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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...

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coach crystal

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25,675 görüntüleme • 6 ay önce •via X (Twitter)

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Knowing your nature is critically important to understanding what success is for you. I can't tell you literally what is best for you, but I can tell you that success is not having a lot more money or status than you need. Having the time and freedom to do what you most want to do is far more important. What is success for most people? It is a matter of having meaningful work and meaningful relationships. If you can make your work and your passion one and the same, and do it with people who you care about and care about you, you will have a happy, successful life. Explore Principles for the Graduating Class of 2026 with my AI Twin, Digital Ray in Beta, here:
1:06

Knowing your nature is critically important to understanding what success is for you. I can't tell you literally what is best for you, but I can tell you that success is not having a lot more money or status than you need. Having the time and freedom to do what you most want to do is far more important. What is success for most people? It is a matter of having meaningful work and meaningful relationships. If you can make your work and your passion one and the same, and do it with people who you care about and care about you, you will have a happy, successful life. Explore Principles for the Graduating Class of 2026 with my AI Twin, Digital Ray in Beta, here:

Ray Dalio

99,275 görüntüleme • 2 ay önce

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

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

Arjun Khemani

186,516 görüntüleme • 2 yıl önce

Here's how to tell a better story at your next dinner conversation. Tom Segura calls it the "way in" "One of the big things people always talk about when doing standup is having a story but wondering about the 'way in.' The reason for telling a story is often as important, if not more so, than the story itself. You could just say, 'One time, I was almost the spokesman for Subway. Here's what happened.' But on stage, I started by saying, 'I'm so grateful to be performing here. I thought the highlight of my career was when I booked the campaign to be the spokesman for Subway.' Right there, you give yourself a reason to tell the story. You have a story, but you need to figure out your way in. Figure out a reason for saying it. Don't get lazy about those moments; figure out why." The way into a story is by tying it to stakes; the stakes are what make the person across from you lean in and ask, "What happened?"
1:38

Here's how to tell a better story at your next dinner conversation. Tom Segura calls it the "way in" "One of the big things people always talk about when doing standup is having a story but wondering about the 'way in.' The reason for telling a story is often as important, if not more so, than the story itself. You could just say, 'One time, I was almost the spokesman for Subway. Here's what happened.' But on stage, I started by saying, 'I'm so grateful to be performing here. I thought the highlight of my career was when I booked the campaign to be the spokesman for Subway.' Right there, you give yourself a reason to tell the story. You have a story, but you need to figure out your way in. Figure out a reason for saying it. Don't get lazy about those moments; figure out why." The way into a story is by tying it to stakes; the stakes are what make the person across from you lean in and ask, "What happened?"

How I Write Clips

172,328 görüntüleme • 3 ay önce

Do you remember what started the Second World War? Why was it ok for the Soviet Union to invade Poland but not Germany? Because Karl Marx was jewish? And the Soviet Union at the time was under jewish influence? Why is it illegal to tell the truth about these people but not anyone else?
7:11

Do you remember what started the Second World War? Why was it ok for the Soviet Union to invade Poland but not Germany? Because Karl Marx was jewish? And the Soviet Union at the time was under jewish influence? Why is it illegal to tell the truth about these people but not anyone else?

Truth Troll Official™️

33,693 görüntüleme • 11 ay önce

Charlie, somehow it’s been six months. That still feels impossible to say out loud. Every time I’m behind a microphone at a Q&A I think of your courage. Every time I type a tweet I think of your boldness. And every time I share a scripture I want to be as unapologetic about my faith as you were. Six months since the calls, the chaos, the grief that hits you in waves when you least expect it. Six months of wishing the Lord had different plans. Six months of thinking about things I’d want to tell you or ask you. People say time heals. I don’t think that’s really true. Time just teaches you how to carry it. But I promise you this - you’re not forgotten. Not by the people who knew you, not by the people who loved you, and not by the people who are still fighting to make sure your life mattered. Six months later, we’re still saying your name. And we will be for a long time.
0:51

Charlie, somehow it’s been six months. That still feels impossible to say out loud. Every time I’m behind a microphone at a Q&A I think of your courage. Every time I type a tweet I think of your boldness. And every time I share a scripture I want to be as unapologetic about my faith as you were. Six months since the calls, the chaos, the grief that hits you in waves when you least expect it. Six months of wishing the Lord had different plans. Six months of thinking about things I’d want to tell you or ask you. People say time heals. I don’t think that’s really true. Time just teaches you how to carry it. But I promise you this - you’re not forgotten. Not by the people who knew you, not by the people who loved you, and not by the people who are still fighting to make sure your life mattered. Six months later, we’re still saying your name. And we will be for a long time.

Brilyn Hollyhand

65,647 görüntüleme • 5 ay önce

"At school or university, the thing is to be brilliant and to get the answer right first time. And 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 we have to go through failure. And we realize that you don't get it right first time, you don't get it right second time. In my case, and I counted it, it's 5,127 times. One of the things I always want to say is that sounds like a struggle. It was a struggle, but actually it was a hugely enjoyable struggle. The debt was mounting and I had three children, a wife and a home, and then a mortgage to pay, like everybody else. But I had a real point in life, I had a real aim and I had to get there. And the failures were interesting because I'd learned from every single one of them."
0:51

"At school or university, the thing is to be brilliant and to get the answer right first time. And 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 we have to go through failure. And we realize that you don't get it right first time, you don't get it right second time. In my case, and I counted it, it's 5,127 times. One of the things I always want to say is that sounds like a struggle. It was a struggle, but actually it was a hugely enjoyable struggle. The debt was mounting and I had three children, a wife and a home, and then a mortgage to pay, like everybody else. But I had a real point in life, I had a real aim and I had to get there. And the failures were interesting because I'd learned from every single one of them."

David Senra

137,546 görüntüleme • 8 ay önce

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)
1:39

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)

Startup Archive

14,425 görüntüleme • 6 ay önce

Hadley Duvall: I will ask people, 'Could you sit down with me one-on-one and listen to every detail of trauma that I had to experience for about ten years?' If you can't do that, you should not feel comfortable walking into a voting booth and voting for a man who has the audacity to tell me what to do with that trauma. Look at your daughters. Your mothers. Your sisters
1:07

Hadley Duvall: I will ask people, 'Could you sit down with me one-on-one and listen to every detail of trauma that I had to experience for about ten years?' If you can't do that, you should not feel comfortable walking into a voting booth and voting for a man who has the audacity to tell me what to do with that trauma. Look at your daughters. Your mothers. Your sisters

Headquarters

1,840,033 görüntüleme • 1 yıl önce

Mark Zuckerberg on why the people you surround yourself with matter more than you think "The most important decision you're probably going to make if you're in college is who you surround yourself with, because you become like the people you surround yourself with" "When you're in college trying to figure out what your circle is going to be, or evaluating different job opportunities... who are the people, even if they're peers, who in an alternate universe you would want to work for?" "Because you think you're going to learn a lot from them, because they're values-aligned on the things you care about, and they're going to push you. They know different things and have different experiences that are more of what you want to become like over time" "I think in general people are too obsessed and maybe not focused enough on the connections and the people who they're building relationships with"
1:49

Mark Zuckerberg on why the people you surround yourself with matter more than you think "The most important decision you're probably going to make if you're in college is who you surround yourself with, because you become like the people you surround yourself with" "When you're in college trying to figure out what your circle is going to be, or evaluating different job opportunities... who are the people, even if they're peers, who in an alternate universe you would want to work for?" "Because you think you're going to learn a lot from them, because they're values-aligned on the things you care about, and they're going to push you. They know different things and have different experiences that are more of what you want to become like over time" "I think in general people are too obsessed and maybe not focused enough on the connections and the people who they're building relationships with"

Jaynit

26,918 görüntüleme • 16 gün önce

Why Brian still obsesses over recruiting: "Sam Altman (Sam Altman) told me you're going to spend 50% of your time on hiring. I never did. It was my death blow. As a leader, you can choose if you want to spend time hiring or managing. The more time you spend on recruiting, the less time you get to spend on management. The first and last call I make every day is the recruiting team, still. I probably spend two, three hours on it every day. The 2000s, I didn't. I thought it was all about having a recruiting machine, managing people. The great thing is I don't manage as much anymore because the really good people are self managing. People should think about their first employee being a recruiter, not an engineer. Because they are the ones that get you every other person. A company is as good as its people. The difference between the good companies and the great companies are the people."
1:43

Why Brian still obsesses over recruiting: "Sam Altman (Sam Altman) told me you're going to spend 50% of your time on hiring. I never did. It was my death blow. As a leader, you can choose if you want to spend time hiring or managing. The more time you spend on recruiting, the less time you get to spend on management. The first and last call I make every day is the recruiting team, still. I probably spend two, three hours on it every day. The 2000s, I didn't. I thought it was all about having a recruiting machine, managing people. The great thing is I don't manage as much anymore because the really good people are self managing. People should think about their first employee being a recruiter, not an engineer. Because they are the ones that get you every other person. A company is as good as its people. The difference between the good companies and the great companies are the people."

Patrick OShaughnessy

369,915 görüntüleme • 3 ay önce

Caitlin Clark: "When you're in the spotlight like this there's gonna be a million different opinions on you. And for as many people that are going to love you, there's going to be people that don't like you. That's the case with every professional athlete, men or women, playing at the highest stage. And I think what I've been able to do over the course of my career is just focus on the opinions of the people inside our locker room. That's what I really care about. The people that I love to death. The people that have had my back every single second of my career."
0:45

Caitlin Clark: "When you're in the spotlight like this there's gonna be a million different opinions on you. And for as many people that are going to love you, there's going to be people that don't like you. That's the case with every professional athlete, men or women, playing at the highest stage. And I think what I've been able to do over the course of my career is just focus on the opinions of the people inside our locker room. That's what I really care about. The people that I love to death. The people that have had my back every single second of my career."

Tyler Tachman

2,633,828 görüntüleme • 2 yıl önce

From Charles Hudson on why it's potentially more dangerous to sit out of a bubble than to participate: "That's my lesson from 2021. Because it’s not as if the people who were sober and restrained during 2021 have gotten a lot of credit from their LPs for having not participated in the circus. So I’m like, is that really what modern venture capital is about today? If there’s a speculative frenzy, the rational thing to do, if your goal is to remain a venture capitalist, might be to participate in the frenzy. Even if you have deep skepticism about the final outcome. You need to remain relevant. You need to remain in business and be able to raise capital. And to do that, your firm has to be relevant. And feel like you get the message. And if that's true, that leads you in a really different set of directions than it would if you’re just like, “Hey, the people who go crazy and lose a bunch of money on bad things will be punished. And the punishment will be you will not raise another fund.” I don’t really think it works that way."
1:29

From Charles Hudson on why it's potentially more dangerous to sit out of a bubble than to participate: "That's my lesson from 2021. Because it’s not as if the people who were sober and restrained during 2021 have gotten a lot of credit from their LPs for having not participated in the circus. So I’m like, is that really what modern venture capital is about today? If there’s a speculative frenzy, the rational thing to do, if your goal is to remain a venture capitalist, might be to participate in the frenzy. Even if you have deep skepticism about the final outcome. You need to remain relevant. You need to remain in business and be able to raise capital. And to do that, your firm has to be relevant. And feel like you get the message. And if that's true, that leads you in a really different set of directions than it would if you’re just like, “Hey, the people who go crazy and lose a bunch of money on bad things will be punished. And the punishment will be you will not raise another fund.” I don’t really think it works that way."

Turner Novak 🍌🧢

100,376 görüntüleme • 1 ay önce

Carlos Alcaraz was asked if he feels a responsibility as the world #1 to be an ambassador for the good of tennis the way Federer, Nadal, & Djokovic did before him “As the world #1 and one of the biggest names in tennis, do you feel a responsibility to be an ambassador for the sport? To grow it in the way Federer, Nadal, & Djokovic did before you…” Carlos: “Not really. I don’t think about it, being a good ambassador for tennis. But obviously at the same time the way I play, I just try to entertain the people, trying to engage people to watch more tennis. A part of that is.. I’m not thinking that I have to be the best ambassador possible to tennis. It’s just stepping on the court, I’m doing what I love to do. Just playing tennis. That is the best way I can be a good ambassador. It’s about loving what you’re doing and enjoy every single second you step on the court. I think that’s it. That’s all that’s in my mind.” (via Australian Open Press)
1:16

Carlos Alcaraz was asked if he feels a responsibility as the world #1 to be an ambassador for the good of tennis the way Federer, Nadal, & Djokovic did before him “As the world #1 and one of the biggest names in tennis, do you feel a responsibility to be an ambassador for the sport? To grow it in the way Federer, Nadal, & Djokovic did before you…” Carlos: “Not really. I don’t think about it, being a good ambassador for tennis. But obviously at the same time the way I play, I just try to entertain the people, trying to engage people to watch more tennis. A part of that is.. I’m not thinking that I have to be the best ambassador possible to tennis. It’s just stepping on the court, I’m doing what I love to do. Just playing tennis. That is the best way I can be a good ambassador. It’s about loving what you’re doing and enjoy every single second you step on the court. I think that’s it. That’s all that’s in my mind.” (via Australian Open Press)

The Tennis Letter

106,467 görüntüleme • 7 ay önce

This year, doing something a little different. This is a reminder to everyone that you are your OWN STORYTELLER in your OWN LIFE. No one else can dictate who you are. No one deserves an explanation. I am evolved enough to know that nothing comes easy and no one is perfect. Everyone will judge you. No matter WHAT you do. And/ or what you don't do. Acceptance comes with accepting yourself first. And the difficult journey it takes sometimes to get there. I celebrate everyone taking the time to put one step in front of the next everyday in order to build the next version of themselves for the better. Allowing yourself grace, patience and respect...
0:58

This year, doing something a little different. This is a reminder to everyone that you are your OWN STORYTELLER in your OWN LIFE. No one else can dictate who you are. No one deserves an explanation. I am evolved enough to know that nothing comes easy and no one is perfect. Everyone will judge you. No matter WHAT you do. And/ or what you don't do. Acceptance comes with accepting yourself first. And the difficult journey it takes sometimes to get there. I celebrate everyone taking the time to put one step in front of the next everyday in order to build the next version of themselves for the better. Allowing yourself grace, patience and respect...

Christina Aguilera

1,078,303 görüntüleme • 1 yıl önce

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.
2:02

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.

Michael McGuiness

180,646 görüntüleme • 3 yıl önce

Sherrell wanted a response after posting about me for what feels like the thousandth time, so I decided to give her one. But before I do, I want to say something to every person who has overcome addiction - and to those who are still fighting it. This is a safe place for you. I don’t care what color you are, where you come from, or what your past looks like. If you’re trying to turn your life around, I’m rooting for you. God’s grace is bigger than your worst mistake, and your past does not have to define your future. Don’t let people shame you. Ever.
6:12

Sherrell wanted a response after posting about me for what feels like the thousandth time, so I decided to give her one. But before I do, I want to say something to every person who has overcome addiction - and to those who are still fighting it. This is a safe place for you. I don’t care what color you are, where you come from, or what your past looks like. If you’re trying to turn your life around, I’m rooting for you. God’s grace is bigger than your worst mistake, and your past does not have to define your future. Don’t let people shame you. Ever.

Sarah Fields

72,855 görüntüleme • 1 ay önce

SNEAKO reacts to reports of Venezuela sending crude oil to Israel for the first time in years following the U.S. capture of Nicolás Maduro. 🇻🇪🇮🇱 “I’m vindicated. Venezuela sends oil to Israel for the first time in years following the capture of President Maduro. I told you this is what it was about. Everyone knew the justification for capturing him was bullshit, it was about oil. Everything Trump has done in the second term has been to benefit Israel, not America. I’ll gladly accept apologies from people who said I was wrong.”
1:51

SNEAKO reacts to reports of Venezuela sending crude oil to Israel for the first time in years following the U.S. capture of Nicolás Maduro. 🇻🇪🇮🇱 “I’m vindicated. Venezuela sends oil to Israel for the first time in years following the capture of President Maduro. I told you this is what it was about. Everyone knew the justification for capturing him was bullshit, it was about oil. Everything Trump has done in the second term has been to benefit Israel, not America. I’ll gladly accept apologies from people who said I was wrong.”

SNEAKO UPDATES

35,255 görüntüleme • 6 ay önce

Palmer Luckey’s advice for founder-led communications “My advice to people would probably be to recognize that the value of your reputation is very high,” Anduril founder Palmer Luckey begins. “If people do not trust you; if they do not believe in what you’re saying; if they do not think that you’re a person worth listening to, they’re going to have a hard time working with you.” Palmer also argues that founders don’t need to be neutral: “You don’t need to be neutral. You can be a propagandist. You can advocate for a particular point of view . . . In general, people should recognize that if you say something where you caveat it and hedge it and basically end up saying something that most people would agree with, you might as well have said nothing at all.” He continues: “You are not going to build a following of people who say, ‘I just love Palmer’s right-down-the-middle, very-hedged takes that everyone agrees with.’ If you’re just restating common sentiment, it’s not going to get you anywhere . . . So one of the things I tell people is, ‘Make sure that when you’re saying something, you’re SAYING something. Make sure you’re trying to persuade and affect change.’ — maybe not in everybody, but in some people. If you make some people love what you’re saying and some people hate what you’re saying, that’s a lot better than having everybody lukewarm agree with you. Don’t waste your time communicating about the things everyone already agrees with you on. Focus on the things where you need to change their mind.” Source: Lulu Cheng Meservey (Sep 2025)
1:42

Palmer Luckey’s advice for founder-led communications “My advice to people would probably be to recognize that the value of your reputation is very high,” Anduril founder Palmer Luckey begins. “If people do not trust you; if they do not believe in what you’re saying; if they do not think that you’re a person worth listening to, they’re going to have a hard time working with you.” Palmer also argues that founders don’t need to be neutral: “You don’t need to be neutral. You can be a propagandist. You can advocate for a particular point of view . . . In general, people should recognize that if you say something where you caveat it and hedge it and basically end up saying something that most people would agree with, you might as well have said nothing at all.” He continues: “You are not going to build a following of people who say, ‘I just love Palmer’s right-down-the-middle, very-hedged takes that everyone agrees with.’ If you’re just restating common sentiment, it’s not going to get you anywhere . . . So one of the things I tell people is, ‘Make sure that when you’re saying something, you’re SAYING something. Make sure you’re trying to persuade and affect change.’ — maybe not in everybody, but in some people. If you make some people love what you’re saying and some people hate what you’re saying, that’s a lot better than having everybody lukewarm agree with you. Don’t waste your time communicating about the things everyone already agrees with you on. Focus on the things where you need to change their mind.” Source: Lulu Cheng Meservey (Sep 2025)

Startup Archive

78,576 görüntüleme • 2 ay önce

Naval Ravikant: "The only true test of intelligence is if you get what you want out of life" "There are two parts to that. One is getting what you want, so you know how to get it. The second is wanting the right things, knowing what to want in the first place. I could want to be a 6'8" basketball player and I'm not going to get that. That's wanting something you can't get. But there's also wanting something that's a booby prize, prizes that are just not worth having, or that create their own problems." Naval explains how people end up in places they never meant to be: "If you're not careful, you can end up in a place in life not only that you don't want to be, but one you didn't even mean to get to. Usually people end up there because they're going on autopilot with societal expectations. Or out of guilt. Or out of mimetic desire, our desires are picked up from other people. Go to law school, go to med school, go to business school. Or it might be what your parents expect. Guilt is just society's voice speaking in your head so you'll be a good little monkey." He shares a problem most people have: "We run on these four-year cycles. You join a startup, you vest over four years. College is four years. High school is four years. You go to law school, that's a 5-year cycle. You become a lawyer, that's a 40-year cycle. These are very long cycles. But the amount of time we spend deciding what to do and who to do it with? Very short. We spend one month deciding on a job where we're going to be for 10 years." Naval's rule: "If you're making a four-year decision, spend a year thinking it through. Really thinking it through. 25% of the time." He explains the Secretary Theorem: "It turns out the optimal time to search is about a third. By a third of the way through, you've seen enough to know what the bar is. Then anybody who meets or exceeds that bar is good enough. But here's the key: it's not time-based. It's iteration-based. You need to take opportunities quickly and bail out quickly. If you look at failed relationships, the biggest regret is usually staying after you knew it was over." Naval reframes the 10,000 hour rule: "Malcolm Gladwell popularized 10,000 hours to mastery. I'd say it's actually 10,000 iterations to mastery. Iteration is not repetition. Repetition is doing the same thing over and over. Iteration is modifying it with learning and doing another version. That's error correction. If you get 10,000 error corrections in anything, you will be an expert." On pessimism vs. optimism: "You want to be skeptical about specific things, every specific opportunity is probably a fail. But you want to be optimistic in the general. Something in here is going to work out. If something fails, it was a learning experience. It was an iteration. As long as you learned something, it's a win. You don't want to jump into the first thing. But once you find the match, you have to be willing to go all in. Move your chips to the center of the table." He concludes: "Most people are stuck in this gray bit. 'I'm half in, but I don't really know.' That doesn't work. It's a barbell strategy, black or white. Explore quickly, cut losses fast. Then when you find the right thing, compound into it."
10:05

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

Jaynit

74,370 görüntüleme • 5 ay önce