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Three things I learned after my second year paying for a booth at AVN 👇 1️⃣ Copying the crowd is the fastest way to disappear. Before my first booth, I studied what everyone else was doing… and copied it. Result? People couldn’t tell what my booth was about because...

25,361 次观看 • 5 个月前 •via X (Twitter)

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James Dyson’s advice for founders: “You have to enjoy failure” “If you are exploring new territory, experimenting, and trying to do something different, you’re going to fail many times and you’ve got to bounce back from it,” James Dyson explains. The billionaire inventor argues that you should actually learn to enjoy failure: “Failure is so much more interesting than success — the reason something goes wrong is often very interesting whereas if works you just say ‘great that works’ and don’t even stop to wonder why it works. You’ve got to learn to enjoy failure. That sounds like a difficult thing to do, but you have to enjoy failure if you want to improve things.” He continues: “It always saddens me that school doesn’t really teach that. At school or university, the thing is to be brilliant and get the answer right the first time. There are brilliant people who can do that, but for the rest of us, we’re not brilliant and to get there we have to strive and go through failure. You don’t get it right the first time. You don’t get it right the second time. In my case, and I counted it, it was 5,127 times . . . That sounds like struggle and it was a struggle, but it was a hugely enjoyable struggle. The debt was mounting, and I had three children, a wife, a home, and a mortgage to pay like everybody else, but I had a real aim in life and I had to get there. And the failures were interesting because I learned from almost every single one of them.” James Dyson concludes his autobiography by saying: "Listen, it's easy for me to celebrate my doggedness now. I made $300 million last year, but I'd be lying to you if there weren't times where I went inside my house, had my wife look at me like I'm a failure, and cry myself to sleep. I got up and did it again anyway because excellence is the capacity to take pain.” Video source: David Senra (2025)

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Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.

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

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