get busy redesigning the pipes, even though you have no idea how long it will take or much it will cost. Even when your rockets blow up. The SpaceX Raptor engine isn't just, or even primarily, a triumph of engineering smarts. It's a triumph of character. It's about an entire team with virtues MBAs lack: self-awareness, persistence, courage, humility, and, ultimately, hope. Because that's what it takes to pursue the best design, the RIGHT design, not even knowing if it exists to be found, much less whether you'll find it before you run out of money. Great things are not accomplished by middle managers with spreadsheets and Gantt charts. They are accomplished by teams of experts with passion and vision. Who are willing to risk failure so they can succeed. So what's the point in me saying all this? Am I just writing a puff piece on SpaceX and the Raptor engine? No. The point is that this is not special, one-off, magic alien technology. It's the systematic result of a correct understanding of engineering. Which means that EVERY COMPANY CAN BE LIKE THIS. If the people who control the purse strings are willing to learn from this example, and stop managing with spreadsheets and fear.
0:40

This isn't alien technology, literally or metaphorically. The breakthrough here isn't in engineering at all — it's in corporate organization. See, most machines are broken because the organizations that make them are broken. As an engineer, I would estimate that at least 30% of the parts of any given device exist only to correct for the design flaws in the other 70%. Works like this. Suppose I, an engineer, design a set of pipes and injectors to feed fuel to a combustion chamber at a consistent and controllable rate. Except in testing, there's some corner cases it doesn't handle well. Now, if you're an engineer, you understand this is normal. Nobody ever gets a design right the first time, unless it's so trivial that it's probably been done before. Your first design doesn't survive the wind tunnel, your first code doesn't compile right away, and if does, it segfaults. Your rockets blow up. And there's a flow problem with your fuel feed lines. It happens. Doesn't mean you're stupid. Means you didn't have enough information. But you have an even bigger problem. Middle management. Middle management is a special variety of hazmat suit, which is worn by the finance, sales, or market guys who run companies, so they don't have to touch the icky engineers. C-suite guys hate hate hate engineers, because it's a terrifying sensation to be dependent on someone you cannot understand, who doesn't appear to respect you much. (It does not occur to them that it is also extremely frustrating to have your work paid for, and thus controlled, by someone who cannot understand what you do, who doesn't appear to respect you much.) The primary role of middle management is talk to engineers so C-suite guys won't have to, and the primary qualification is to be a member of the right social class, and to hate engineers. This qualification is dressed up in secret handshake buzzwords like "management experience", as used in the sentence "I know you have been an engineer for twenty years and the other engineers all come to you for advice and leadership, but you don't have management experience, so I am going to hire my golfing buddy's 23 year old kid, who just graduated business school." So the fact that the fuel lines lines are not working quite right isn't your problem. That's part of the normal engineering process. Your problem is that your manager hates you and everything you stand for, and doesn't trust you or take your word for anything. He think his job is to keep you in line rather than help or empower you. So when you say "the fuel feed lines need to be redesigned", he says "we already spent six months and seventeen million dollars design the fuel feed system, we can't let you do it again." He thinks you are telling him seventeen million dollars worth of work needs to be thrown away and redone, and he cannot be told otherwise, because he cannot be told anything. So he says "you have two weeks and fifty thousand dollars to fix it". So you add another turbopump. What else can you do in two weeks? Now there's a new part. And if something goes wrong with that, another new part will be added to fix it. Because the company's actual priority isn't what you are responsible for — the design. It's what middle management is responsible for — the schedule and the budget. You have to play the villain so they can play the hero. What middle management doesn't understand, is paid to not understand, is what engineering actually is. Engineering is the process of making mistakes until you run out of mistakes to make. So when you spend six months and seventeen million dollars, and ended up with a design that doesn't quite work right in all cases, you weren't throwing away money, you were burning through mistakes. You've gotten a lot of them out of the way and won't make them again. But you have to get rid of some more before the design is actually right and doesn't require extra parts. The work of engineering isn't making the thing. It's teaching yourself to make the thing. Once you've done that, you can make the thing with minimal effort and time, because you know how to make the thing. C-suite financiers would hate this idea if they understood it. Why? Because it's unpredictable. Financiers like safe investments that make money. Not knowing how long something will take or how much it will cost is terrifying to them. So they train engineers to lie to them, by hiring a middle managers who try to force them to lie, and just interpret every guess as a promise if engineers still refuse to do so. But lying to yourself doesn't make the truth go away. The truth is that engineering projects take as long as they take, and cost as much as they cost. And that no one knows how long or how much they will be, because no one knows how many mistakes are waiting to be made, until they actually make them. The only thing you thing you can do about this is hire really good engineers, who catch more of their mistakes on the white board, leaving fewer to be caught in the wind tunnel, and this makes engineering faster... but it doesn't make engineering more predictable. Gantt charts are nothing but a collection of lies that corporations have taught themselves to tell themselves, lies that middle managers try to make true by enforcing them as promises. The ultimate reason that machines are 30% unnecessary parts is that the corporations that build them are 30% unnecessary people. This is what's different about Elon Musk. It's not that he's a better engineer. It's that he's a better manager. He understands engineers and engineering, and he doesn't hate them because he is one. He understood all along that green-field design is full of unknown-unknowns, and that there is absolutely no number-crunching, pie-chart, MBA magic that can eliminate this risk... it can only be hidden from view. The critical understanding is in the video clip below, where he says that SpaceX only had a 10% chance of success. You cannot say something like that unless you get it. And when you get it, you are free. Free from artificial anxiety about schedules and budgets. Anxiety about schedules and budgets is based on the delusion of control. Managers can't make a project finish "on time". They never could. The only power they have is the power to screw it up. The fate of a project is already written in the unknown unknowns before it ever starts. And the best, the absolute best, an engineering team can ever do, under any circumstances, is to confront those unknowns with clear-eyed honesty, and a willingness to adapt. Well, when you say to yourself, "This project has a 10% chance of succeeding", you've already confronted the pain of those admissions, which means you have already conquered the fear. The fear that makes you try to treat a prediction as a promise. The fear that makes you insert an extra turbopump, when what you really need to do is get busy redesigning the pipes, even though you have no idea how long it will take or much it will cost. Even when your rockets blow up. The SpaceX Raptor engine isn't just, or even primarily, a triumph of engineering smarts. It's a triumph of character. It's about an entire team with virtues MBAs lack: self-awareness, persistence, courage, humility, and, ultimately, hope. Because that's what it takes to pursue the best design, the RIGHT design, not even knowing if it exists to be found, much less whether you'll find it before you run out of money. Great things are not accomplished by middle managers with spreadsheets and Gantt charts. They are accomplished by teams of experts with passion and vision. Who are willing to risk failure so they can succeed. So what's the point in me saying all this? Am I just writing a puff piece on SpaceX and the Raptor engine? No. The point is that this is not special, one-off, magic alien technology. It's the systematic result of a correct understanding of engineering. Which means that EVERY COMPANY CAN BE LIKE THIS. If the people who control the purse strings are willing to learn from this example, and stop managing with spreadsheets and fear.

Devon Eriksen

126,392 Aufrufe • vor 6 Monaten

Dan Campbell said, "It starts over with the work. There is no complacency. There is no entitlement. We go back to work, and that is the focus. Because, if you don't work, it doesn't matter." It means doing the work. It means competing every day. How The Best Compete: 1. They outwork you - It means consistently showing up, doing the work and committing to your craft. The best in their field value the importance of hard work, going the extra mile, and continuously improving your skills. This dedication sets them apart because they grow and improve consistently. 2. They outhustle you - Hustle beats talent when talent doesn’t hustle. It means having a relentless drive and a never-give-up attitude. It's about taking advantage of every opportunity, being proactive, and staying ahead of the competition. The best understand that effort and determination can outshine natural talent when combined with hard work. 3. They outlast you - It is the principle of perseverance and resilience. Outlasting the competition means maintaining resilience and endurance over the long haul. They stay persistent, overcome obstacles, and continue to move forward when faced with seatbacks. Their steadfast mindset ensures longevity while others are filled with doubt. 4. They out-focus you - It means prioritization and focusing on what matters. It's about prioritizing your efforts and channeling your energy into what truly matters. Competing means you have a clear vision of who you are, what you want, and how you are going to get there. This level of concentration ensures that you maximize your productivity and achieve your objectives. 5. They out-adapt you - It means continuously growing, improving, and adapting. They are masters of constantly reassessing where they are, changing, and reinventing themselves. It's about finding solutions, learning from failures, and continually adjusting your strategies to stay on course. This ability to pivot and persist is crucial for long-term success. Competing every day is a mindset, not a moment. It means do the work, give your all, and never settle.
0:24

Dan Campbell said, "It starts over with the work. There is no complacency. There is no entitlement. We go back to work, and that is the focus. Because, if you don't work, it doesn't matter." It means doing the work. It means competing every day. How The Best Compete: 1. They outwork you - It means consistently showing up, doing the work and committing to your craft. The best in their field value the importance of hard work, going the extra mile, and continuously improving your skills. This dedication sets them apart because they grow and improve consistently. 2. They outhustle you - Hustle beats talent when talent doesn’t hustle. It means having a relentless drive and a never-give-up attitude. It's about taking advantage of every opportunity, being proactive, and staying ahead of the competition. The best understand that effort and determination can outshine natural talent when combined with hard work. 3. They outlast you - It is the principle of perseverance and resilience. Outlasting the competition means maintaining resilience and endurance over the long haul. They stay persistent, overcome obstacles, and continue to move forward when faced with seatbacks. Their steadfast mindset ensures longevity while others are filled with doubt. 4. They out-focus you - It means prioritization and focusing on what matters. It's about prioritizing your efforts and channeling your energy into what truly matters. Competing means you have a clear vision of who you are, what you want, and how you are going to get there. This level of concentration ensures that you maximize your productivity and achieve your objectives. 5. They out-adapt you - It means continuously growing, improving, and adapting. They are masters of constantly reassessing where they are, changing, and reinventing themselves. It's about finding solutions, learning from failures, and continually adjusting your strategies to stay on course. This ability to pivot and persist is crucial for long-term success. Competing every day is a mindset, not a moment. It means do the work, give your all, and never settle.

Coach AJ 🎯 Mental Fitness

94,443 Aufrufe • vor 1 Jahr

Rick Rubin: "Make what you love, not what you think people will like" "If you want to live in a creative way, which will benefit everything in your life, be a better person in your family, do a better job starting a new business, it's all the same. I don't really know anything about music. It's more a way of looking at the world and wanting it to be the best it could possibly be. And doing whatever it takes to be the best it could possibly be." Rubin shares how his career happened: "From the beginning, I never thought any of the things I'm doing were possible or realistic. I just did things out of the love of them, thinking I would have real jobs. That my passion would be my hobby, and I'd have a job to support my hobby. And it just magically turned out different than that without me knowing it was possible." On why some things connect and others don't: "The stars line up at certain times for certain things to happen. Sometimes you can make something great, and it doesn't connect for whatever reason. Sometimes you make two things you think are the two best things you've ever made. One of them connects with the world. One of them doesn't. And it might not have anything to do with what's in the art. It might be that it came out the same day as something else. Or there was a bigger story at the time. There's so much to it that we don't understand." He continues: "All we can do is make something good and put it out and hope for the best. That's all there is. We never know why things work. Even if you make a piece of art and it works, you may not know why." On talent versus work ethic: "There are a lot of talented people who never make it because they don't have the work ethic. It's not just talent, talent's a piece. And you could argue for some people, the work ethic trumps the talent." Rubin explains what real collaboration is: "Having worked with a lot of bands, I see there's often this friction where people are trying to get their idea in. That's not a collaboration. A real collaboration is when everyone who's there is working together towards whatever is the best thing for the whole. Whether it's your idea or someone else's idea, it doesn't matter. If you're invested in the collaboration, you want the best idea to win. You don't want your idea to win." On what makes art great: "What makes it great is the personal. With all of its imperfections. With all of its quirkiness. That's what makes it great. How you see the world that's different from how everyone else sees the world. That's why you're an artist. That's your purpose in sharing your work with the world." He warns against being derivative: "There are these derivative voices where they're finding what they think other people want to hear, and they start saying it because they've heard other people say similar things that are now successful. Even if they have some short-term success doing that, it's not revolutionary. It doesn't change the world. It doesn't last. The people who you first see and you might not like that you come to like because you don't understand them at first, those are the ones that change the world. Those are the ones you dedicate your fandom to for life." Rubin shares his philosophy on taste: "You can't second-guess your own taste for what someone else is going to like. We're not smart enough to know what someone else is going to like. To make something thinking, 'Well, I don't really like it, but I think this group of people will like it,' it's a bad way to play the game of music or art. You have to do what's personal to you. Take it as far as you can go. Really push the boundaries. And people will resonate with it if they're supposed to resonate with it." He describes creativity as catching waves: "We're really talking about magic. The universe conspiring on our behalf if we let it. Being in this flow of catching these waves that anyone can catch. If you're trying to catch it, you're open to it, you see it coming, you take off on every chance you get. And sometimes the ride happens. It's remarkable how it happens. It doesn't come from preconception. It's not an idea. It's through the doing." Rubin explains how ideas exist in the universe: "Have you ever had that experience where you have an idea for something, you don't do it, and then six months later you see someone else has done it? It's not because they took your idea. It's that it's time for that, and you can act on it or not. The best artists are the ones who have the best antenna for this material that's available. It's coming through. The best comedians see the best jokes. They see them coming. We all live in the same world; the way you see it, you have the best joke because you see it best." He closes with how to stay open: "If we listen to what's going on around us, you can overhear a conversation in a coffee shop, and it is the setup for an idea you're working on. You hear a phrase you don't commonly use. My experience is: when you are open and looking for these clues in the world, they're happening all the time. And they're happening often right when you need them."
8:29

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

Jaynit

108,769 Aufrufe • vor 3 Monaten