The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 15 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Eastman: Toxic, Machiavellian Leaders Often Achieve Incredible Results
“I've seen
Certain leaders be horrible and get incredible things done.
They violate every book ever written about leadership and work a team to complete death and play this Machiavellian game of just when they're about to fire, just about when they're about to …”
Eastman: The easiest way to spot pretenders is testing with fake information
“I think the easiest way is to throw out fake information and see how people respond.”
Eastman: Reading body language requires observing shifts, not assigning fixed meanings
“So the truth is a lot of people using body language experts will look at someone's behavior and be like, oh, like this means this, and this means that that's not really what you're doing. I think it's more about noticing than making meaning out of.”
Eastman: People quickly conform whenever an influential person shifts social narratives
“I hate saying this, but I do believe like people are sheep in that regard. Where there's a narrative, and if a powerful person just comes along and shifts the narrative, you see how quickly everybody else falls in line, and we're all on both sides of this. Som…”
Eastman: Emulating norm violations by Musk or Jobs fails without authority
“Or really successful people who violate those norms get modeled. And it's like, whoa, like Elon Musk could violate all the norms he wants. Steve Jobs can too. But like, you can't, you don't have that authority. You don't have that, that contextual understandin…”
Eastman: Nonverbal Behavior Cannot Be Decoded Without Verbal Context
“You can't really separate nonverbal from verbal. I mean, maybe the only place you could do this is poker and a couple of other things. The truth is, We're always, so the model for how we read a behavior is we're looking at behavior within a context, and we're …”
Eastman: True expertise is signaled by spontaneous admissions of ignorance and error
“I like to look for I don't knows. So whenever I talk to any expert and is every, there's always an answer. Sometimes it's nice to be like, oh, I don't know. Or there's not always an answer to something, right? They don't always, because I feel like there's a c…”
Eastman: Internalizing hierarchy prevents workers from navigating corporate power structures
“If you are falling in line with a power structure, it's often very difficult to navigate it. Meaning if it's like, oh my God, this person is this and this person is this and I'm just this. You're very rarely going to be able to see eye to eye with that person …”
Eastman: Nonverbal trust relies on conforming to societal bell-curve behavioral expectations
“Trust from a nonverbal perspective is just, you could think of behaviors on a bell curve distribution, right? So certain people are going to act in certain ways that are not in alignment with how society perceives that behavior to be trustworthy.”
Eastman: People update behavioral assumptions only when proven completely wrong
“When it comes to human behavior, we get lazy, and we build these things, and we don't change, and I feel like the only time we're changed is if we're shown we're really wrong”
Eastman: Presenters are universally most effective when they are comfortable
“The most effective version of someone is when they're the most comfortable. Bar not, every single time. So the whole joke is people think I teach like, oh, stand this way. No, like, step one is get you to the level where you're the most comfortable, where you …”
Eastman: Subordinating yourself mentally prevents effective navigation of corporate hierarchies
“If you are falling in line with a power structure, it's often very difficult to navigate it. Meaning if it's like, oh my God, this person is this, and this person is this, and I'm just this. You're very rarely going to be able to see eye to eye with that perso…”
Eastman: Concrete Predictive Scenarios Produce Better Feedback Than Rating Scales
“You say, how do you think that interaction went on a scale from one to 10? People are horrible at answering it. Like, do you like that person from a scale from one to 10? They're like, I don't know. But you ask somebody a question, would, on a scale from one t…”
Eastman: The best communicators maintain attention through unpredictable vocal tonality shifts
“So one of the big things that I've noticed in the best communicators is they have range. So they have the ability. There's a lot of shifts in their tonality. There's a lot of movement. You kind of can't predict what the next word is going to be. There's, I jus…”