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Uber founder Travis Kalanick’s advice for startups that need to fundraise “If you're a seed stage company, go for funding as late as you possibly can. Go as long as you can scrapping. Get your technology and your traction as far as you can, and you will guarantee yourself...

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Startup Archive2 years ago

Watch the full 2010 Tech Cocktail Startup Mixology Conference featuring Travis Kalanick, presented by @TechCoHQ here:

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Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount of money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Follow Startup Archive for more tactical startup advice!
2:21

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount of money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Follow Startup Archive for more tactical startup advice!

Startup Archive

178,597 views • 2 years ago

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land.
2:21

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land.

Michael McGuiness

735,645 views • 3 years ago

Marc Andreessen explains the “Onion Theory of Risk” “I think the single-biggest thing entrepreneurs are missing — both on fundraising and how they run their companies — is the relationship between risk and cash. I’ve always been a fan of something Andy Rachleff taught me years ago. He calls it the ‘Onion Theory of Risk.’” You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $ X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Video source: Y Combinator (2014)
2:10

Marc Andreessen explains the “Onion Theory of Risk” “I think the single-biggest thing entrepreneurs are missing — both on fundraising and how they run their companies — is the relationship between risk and cash. I’ve always been a fan of something Andy Rachleff taught me years ago. He calls it the ‘Onion Theory of Risk.’” You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $ X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Video source: Y Combinator (2014)

Startup Archive

63,294 views • 1 year ago

Charlie Munger: "If you're going to invest in stocks for the long term, of course there are going to be periods when there's a lot of agony and other periods when there's a boom. You just have to learn to live through them." "You have to deal with daylight and night. Does that bother you very much? No. Sometimes it's night and sometimes it's daylight. Sometimes it's a boom and sometimes it's a bust." "I believe in doing as well as you can and keep going as long as they let you."
0:34

Charlie Munger: "If you're going to invest in stocks for the long term, of course there are going to be periods when there's a lot of agony and other periods when there's a boom. You just have to learn to live through them." "You have to deal with daylight and night. Does that bother you very much? No. Sometimes it's night and sometimes it's daylight. Sometimes it's a boom and sometimes it's a bust." "I believe in doing as well as you can and keep going as long as they let you."

Kevin Carpenter

39,604 views • 3 months ago

ELON: TO ACTUALLY START A COMPANY IS SIMPLER THAN YOU FEAR Elon is stripping away the mystique of the startup world, offering a blunt blueprint for anyone with an engineering mind and the drive to build. He is arguing that the barrier to entry is not as high as the "fear of failure" suggests. By focusing on a compelling prototype and leveraging the world-class venture capital ecosystem in America. Elon believes the next generation of builders can bypass the bureaucracy and start creating value immediately: “If you study engineering and you figure out how to design new things, then it is relatively easy to start a company. You just need to get a few like-minded people with you and then focus on creating a prototype, a compelling prototype as soon as possible. And then there is a strong venture capital industry in this country that will give you funding to take things to the next level. And that is all there is to it. And you might try it a few times, you may or may not succeed, but I think sometimes people fear starting a company too much. You know, what is the worst that could go wrong? You are not going to starve to death. You are not going to die of exposure. What is the worst that could go wrong?” Source: Naruto
0:44

ELON: TO ACTUALLY START A COMPANY IS SIMPLER THAN YOU FEAR Elon is stripping away the mystique of the startup world, offering a blunt blueprint for anyone with an engineering mind and the drive to build. He is arguing that the barrier to entry is not as high as the "fear of failure" suggests. By focusing on a compelling prototype and leveraging the world-class venture capital ecosystem in America. Elon believes the next generation of builders can bypass the bureaucracy and start creating value immediately: “If you study engineering and you figure out how to design new things, then it is relatively easy to start a company. You just need to get a few like-minded people with you and then focus on creating a prototype, a compelling prototype as soon as possible. And then there is a strong venture capital industry in this country that will give you funding to take things to the next level. And that is all there is to it. And you might try it a few times, you may or may not succeed, but I think sometimes people fear starting a company too much. You know, what is the worst that could go wrong? You are not going to starve to death. You are not going to die of exposure. What is the worst that could go wrong?” Source: Naruto

Mario Nawfal

205,115 views • 8 months ago

Andy Reid says he’ll deliberately call out Patrick Mahomes, Travis Kelce and Chris Jones in front of the Chiefs because the best players have to show everyone else that greatness doesn’t exempt you from coaching “At times I’m going to go after guys. Very seldom, but I’ll go after Pat Mahomes. ‘You’re the best quarterback in football. You’ve got to be able to do this. I know you can. I’ve seen you do it.’” “And that’s an example to the other guys that as great as he is, Chris Jones, as great as you are, Travis Kelce, as great as you are, there’s always room to be better.” “To be great as a team, we’ve got to be able to do these things. And if you can do them, surely these other guys can that are trying to become as great as you.” “I think it’s important to coach those star players in front of the rest of the group. But I’m not a belittler. I’m going to coach everybody. I’m going to try to give them things that help them become greater than they are.” “It’s not belittling them because I think they’re trying to be great. They’re not doing things not to be great. But just a reminder: you’re as great as you are because you did this.”
1:25

Andy Reid says he’ll deliberately call out Patrick Mahomes, Travis Kelce and Chris Jones in front of the Chiefs because the best players have to show everyone else that greatness doesn’t exempt you from coaching “At times I’m going to go after guys. Very seldom, but I’ll go after Pat Mahomes. ‘You’re the best quarterback in football. You’ve got to be able to do this. I know you can. I’ve seen you do it.’” “And that’s an example to the other guys that as great as he is, Chris Jones, as great as you are, Travis Kelce, as great as you are, there’s always room to be better.” “To be great as a team, we’ve got to be able to do these things. And if you can do them, surely these other guys can that are trying to become as great as you.” “I think it’s important to coach those star players in front of the rest of the group. But I’m not a belittler. I’m going to coach everybody. I’m going to try to give them things that help them become greater than they are.” “It’s not belittling them because I think they’re trying to be great. They’re not doing things not to be great. But just a reminder: you’re as great as you are because you did this.”

Josh Chambers

148,911 views • 18 days ago

Jordan Peterson: "If you're competent and silent you will be ignored." "You might think well people should reward you because you're competent. And yes of course they should. But if you're competent and silent then you're just part of the background that's keeping everything functioning" On why you cannot negotiate from a position of weakness: "If you want to push your career forward you have to push it forward. You have to be competent and you have to be strategic" "To be strategic when you negotiate for a new position or a new salary you have to be able to say if you don't give me what I want then something you don't like will happen to you" "It's not a physical threat. It's that you have an option" "You have your CV in order. You're educated and competent and desirable to people outside of your immediate job. You're willing to instantly put yourself on the job market" "So that when you go talk to the person you're negotiating with you're credible" On the one thing most people completely miss about negotiation: "It's very seldom that you're talking to the person who's at the top of the pecking order. What you need to do is tell them a story that they can tell to their boss to make you not a problem" "A good story is look we really need this person because they're hyper competent and they have a better offer" "If you go in there with no power you're going to lose. Obviously" He concludes with the one thing every competent person needs to hear: "The first thing you need to know if you're going to negotiate is that you have to be able to say no. And what no means is that you're not going to do it"
2:05

Jordan Peterson: "If you're competent and silent you will be ignored." "You might think well people should reward you because you're competent. And yes of course they should. But if you're competent and silent then you're just part of the background that's keeping everything functioning" On why you cannot negotiate from a position of weakness: "If you want to push your career forward you have to push it forward. You have to be competent and you have to be strategic" "To be strategic when you negotiate for a new position or a new salary you have to be able to say if you don't give me what I want then something you don't like will happen to you" "It's not a physical threat. It's that you have an option" "You have your CV in order. You're educated and competent and desirable to people outside of your immediate job. You're willing to instantly put yourself on the job market" "So that when you go talk to the person you're negotiating with you're credible" On the one thing most people completely miss about negotiation: "It's very seldom that you're talking to the person who's at the top of the pecking order. What you need to do is tell them a story that they can tell to their boss to make you not a problem" "A good story is look we really need this person because they're hyper competent and they have a better offer" "If you go in there with no power you're going to lose. Obviously" He concludes with the one thing every competent person needs to hear: "The first thing you need to know if you're going to negotiate is that you have to be able to say no. And what no means is that you're not going to do it"

Brad

35,334 views • 1 month ago

As a man, irrespective of your age, you're not a failure. As long as you're still alive, there's always hope for a better future. So don't be too hard on yourself. A living rat is more valuable than a dead lion, which is to tell you that as long as you're still alive, you can still change your story for the better. Try going again every morning, talk to someone if you need to, keep pushing harder, venture into that business your mind is telling you to, and keep hoping for better days. Always remember; The future is bright for those who never give up.
1:13

As a man, irrespective of your age, you're not a failure. As long as you're still alive, there's always hope for a better future. So don't be too hard on yourself. A living rat is more valuable than a dead lion, which is to tell you that as long as you're still alive, you can still change your story for the better. Try going again every morning, talk to someone if you need to, keep pushing harder, venture into that business your mind is telling you to, and keep hoping for better days. Always remember; The future is bright for those who never give up.

KING CHIDI

23,906 views • 2 days ago

Don’t Scroll—God Is Calling You to Submit and Move Praise the Lord that He has given us such a commission and such a call and we should be humbled by that and we should want to go out for His kingdom and do that. All of you are usable by God. There is not one of you that is not usable if you're only willing to submit. We all fall short. It's a matter of who is willing. Here I am, Lord, send me. That's what Isaiah said. Here I am. Send me. You are all usable. When a lot of you out there go, well, what can I do for God in my life? There's a lot you can do. If you're only willing to be picked up as an instrument in his Hands and implemented the way you were created to move. Many of you are operating outside the realm of what you were created to be. And in this season, that's going to be reconciled. And many of you are going to change course in this season drastically. Because you're in jobs, you're in areas, you're doing things, you were not created to do. You have gifts for it, but you weren’t created to do it. And there's going to be massive shifts in many of your lives and a sudden turn. And the Lord is going to realign. And this is going to be quick when He does it. Realign you into the position, redirect you and put you on that course because time is short and He needs you operating in what you were created to do. He needs that right now. And many of you are going to enter that process in this season. So praise the Lord because you are. You will enter that process and you will be redirected. And you will do what is written about you in the books of heaven, what you were created to do on this earth. Because many of you know and feel uncomfortable and know you're not in your call. You know you are just trying to try to endure, you're trying to survive. And it's because you're not in your call. Surrender to God, allow Him to redirect you into your call and your purpose that you were beautifully created to do. Because it's needed in this season and we cannot dilly dally anymore and go dabbling in things we are not created to do. It's time for us to go to work and it's time for us to be willing to go there.
2:23

Don’t Scroll—God Is Calling You to Submit and Move Praise the Lord that He has given us such a commission and such a call and we should be humbled by that and we should want to go out for His kingdom and do that. All of you are usable by God. There is not one of you that is not usable if you're only willing to submit. We all fall short. It's a matter of who is willing. Here I am, Lord, send me. That's what Isaiah said. Here I am. Send me. You are all usable. When a lot of you out there go, well, what can I do for God in my life? There's a lot you can do. If you're only willing to be picked up as an instrument in his Hands and implemented the way you were created to move. Many of you are operating outside the realm of what you were created to be. And in this season, that's going to be reconciled. And many of you are going to change course in this season drastically. Because you're in jobs, you're in areas, you're doing things, you were not created to do. You have gifts for it, but you weren’t created to do it. And there's going to be massive shifts in many of your lives and a sudden turn. And the Lord is going to realign. And this is going to be quick when He does it. Realign you into the position, redirect you and put you on that course because time is short and He needs you operating in what you were created to do. He needs that right now. And many of you are going to enter that process in this season. So praise the Lord because you are. You will enter that process and you will be redirected. And you will do what is written about you in the books of heaven, what you were created to do on this earth. Because many of you know and feel uncomfortable and know you're not in your call. You know you are just trying to try to endure, you're trying to survive. And it's because you're not in your call. Surrender to God, allow Him to redirect you into your call and your purpose that you were beautifully created to do. Because it's needed in this season and we cannot dilly dally anymore and go dabbling in things we are not created to do. It's time for us to go to work and it's time for us to be willing to go there.

Amanda Grace

12,379 views • 4 months ago

Breece Hall was asked about the Jets missing the playoffs again: "It's a yearly thing, it definitely starts to weigh on you. At the end of the day, you start to look at yourself. You see your peers and you see other guys that you're just as good as, if not better than, and they get to just have a lot of fun. With AG here, I see the vision and I see how things are changing around. We've just got to be better as a team and go out and execute what the coaches are coaching us to do."
0:43

Breece Hall was asked about the Jets missing the playoffs again: "It's a yearly thing, it definitely starts to weigh on you. At the end of the day, you start to look at yourself. You see your peers and you see other guys that you're just as good as, if not better than, and they get to just have a lot of fun. With AG here, I see the vision and I see how things are changing around. We've just got to be better as a team and go out and execute what the coaches are coaching us to do."

Jets Videos

166,416 views • 9 months ago

jihoon answering teumes’ worries at dawn live 👤: I really wanted to receive a psychiatric (treatment) but I don’t have the courage to do it. Should I go? I think I’m going to have a hard time accepting that I am falling apart. 🐶: but I recommend going to the psychiatrist, whether if it’s receiving a psychological counselling or a psychiatric examination, it’s good to receive a treatment for it. Everyone, going to the psychiatrist doesn’t make you weird. If you caught a cold, you go to the internal medicine department, If your joints or bones hurts, you go to the orthopaedics. It’s just a cold that come to the mind. It’s not that going to the psychiatrist makes me a weird person, no it’s not that. It’s just that I’m exhausted for a while, it’s just a hospital. There’s more people going there more than you think, if you go to hospital, the queuing are the longest. Nowadays, it’s the same as the past too but there’s no one who doesn't have a hard time. In this hard world, although there are people who look at the hard times in a good way, & there are also people who don’t look at it in a good way… but since it’s a world where we lived together, there's nothing we can do about it, right? But those kind of, “ah I went to the psychiatrist & I collapsed” I don’t think you have think of that. It’s just, “I am having a hard time these days so I’m just going to get help for it” just think of it as if you caught a cold. I hope you don’t think of this deeply. Of course you can go. If your stomach hurt, you can go to the internal medicine, if your head hurts, you can go to the Otolaryngology. It’s just that your heart is having a hard time for a while. This is not something to be ashamed of, you don’t need to read the air with the people around you for this. Always cheer up, even if you collapse, let's practice the strength that can make you rise again slowly, treasure makers. You can do it, everyone, I know you can do it.
3:04

jihoon answering teumes’ worries at dawn live 👤: I really wanted to receive a psychiatric (treatment) but I don’t have the courage to do it. Should I go? I think I’m going to have a hard time accepting that I am falling apart. 🐶: but I recommend going to the psychiatrist, whether if it’s receiving a psychological counselling or a psychiatric examination, it’s good to receive a treatment for it. Everyone, going to the psychiatrist doesn’t make you weird. If you caught a cold, you go to the internal medicine department, If your joints or bones hurts, you go to the orthopaedics. It’s just a cold that come to the mind. It’s not that going to the psychiatrist makes me a weird person, no it’s not that. It’s just that I’m exhausted for a while, it’s just a hospital. There’s more people going there more than you think, if you go to hospital, the queuing are the longest. Nowadays, it’s the same as the past too but there’s no one who doesn't have a hard time. In this hard world, although there are people who look at the hard times in a good way, & there are also people who don’t look at it in a good way… but since it’s a world where we lived together, there's nothing we can do about it, right? But those kind of, “ah I went to the psychiatrist & I collapsed” I don’t think you have think of that. It’s just, “I am having a hard time these days so I’m just going to get help for it” just think of it as if you caught a cold. I hope you don’t think of this deeply. Of course you can go. If your stomach hurt, you can go to the internal medicine, if your head hurts, you can go to the Otolaryngology. It’s just that your heart is having a hard time for a while. This is not something to be ashamed of, you don’t need to read the air with the people around you for this. Always cheer up, even if you collapse, let's practice the strength that can make you rise again slowly, treasure makers. You can do it, everyone, I know you can do it.

ain

376,990 views • 2 years ago

why Rogan believes wanting the money is the thing that stops you from getting it MrBeast: "I would argue it's not even just for content creation. If you want to be an accountant or really anything, it's just put in a lot of hours, do a lot of iterations, surround yourself with great people, and obsess over it. Stay focused, consume it. And then recognize, you might be like, 'Oh, well, this person did it in 10 months. Why is it taking me so long?' It's average and statistics. Just give yourself enough time frame. I'm not saying you'll make tens of millions of dollars, but if you want to do that thing for a living, if you follow those trades, it's going to happen eventually." Rogan: "Well, you have to be process-oriented, not goal-oriented. The process is getting better at stuff. The goal of being financially secure comes with it eventually. But if you think 'I want X amount of money,' well, that's what you're going to think about. You're not going to think about the actual thing you're making, so it won't be as good, so you'll probably never get there."
0:45

why Rogan believes wanting the money is the thing that stops you from getting it MrBeast: "I would argue it's not even just for content creation. If you want to be an accountant or really anything, it's just put in a lot of hours, do a lot of iterations, surround yourself with great people, and obsess over it. Stay focused, consume it. And then recognize, you might be like, 'Oh, well, this person did it in 10 months. Why is it taking me so long?' It's average and statistics. Just give yourself enough time frame. I'm not saying you'll make tens of millions of dollars, but if you want to do that thing for a living, if you follow those trades, it's going to happen eventually." Rogan: "Well, you have to be process-oriented, not goal-oriented. The process is getting better at stuff. The goal of being financially secure comes with it eventually. But if you think 'I want X amount of money,' well, that's what you're going to think about. You're not going to think about the actual thing you're making, so it won't be as good, so you'll probably never get there."

Naruto

37,430 views • 1 month ago

The Onion Theory of Risk by Marc Andreessen: "I think the single biggest thing entrepreneurs are missing, both on fundraising and how they run their companies, is the relationship between risk and cash. The relationship between risk and raising cash, and then the relationship between risk and spending cash. So I've always been a fan of something that Andy Ratcliffe taught me years ago, which he called the onion theory of risk. Um, which basically is, you can think about a startup like on day one, um, as having every conceivable kind of risk, right? And you can basically just make a list of the risks. And so you've got, you know, founding team risk. You know, do the founders, are the founders gonna be able to work together? Do you have the right founders? You're gonna have product risk. You know, can you build a product? You'll have technical risk, right? Which is maybe you need a machine learning breakthrough or something to make it work. Are you gonna be able to do that? Um, you'll have, you know, launch risk. Will the launch go well? You'll have, you know, market acceptance risk. You'll have revenue risk. A big risk you get into in a lot of businesses that have a sales force is, can you actually sell the product for enough money to actually pay for the cost of sale? So you have the cost of sale risk. If you're a consumer product, you'll have a viral growth risk. Well, you get the thing of viral growth. And so, a startup at the very beginning is basically just this long list of risks. And then the way that I always think about running a startup is also the way I think about raising money, which is it's a process of peeling away layers of risk as you go. And so you raise seed money in order to peel away the first two or three risks. The founding team risk, the product risk, and maybe the initial launch risk. You raise the A round to peel away the next level of product risk. Maybe you peel away some recruiting risk because you get your full engineering team built. Maybe you peel away some customer risk because you get your first five beta customers. And so basically the way to think about it is you're peeling away risk as you go. You're peeling away risk by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital. And so you come in, and you pitch somebody like us, and you say you're raising a B round. The best way to do that with us is you say, okay, I raised a seed round, I achieved these milestones, I eliminated these risks. I raised the A round, I achieved these milestones, and I eliminated these risks. Now I'm gonna raise a B round. Here are my milestones, here are my risks. And then by the time I go to raise a seed round, here's the state that I'll be in. And then you calibrate the amount of money that you raise to spend to the risks that you're pulling out of the business. And I go through all this, in a sense this sounds kind of obvious, but I go through all this because it's a systematic way to think about how the money gets raised and deployed. As compared to so much of what's happening, especially these days, which is just, my God, let me go raise as much money as I can. Let me go build the fancy offices, let me go hire as many people as I can, and just kind of hope for the best."
2:21

The Onion Theory of Risk by Marc Andreessen: "I think the single biggest thing entrepreneurs are missing, both on fundraising and how they run their companies, is the relationship between risk and cash. The relationship between risk and raising cash, and then the relationship between risk and spending cash. So I've always been a fan of something that Andy Ratcliffe taught me years ago, which he called the onion theory of risk. Um, which basically is, you can think about a startup like on day one, um, as having every conceivable kind of risk, right? And you can basically just make a list of the risks. And so you've got, you know, founding team risk. You know, do the founders, are the founders gonna be able to work together? Do you have the right founders? You're gonna have product risk. You know, can you build a product? You'll have technical risk, right? Which is maybe you need a machine learning breakthrough or something to make it work. Are you gonna be able to do that? Um, you'll have, you know, launch risk. Will the launch go well? You'll have, you know, market acceptance risk. You'll have revenue risk. A big risk you get into in a lot of businesses that have a sales force is, can you actually sell the product for enough money to actually pay for the cost of sale? So you have the cost of sale risk. If you're a consumer product, you'll have a viral growth risk. Well, you get the thing of viral growth. And so, a startup at the very beginning is basically just this long list of risks. And then the way that I always think about running a startup is also the way I think about raising money, which is it's a process of peeling away layers of risk as you go. And so you raise seed money in order to peel away the first two or three risks. The founding team risk, the product risk, and maybe the initial launch risk. You raise the A round to peel away the next level of product risk. Maybe you peel away some recruiting risk because you get your full engineering team built. Maybe you peel away some customer risk because you get your first five beta customers. And so basically the way to think about it is you're peeling away risk as you go. You're peeling away risk by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital. And so you come in, and you pitch somebody like us, and you say you're raising a B round. The best way to do that with us is you say, okay, I raised a seed round, I achieved these milestones, I eliminated these risks. I raised the A round, I achieved these milestones, and I eliminated these risks. Now I'm gonna raise a B round. Here are my milestones, here are my risks. And then by the time I go to raise a seed round, here's the state that I'll be in. And then you calibrate the amount of money that you raise to spend to the risks that you're pulling out of the business. And I go through all this, in a sense this sounds kind of obvious, but I go through all this because it's a systematic way to think about how the money gets raised and deployed. As compared to so much of what's happening, especially these days, which is just, my God, let me go raise as much money as I can. Let me go build the fancy offices, let me go hire as many people as I can, and just kind of hope for the best."

Founder Mode

106,909 views • 8 months ago

Your neighbor claims that part of your property is actually theirs, you two go back and forth. You then decide to just put a fence up, during the process the neighbors install cameras so they know when you are coming and going, they put a tent on your property so they can watch you and even go as far as hire a company to take down your fence. They end up building their own fence but you know it’s far from over, should you take legal recourse for damages?
1:00

Your neighbor claims that part of your property is actually theirs, you two go back and forth. You then decide to just put a fence up, during the process the neighbors install cameras so they know when you are coming and going, they put a tent on your property so they can watch you and even go as far as hire a company to take down your fence. They end up building their own fence but you know it’s far from over, should you take legal recourse for damages?

SonnyBoy🇺🇸

2,025,168 views • 7 months ago

Bukayo Saka admits he’s been gambling with his fitness throughout last season and will continue to do so: “I think when you have that success and you taste it, you want to do it again. It can go two ways, but when I speak for myself, I'd say it's definitely made me want to do it again and come into this tournament with even more hunger.” Alex Howell: “Your fitness, how has that been? Has that been frustrating for you, maybe people watching, not knowing what you're pushing yourself to do? And have you had to learn more about yourself, how to play, when maybe you're not 100%?” Saka: “Yeah, but I think as players, you know, It's the biggest gamble, especially if you're not feeling your sharpest, you have the choice whether you don't play or you put yourself out there knowing that people are going to judge you the same. “And at the end of the day, people don't really care how you're feeling. They expect you to deliver, they expect you to perform. And yeah, I'm happy to take that gamble and it paid off, I'd say. And I'm going to continue doing that. But like I said, I'm feeling a lot better than I did in March and I'm ready to go.”
1:17

Bukayo Saka admits he’s been gambling with his fitness throughout last season and will continue to do so: “I think when you have that success and you taste it, you want to do it again. It can go two ways, but when I speak for myself, I'd say it's definitely made me want to do it again and come into this tournament with even more hunger.” Alex Howell: “Your fitness, how has that been? Has that been frustrating for you, maybe people watching, not knowing what you're pushing yourself to do? And have you had to learn more about yourself, how to play, when maybe you're not 100%?” Saka: “Yeah, but I think as players, you know, It's the biggest gamble, especially if you're not feeling your sharpest, you have the choice whether you don't play or you put yourself out there knowing that people are going to judge you the same. “And at the end of the day, people don't really care how you're feeling. They expect you to deliver, they expect you to perform. And yeah, I'm happy to take that gamble and it paid off, I'd say. And I'm going to continue doing that. But like I said, I'm feeling a lot better than I did in March and I'm ready to go.”

Connor Humm

74,650 views • 2 months ago

“ The right way to do it is to start with a low price.” When travis kalanick fundraised for Uber, he turned the process into a multi-room operation: four investor rooms running simultaneously for 12 hours a day over an entire week. Room 1: Investors considering $250M + Room 2: $100M Room 3: $50M Room 4: $25M “ The right way to do it is to start with a low price.” “A lot of entrepreneurs will get attached to the price and not the process. You have to be careful. It's very easy to get sucked into that, where you get some signal that it should be a price, and you get attached to it, and then that becomes your price—but you haven't cleared the market.” “ It's a very bad place to be from my perspective.” “You want to start at a low price and say, ‘Look, I don't know where the price is going to go, but I know it's at least here.’” “ You have a bidder… If you're doing a winner takes all round, then you would just go to the next guy, and you say whatever that guy said, X+5. And then you go to the next guy, and it's: X+5+5. And the next guy: X+5+5+5. And while that's happening, it's a winner takes all deal. So you go back to the original guy and you're like, ‘Dude, it's going up,’ and you're telling people it's going up. That's a winner takes all approach.” “ Then you're like, ‘Okay, going once, going twice, sold.’” ”Most deals that are big deals today are not working that way.”
4:38

“ The right way to do it is to start with a low price.” When travis kalanick fundraised for Uber, he turned the process into a multi-room operation: four investor rooms running simultaneously for 12 hours a day over an entire week. Room 1: Investors considering $250M + Room 2: $100M Room 3: $50M Room 4: $25M “ The right way to do it is to start with a low price.” “A lot of entrepreneurs will get attached to the price and not the process. You have to be careful. It's very easy to get sucked into that, where you get some signal that it should be a price, and you get attached to it, and then that becomes your price—but you haven't cleared the market.” “ It's a very bad place to be from my perspective.” “You want to start at a low price and say, ‘Look, I don't know where the price is going to go, but I know it's at least here.’” “ You have a bidder… If you're doing a winner takes all round, then you would just go to the next guy, and you say whatever that guy said, X+5. And then you go to the next guy, and it's: X+5+5. And the next guy: X+5+5+5. And while that's happening, it's a winner takes all deal. So you go back to the original guy and you're like, ‘Dude, it's going up,’ and you're telling people it's going up. That's a winner takes all approach.” “ Then you're like, ‘Okay, going once, going twice, sold.’” ”Most deals that are big deals today are not working that way.”

David Senra

126,201 views • 28 days ago

.Elon Musk: Generally, you want education to be as close to a video game as possible, like a good video game. You do not need to tell your kid to play video games. They will play video games on autopilot all day. So if you can make it interactive and engaging, then you can make education far more compelling and far easier to do. You really want to disconnect the whole grade level thing from the subjects and allow people to progress at the fastest pace that they can or are interested in, in each subject. It seems like a really obvious thing. Most teaching today is a lot like vaudeville, and as a result, it's just not that compelling. It's like somebody standing up there and lecturing to you, and they've done the same lecture several years in a row. They're not necessarily all that engaged in doing it. A university education is often unnecessary. That's not to say it's unnecessary for all people, but I think you probably learn about as much in the first two years. Most of it is from your classmates. For a lot of companies, they do want to see the completion of the degree because they're looking for someone who's going to persevere and see it through to the end. And that's actually what's important to them. So it really depends on what somebody's goal is. If the goal is to start a company, I would say there's no point in finishing college.
1:42

.Elon Musk: Generally, you want education to be as close to a video game as possible, like a good video game. You do not need to tell your kid to play video games. They will play video games on autopilot all day. So if you can make it interactive and engaging, then you can make education far more compelling and far easier to do. You really want to disconnect the whole grade level thing from the subjects and allow people to progress at the fastest pace that they can or are interested in, in each subject. It seems like a really obvious thing. Most teaching today is a lot like vaudeville, and as a result, it's just not that compelling. It's like somebody standing up there and lecturing to you, and they've done the same lecture several years in a row. They're not necessarily all that engaged in doing it. A university education is often unnecessary. That's not to say it's unnecessary for all people, but I think you probably learn about as much in the first two years. Most of it is from your classmates. For a lot of companies, they do want to see the completion of the degree because they're looking for someone who's going to persevere and see it through to the end. And that's actually what's important to them. So it really depends on what somebody's goal is. If the goal is to start a company, I would say there's no point in finishing college.

Arjun Khemani

248,077 views • 1 year ago

Jordan Peterson: "If you can't fix your room, you can't fix your life" "Why should you even bother improving yourself? The answer is something like: so you don't suffer anymore stupidly than you have to. And maybe so others don't have to either. It's not some casual self-help doctrine. If you don't organize yourself properly, you'll pay for it. In a big way. And so will the people around you." Peterson continues: "You can say, 'Well, I don't care about that.' But that's actually not true, you do care about it. Because if you're in pain, you will care about it. It's very rare that you can find someone in excruciating pain who would say, 'Well, it would be no better if I was out of this.' Pain brings the idea that it would be better if it didn't exist along with it. It's incontrovertible." On how to start: "Look around for something that bothers you and see if you can fix it. You can do this in a room. Sit in your bedroom and think: 'If I wanted to spend ten minutes making this room better, what would I have to do?' You have to ask yourself that, it's a genuine question. And things will pop out. There's a stack of papers bugging you. Some rubbish behind your computer monitor you haven't attended to for six months. Cables tangled up." He explains why this matters: "If you were coming to see me for psychotherapy, the easiest thing would be to get you to organize your room. You think, is that psychotherapy? It depends on how you conceive the limits of your being. Start where you can start. If something announces itself as in need of repair that you could repair, fix it. Fix a hundred things like that, your life will be a lot different." On fixing what you repeat every day: "People tend to think of their daily routines as trivial. You get up, brush your teeth, have breakfast. Those probably constitute 50% of your life. People think, they're mundane, I don't need to pay attention to them. No, that's exactly wrong. The things you do every day are the most important things you do. Hands down. Just do the arithmetic." On staying within your competence: "Sometimes you don't know how to fix something. Imagine you're walking down the street and there's a guy who's alcoholic and schizophrenic and has been homeless for ten years. That's a problem. It would be good if you could fix it, but you haven't got a clue. You walk around that and go find something you could fix. Just because something announces itself as in need of repair doesn't mean it's you, right then and there, who should repair it. You have to have some humility. You don't walk up to a helicopter that isn't working and just start tinkering away." Peterson shares the key insight: "As soon as you give your mind a genuine aim, it'll reconfigure the world in keeping with that aim. That's actually how you see to begin with. You've all seen the video where you watch basketballs being tossed back and forth, and while you're doing that, a gorilla walks into the middle of the video and you don't see it. If you thought about that experiment for five years, that would be about the right amount of time to spend thinking about it." He explains what it reveals: "What it shows you is that you see what you aim at. If you can get one thing through your head, that would be a good one. You see what you aim at. One inference you might draw from that is: be careful what you aim at. What you aim at determines the way the world manifests itself to you. So if the world is manifesting itself in a very negative way, one thing to ask is: are you aiming at the right thing?"
6:59

Jordan Peterson: "If you can't fix your room, you can't fix your life" "Why should you even bother improving yourself? The answer is something like: so you don't suffer anymore stupidly than you have to. And maybe so others don't have to either. It's not some casual self-help doctrine. If you don't organize yourself properly, you'll pay for it. In a big way. And so will the people around you." Peterson continues: "You can say, 'Well, I don't care about that.' But that's actually not true, you do care about it. Because if you're in pain, you will care about it. It's very rare that you can find someone in excruciating pain who would say, 'Well, it would be no better if I was out of this.' Pain brings the idea that it would be better if it didn't exist along with it. It's incontrovertible." On how to start: "Look around for something that bothers you and see if you can fix it. You can do this in a room. Sit in your bedroom and think: 'If I wanted to spend ten minutes making this room better, what would I have to do?' You have to ask yourself that, it's a genuine question. And things will pop out. There's a stack of papers bugging you. Some rubbish behind your computer monitor you haven't attended to for six months. Cables tangled up." He explains why this matters: "If you were coming to see me for psychotherapy, the easiest thing would be to get you to organize your room. You think, is that psychotherapy? It depends on how you conceive the limits of your being. Start where you can start. If something announces itself as in need of repair that you could repair, fix it. Fix a hundred things like that, your life will be a lot different." On fixing what you repeat every day: "People tend to think of their daily routines as trivial. You get up, brush your teeth, have breakfast. Those probably constitute 50% of your life. People think, they're mundane, I don't need to pay attention to them. No, that's exactly wrong. The things you do every day are the most important things you do. Hands down. Just do the arithmetic." On staying within your competence: "Sometimes you don't know how to fix something. Imagine you're walking down the street and there's a guy who's alcoholic and schizophrenic and has been homeless for ten years. That's a problem. It would be good if you could fix it, but you haven't got a clue. You walk around that and go find something you could fix. Just because something announces itself as in need of repair doesn't mean it's you, right then and there, who should repair it. You have to have some humility. You don't walk up to a helicopter that isn't working and just start tinkering away." Peterson shares the key insight: "As soon as you give your mind a genuine aim, it'll reconfigure the world in keeping with that aim. That's actually how you see to begin with. You've all seen the video where you watch basketballs being tossed back and forth, and while you're doing that, a gorilla walks into the middle of the video and you don't see it. If you thought about that experiment for five years, that would be about the right amount of time to spend thinking about it." He explains what it reveals: "What it shows you is that you see what you aim at. If you can get one thing through your head, that would be a good one. You see what you aim at. One inference you might draw from that is: be careful what you aim at. What you aim at determines the way the world manifests itself to you. So if the world is manifesting itself in a very negative way, one thing to ask is: are you aiming at the right thing?"

Jaynit

68,799 views • 4 months ago

Nikola Jokic shares the journey it takes to become a champion. "If you wanna be successful, you need a couple years. You need to be bad, then you need to be good, and then when you're good, you need to fail. And then when you fail, you gonna figure it out." That's the process. Bad → Good → Fail → Figure it out. There are no shortcuts. "Experience is not what happens to you. It's what you're gonna do with what happened to you." Because the setbacks don't define you. Your response does. "There is a process that you need to go through. There are steps that you need to fill. There is no shortcuts. It's a journey." "And I'm glad that I'm part of this journey." The path to greatness isn't clean. It's messy, painful, and full of failures. But that is the way. Trust the journey. (🎥 NBA)
0:44

Nikola Jokic shares the journey it takes to become a champion. "If you wanna be successful, you need a couple years. You need to be bad, then you need to be good, and then when you're good, you need to fail. And then when you fail, you gonna figure it out." That's the process. Bad → Good → Fail → Figure it out. There are no shortcuts. "Experience is not what happens to you. It's what you're gonna do with what happened to you." Because the setbacks don't define you. Your response does. "There is a process that you need to go through. There are steps that you need to fill. There is no shortcuts. It's a journey." "And I'm glad that I'm part of this journey." The path to greatness isn't clean. It's messy, painful, and full of failures. But that is the way. Trust the journey. (🎥 NBA)

Coach AJ 🎯 Mental Fitness

58,708 views • 6 months ago