The Wisdom Wall

“It's the number one thing why most organizations break down and why you need processes and all the other bureaucracies ultimately because there's no trust. If you had a hundred percent trust, you wouldn't need any of this stuff, and you would move much faster.”

“the truly greatest people, um, financially, if that's the only yardstick you use, typically do completely the opposite of that, which is they have oftentimes only one assets. Uh, maybe they'll have two or three, but they certainly don't have more than that. And they just go for that.”

“actually that sort of drive, that intensity, um, is, is actually something that can be taught. It's not entirely innate”

“I do believe that, um, Focusing all your time and effort on this one thing, um, and obsess about it, and almost to the point where you're not even aware of the rest of the world that goes on is what creates greatness.”

“I think happiness is a trailing indicator of impact.”

“the, the value of a company is the sum of all problems solved.”

“Which problems am I passionate about solving? And which problems can I spend the next decade of my life, um, fixing? Because if, if I'm not interested enough in it to spend a decade fixing it, it's, it's probably not worth pursuing.”

“trust is the, this notion that you'll keep doing, um, actions that will ladder up over time. It really compounds, but, um, you're going to add maybe one percent of trust for each positive interaction you're going to do, but it takes one interaction that's bad to ruin all of it. The moment where you, where you even…”

“there are many things where you can copy a specific way. For instance, Elon does things. But if it's not truly innate to you and your personality, I promise you it will not have the same impact as when Elon does things.”

“So like for me, taste is, is sort of judgment plus curiosity. And the more you can sort of like extend the curiosity branch that improves your judgment, which then builds your taste.”

“the typical thing is that the founder needs to be the product person, right? Um, by the way, it's a hundred percent true. I, I totally believe that. I think it's the most important thing in the zero to one stage.”

“one of the most interesting ideas, um, um, that I learned after sort of, again, overfitting the concepts in, in the book and sort of teaching people about it is you can only tell, uh, that you have power when, when it's there. It doesn't tell you how to get there.”

“a large scale corporation, what they do is they just get better and better and better at doing what they already do. And, um, the way to do that is obviously minimize mistakes. So, um, you know, that also means minimize brilliance, minimize waste, minimize all these other things.”

“When you make a lot of money, you tend to make life more comfortable. Um, so you tend to spend more time golfing. You spend some time doing all these other things. Uh, but the reality is you become distracted, and you're not gonna be on your A game anymore.”

“I actually think what kind of video games you like is a pretty good revealer of your things too. Like, I wasn't, um, playing any kind of first person shooter games or any of that, some of it, but not much. Most of what I was playing was, uh, strategy games. Um, you know, civilization, business strategy game. I played…”

“I think you have to love technology in order to go to the depth of understanding what's possible. And, and because it's off, oftentimes like the greatest ideas is truly innately understanding something and truly innately breaking constraints around that something, um, by understanding the rules and knowing when, when…”

“investing is, is actually more about, um, learning about your temperament than it is about the specific action that you're doing. Your temperament, actually, it's, it's more about being in line with your temperament than, than not, or which game you're picking.”