<ul><li class="ql-align-justify">Founders often receive bad advice on scaling companies, particularly to adopt "manager mode" over "founder mode."</li><li class="ql-align-justify">"Manager mode" advocates delegating responsibilities, but for founders, this can be harmful to the company.</li><li class="ql-align-justify">Founders struggle with advice that assumes they must run companies as professional managers.</li><li class="ql-align-justify">Business schools teach "manager mode," missing the nuances of how founders should lead.</li></ul>

Manager Mode

<ul><li class="ql-align-justify">Founders face unique pressures and challenges that professional managers don’t understand.</li><li class="ql-align-justify">"Founder mode" could help companies scale without losing their original vision and dynamism.</li><li class="ql-align-justify">Steve Jobs ran an annual retreat for 100 key people, not based on hierarchy, but importance.</li><li class="ql-align-justify">Founders engaging in "skip-level" meetings might be more effective than traditional management structures.</li><li class="ql-align-justify">Many founders experience disastrous results when following advice to delegate and remove themselves from details.</li></ul>

Founder Mode

VCs who haven’t been founders themselves don’t know how founders should run companies.

Founders should trust their instincts, avoid conventional "manager mode," and engage deeply to scale their companies effectively.

TAKEAWAY

Paul Graham explores "founder mode" vs. "manager mode" in running companies, inspired by Brian Chesky's insights about scaling Airbnb successfully.

corporateculture

Corporate Culture

entrepreneurship

Entrepreneurship

business

Business

startup

Startups

leadershipandmanagement

Leadership & Management

Take time to think about the necessity of making a video: <ul><li class="ql-align-justify">Can you replace it with something simpler?</li></ul>Then analyze: <ul><li class="ql-align-justify">What is the product's best and worst aspects?</li><li class="ql-align-justify">What are people expecting to watch this video? Where? </li><li class="ql-align-justify">What stage of the funnel are they in? </li><li class="ql-align-justify">What do they have to do? </li></ul>

Preparing for Script Writing

This video explains how to use the product or service.There is a linear structure, no drama, no lifestyle, no pain points, and no hard sells. You just need to be clear and show your product.

Explainer Video

Write down and remember the action and the stage of the funnel. At the start, you should not be overly creative. Most videos should lead to sales. So, use formulas:<ul><li class="ql-align-justify">Problem -> Solution </li><li class="ql-align-justify">To tell -> To explain -> To repeat </li></ul>There are some GOOD RECEPTIONS:

<ul><li class="ql-align-justify">There should be a hero with a problem. They overcome the struggles and receive a reward. </li><li class="ql-align-justify">Don't sell the product, sell lifestyle (you have seen that in auto or real estate ads).</li></ul>

Storytelling

You should use emotions for the hero in your ad. If you don't have a hero, transfer them to the audience.Negative feelings are stronger than positive ones, but the last one helps to sell.

Emotions

If you see a great video, just remake it. But don't forget about your audience's interests, problems, and needs. So, think and adapt.

Steal the Ideas

<ol><li class="ql-align-justify">Borders: What are the technical capabilities and video duration?</li><li class="ql-align-justify">Details: Be specific and use maximum transitions and effects, including animations, texts, pauses, narrator's tone, sounds, music, and colors. Don't forget about corporate styles and branding.</li><li class="ql-align-justify">Design: Keep it simple. A table with 3 columns is always the best decision. Note the timing, text, and images.</li><li class="ql-align-justify">Sound: Read the script aloud. Edit the most difficult words and phrases. Involve different people in the editing process.</li><li class="ql-align-justify">Short: Every detail should be informative and meaningful. The most important part is in the first few seconds.</li></ol>

How to Write a Script

marketingandsales

Marketing & Sales

writing

Reading & Writing

strategy

Strategy

communication

Communication

Script for videos: how to make great material

the death of advertising. Certainly, conventional advertising—ads that seek to persuade people to think differently about product benefits—are becoming less effective as media get more fragmented and as audiences become more cynical about marketer’s claims.

1.	The Role of Cultural Branding	2.	The Power of Myths	3.	The Influence of Identity Value	4.	The Importance of Crowdcultures	5.	The Concept of the Cultural Moment	6.	Creating an Authentic Brand Narrative	7.	The Myth Market	8.	Iconic Brands as Cultural Activists	9.	The Impact of Cultural Contradictions	10.	The Evolution of Brand Myths	11.	The Intersection of Pop Culture and Branding	12.	How Crowds Shape Iconic Brands	13.	Using Tensions in Society to Strengthen Brands	14.	The Difference Between Functional and Identity Brands	15.	Managing the Cultural Leadership of a Brand

Topics Explained

Cultural branding is the art of using cultural tensions to craft a brand that resonates deeply with society. Brands become icons when they embody ideas that address cultural contradictions. 	“Iconic brands don’t just sell products; they sell ideas that respond to cultural tensions.”

Role of Cultural Branding

Myths form the backbone of iconic brands. These are powerful stories that align the brand with society’s deeper emotional and ideological needs. 	“Myths help brands transcend mere functionality to offer meaning and cultural value.”

Power of Myths

Iconic brands create value by addressing identity needs—helping consumers define who they are and who they aspire to be. 	“Brands become iconic when they fulfill identity desires, not just consumer needs.”

Influence of Identity Value

Crowdcultures—social groups with shared values—drive the success of iconic brands. These brands tap into these crowds to reflect, support, and lead cultural movements. 	“The most powerful icons mirror and amplify the voices of emerging social movements.”

Importance of Crowdcultures

Brands become icons during cultural moments when they seize the opportunity to provide meaning in times of social tension or change. 	“A cultural moment is when a brand aligns itself perfectly with society’s evolving values.”

Concept of the Cultural Movement

Iconic brands tell authentic stories that speak to cultural truths, making them believable and influential. Authenticity is key to building trust and resonance with consumers. 	“Without authenticity, even the most compelling narrative can fall flat.”

Creating an Authentic Brand Narrative

The myth market refers to the competitive arena where brands offer cultural myths to consumers. Brands need to craft a distinct narrative that stands out in this crowded market. 	“In the myth market, only the most resonant and distinct stories make a lasting impact.”

The Myth Market

Iconic brands often act as cultural activists by challenging the status quo and advocating for societal change, making them relevant and influential beyond their product offering. 	“Cultural activism allows brands to align with societal shifts, positioning them as leaders.”

Iconic Brands as Cultural Activists

Cultural contradictions arise when societal values are in conflict. Iconic brands thrive by addressing these tensions, offering a resolution or an alternative perspective. 	“Brands that embrace contradictions are often the most revolutionary and iconic.”

Impact of Cultural Contradictions

Brand myths must evolve over time to stay relevant. As society changes, so too must the stories brands tell, ensuring they remain meaningful to their audience. 	“The myth that sustains a brand today may need to be reshaped to reflect tomorrow’s world.”

Evolution of Brand Myths

Iconic brands often intersect with popular culture, using its imagery, language, and trends to embed themselves in the cultural consciousness. 	“Pop culture is the palette from which iconic brands paint their stories.”

Intersection of Pop Culture & Branding

Crowdcultures influence brands by feeding back their desires, struggles, and victories, helping brands to adapt and stay relevant. 	“The people define the brand’s journey as much as the brand defines its place in culture.”

How Crowds Shape Iconic Brands

Brands can become more powerful by embracing societal tensions, reflecting and amplifying them in their messaging. 	“Tension gives brands the energy they need to break through and capture cultural leadership.”

Using Tensions in Society to Strengthen Brands

Functional brands provide utility, but iconic brands offer identity—helping consumers align with cultural ideals and emotional desires. 	“Icons transcend utility; they give people a way to express who they are.”

Difference Between Functional & Identity Brands

To maintain cultural leadership, brands must continually innovate their myths, stay in tune with cultural shifts, and be willing to challenge norms. 	“Staying culturally relevant requires constant adaptation and innovation in storytelling.”

Managing the Cultural Leadership of a Brand

Sustaining an iconic brand means staying authentic, evolving with the times, and continuing to lead cultural conversations without becoming stagnant. 	“The best brands endure because they evolve without losing their core identity.”

Sustaining an Iconic Brand over Time

1.	Cultural Branding: Address societal tensions to craft resonant brands.	2.	Myths as Foundations: Build brands on deep, emotional stories.	3.	Identity Value: Iconic brands satisfy identity needs, not just functional ones.	4.	Crowdcultures: Tap into social groups to reflect cultural movements.	5.	Cultural Moments: Seize timely opportunities to become relevant.	6.	Authenticity: Keep brand narratives genuine and trustworthy.	7.	Competing in the Myth Market: Stand out with unique, compelling stories.

8.	Cultural Activism: Challenge norms and lead societal shifts.	9.	Address Contradictions: Use societal tensions to create deeper connections.	10.	Evolve Myths: Adapt stories to remain relevant in changing times.	11.	Leverage Pop Culture: Use trends and imagery to stay current.	12.	Feedback from Crowds: Stay in tune with the desires of social movements.	13.	Use Tensions for Strength: Embrace societal tension to fuel the brand.	14.	Functional vs Identity Brands: Aim to create brands that express identity.	15.	Cultural Leadership: Stay ahead by leading cultural conversations.

Learn how iconic brands use cultural myths and societal shifts to create lasting impact.

Coca-Cola. Harley-Davidson. Nike. Budweiser. Valued by customers more for what they symbolize than for what they do, products like these are more than brands--they are cultural icons. How do managers create brands that resonate so powerfully with consumers? Based on extensive historical analyses of some of America's most successful iconic brands, including ESPN, Mountain Dew, Volkswagen, Budweiser, and Harley-Davidson, this book presents the first systematic model to explain how brands become icons. Douglas B. Holt shows how iconic brands create "identity myths" that, through powerful symbolism, soothe collective anxieties resulting from acute social change. Holt warns that icons can't be built through conventional branding strategies, which focus on benefits, brand personalities, and emotional relationships. Instead, he calls for a deeper cultural perspective on traditional marketing themes like targeting, positioning, brand equity, and brand loyalty--and outlines a distinctive set of "cultural branding" principles that will radically alter how companies approach everything from marketing strategy to market research to hiring and training managers. Until now, Holt shows, even the most successful iconic brands have emerged more by intuition and serendipity than by design. With How Brands Become Icons, managers can leverage the principles behind some of the most successful brands of the last half-century to build their own iconic brands. Douglas B. Holt is associate professor of Marketing at Harvard Business School.

books

Books

product

Product & Design

D. B. Holt

How Brands Become Icons

As a professional coach,I understand that biases can often cloud our judgment and interfere with achieving success.However, by identifying these biases and asking the right questions, you can challenge your assumptions and turn these biases into strengths that work in your favor.I have identified 10 biases I’ve had and still have sometimes in my work, followed by questions designed to help me test each assumption.This helped me navigate my biases and ensure they don’t stand in the way of my success.

Understanding and Overcoming BIASES for YOUR Career Success

It’s easy to assume we know what someone else is thinking, but that often leads to misunderstandings or missed opportunities.Question to test it:How can I find out what the person in front of me is thinking of this idea? This question reminds me to seek clarification instead of assuming, which opens the door for more effective communication.

BIAS 1: I Can Guess What People Think

Visualizing the bigger picture is often seen as a strength, but it can also limit your ability to see alternative outcomes.Question to test it:What are different outcomes that I can see, and how different is the bigger picture with different outcomes?By exploring various scenarios, you ensure that your vision is flexible and adaptable, which is crucial for long-term success.

BIAS 2: I Can Already Visualise The Bigger Picture

This bias often leads to rushed decisions without fully understanding what’s at stake.Question to test it:What do we really want to achieve? Is it the success of the project or to shine?Understanding the real goal behind your actions helps you focus on sustainable success rather than short-term visibility.

BIAS 3: If We Don’t Start Acting Fast We Lose Our Spotlight

While it’s great to be passionate, it’s a mistake to assume everyone shares the same level of enthusiasm.Question to test it:What is the motivation behind each member’s work inside this project?By understanding each person’s unique motivation, you can better align the team and leverage their strengths.

BIAS 4: Everyone In The Project Is As Passionate As I Am

Action is important, but it’s not the only measure of progress.Question to test it:What are the important elements of progress that we should take into account?This question encourages you to recognize the value in planning, strategizing, and learning, which are also key components of progress.

BIAS 5: We Are Only Progressing When We Take Action

Speed is often mistaken for efficiency, but slow doesn’t always mean ineffective.Question to test it:What other skills do slow people have, and how can we use them at their best?This perspective allows you to appreciate different work styles and utilize every team member’s unique contributions.

BIAS 6: Slow People Will Hold The Team Behind

Aesthetics matter, but content should always be the priority.Question to test it:What are the elements that make a presentation good?Focusing on both the visuals and the substance ensures your presentation delivers value and makes a lasting impact.

BIAS 7: A Good Presentation Is More Important Than Content

Assuming that everyone shares your priorities can lead to frustration and misalignment within the team.Question to test it:What is the common goal of everyone? How can I find it out? What importance do others give to these tasks or projects?By understanding other perspectives, you foster better collaboration and ensure that the team is united around a common goal.

BIAS 8: If I Think It’s Important Everyone Should Think The Same

Data is a valuable tool, but it’s not infallible.Question to test it:What are potential blind spots in the data?Recognizing the limitations of data helps you make more informed and balanced decisions, considering both the known and unknown factors.

BIAS 9: I Can Predict The Future By Looking At The Data

While ambition is crucial, it’s not the only path to success.Question to test it:What impact do I want to make? How big is the impact? What are some examples of small wins that can motivate the team?These questions can encourage anyone to break down larger goals into achievable milestones, allowing the team to maintain momentum while aiming for a bigger impact over time.

BIAS 10: You Need To Go Big Or Go Home

Build on your strength, not on your biases.

By acknowledging these biases and challenging them with the right questions, you can also sharpen your self-awareness and lead your team more effectively.This process not only helps you stay on track for success but also improves communication, decision-making, and overall project outcomes.Recognizing and questioning these assumptions will help you navigate complexities with a clearer, unbiased perspective, ultimately driving better results for your business or career.

Acknowledge Your Biases

I'm a coach dedicated to helping YOU find the career path that suits you best.My goal is to guide you in building the life you want, empowering you to make informed decisions that align with your passions and values.If you would like to learn more, schedule a FREE consultation call.https://claudia-coaching.my.canva.site/

Hi, I’m Claudia!

CLAUDIA COACHING

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Career

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Personal Development

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Problem Solving

Biases

“Context is key in the digital age. Without it, information becomes noise.”

Focusing on context is a core element of a successful PKM (Personal Knowledge Management) system that can help busy professionals regain control over their time and insights.

Start Building the Perfect PKM System Today

Implementing a Personal Knowledge Management system can help busy professionals effectively capture, organize, and retrieve information, leading to increased productivity and clarity.

What Is PKM and Why Is It Crucial for Busy Professionals?

Incorporate context into your PKM system to enhance the recall and application of knowledge, moving beyond traditional rigid categorization methods.

Why Is Context the Secret to a Seamless PKM?

“Understanding where knowledge comes from is the first step to making it usable.”

To effectively use knowledge, focus on tracing its source and integrating it into your existing understanding to create meaningful connections.

The Two Key Actions of Contextual Knowledge

Tracing means capturing the origin of the information.Did it come from a meeting, a tweet, a book, or a webinar?By identifying the source, you not only add clarity to the knowledge but also enhance your ability to retrieve it when needed.

What Is Tracing?

Integrating involves weaving the captured knowledge into your existing system in a meaningful way.How does this new piece of information fit with what you already know? Where can you apply it?Integration takes you beyond just gathering information—it helps you make connections that turn your knowledge into something useful.This becomes easier with features like links, backlinks, and AI, all of which you can find in today’s PKM tools.

What Is Integrating?

Building a Personal Knowledge Management system with context allows for easier access to relevant information when needed, enhancing professional growth and efficiency.

The Long-Term Impact of Context on Your PKM

“Knowledge without context is like a library without a catalog.”

<ul><li class="ql-align-justify">PKM is essential for managing the information overload of modern professional life.</li><li class="ql-align-justify">Context is the secret sauce that turns your PKM system into a powerful productivity tool.</li><li class="ql-align-justify">Focus on Tracing and Integrating information to build a system that works for you.</li><li class="ql-align-justify">A contextual PKM helps you stay organized, productive, and ready to tackle long-term goals.</li></ul>

Takeaways

<a href="https://paperlessmovement.com/quiz/">Take our FREE quiz</a> to uncover what’s working and how to optimize it!

Is your productivity system truly working, or are you constantly struggling?

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Productivity

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Boost Personal Knowledge Management by Focusing on Context

People let the emotions of fear and greed rule their lives.

The fear of ostracism causes people to conform to, and not question, commonly accepted opinions or popular trends, often to their financial detriment.

Acquire the type of assets you love, because you will take better care of them and enjoy learning about them

Understanding markets is the science of supply and demand. You need to know the technical aspects of the market, which are emotion driven, in addition to the fundamental or economic aspects of an investment.

We all have tremendous potential, we are all blessed with gifts. Yet the one thing that holds all of us back is some degree of self doubt.

The situation you fear most is the skill that you need to learn and conquer. And you may have to force yourself to do it, like going to the gym.. you'll be glad you did.

Fear of failure keeps too many people out of the game. Instead, use failure as inspiration to succeed.

Harness the deep seated emotional reasons you want to become rich. Make them strong. They will help you weather the obstacles along the road to wealth.

Although we have been successful in our careers, they have not turned out quite as we expected. We both have changed positions several times-for all the right reasons-but there are no pension plans vesting on our behalf. Our retirement funds are growing only through our individual contributions. Michael and I have a wonderful marriage with three great children. As I write this, two are in college and one is just beginning high school. We have spent a fortune making sure our children have received the best education available. One day in 1996, one of my children came home disillusioned with school. He was bored and tired of studying. “Why should I put time into studying subjects I will never use in real life?” he protested. Without thinking, I responded, “Because if you don't get good grades, you won't get into college.” “Regardless of whether I go to college,” he replied, “I'm going to be rich.”

motivationandinspiration

Motivation & Inspiration

Kiyosaki is best known for his book Rich Dad, Poor Dad, the #1 New York Times bestseller. Kiyosaki followed with Rich Dad's CASHFLOW Quadrant and Rich Dad's Guide to Investing.

Robert T. Kiyosaki

Rich Dad, Poor Dad

A recent study of the careers of scientists, film directors and artists, conducted by academics at Northwestern University, looked at hot streaks in people’s careers – intense periods of high achievement, lasting a decade or more. What conditions have to be present for a hot streak to occur? The study found that before the hot streak begins there is an exploration phase, when new ideas are gathered, which is followed by a period of exploitation, when those new ideas are turned into original and impactful work.

Exploration - Exploitation - Hot Streak

This is similar to the explore/exploit dynamic, an idea from computer science, which says that to make the best decisions we should find the correct balance between gathering information (exploring our options) and making the most of what we know (exploiting that information). To make the best decisions, we need to balance exploration and exploitation.

The Explore/Exploit Dynamic (or Tradeoff)

What the research found was that neither exploration nor exploitation alone was critical to a hot streak: it was the transition from explore to exploit that mattered. Exploring before exploiting means you can discover the most productive ideas and expand your creative possibilities. What matters is the switch.Too much exploration can be risky: you end up as a dabbler, a dilettante. Too much exploitation can be boring: you don’t discover enough new information to do interesting, original work. To have a hot streak, a burst of your best work, we need to switch from explore to exploit.

What Matters Is The Switch

Importantly, the study’s findings were robust whether the hot streak came early in a career or late. We can make the switch later in our career and still see the same effect.This broad pattern, of shifting from exploring to exploiting, can be observed in the lives of late bloomers.

The Switch And The Late Bloomers

Most late bloomers go through these two stages. First, they take a long and winding road, an essentially unplanned career path. Then, they get the opportunity for success through some combination of the right people, the right place and the right time. Their network, the culture they move to, a personal transformation – or some combination of these – take the disparate experiences of the first stage and turn them into the focused output of the second stage. They make the switch from explore to exploit and enter a hot streak. They just happen to do it later than their peers.

From Disparate Experiences To Focused Output

Late bloomers rarely take conventional career paths to success; if they did, perhaps they would not be late. Their progress is punctuated and disrupted, not smooth and steady. In this stage, their careers are often either dormant or patchwork, made of seemingly disparate parts. This might look listless, directionless or inefficient: rather than working towards a specific goal, late bloomers prepare for the unknown, the unexpected, the unstated.

Late Bloomers Prepare For The Unknown & The Unexpected

Second, late bloomers find their niche or opportunity – some turn in their luck, some discovery, some change in their circumstances comes along and makes them a channel for their talents. They get direction, focus, challenge, resources, support, opportunity. This is when they exploit the capabilities and preparation from the first stage. We shall see, again and again, the importance of preparing for your luck – chance really does favor the prepared mind.

And Then A Channel Comes Along

This second stage has three conditions, which are not all present in all cases, but which are reasonably consistent: right people, right place, right time. To understand how late bloomers leave the long and winding road and arrive at the place where they achieve so much, how they switch from explore to exploit, we need to look at their networks, the culture they live and work in, and the transformational moments in their lives, or their crisis points.

3 Conditions: Right People, Right Place, Right Time (or Crisis)

What we will see is that weak ties – the phrase sociologists use to describe people we are only slightly acquainted with – are the people who can change our prospects, but only if they are influential. Good networking is not about knowing all the best people, but the few who can be credible and persuasive to the people we need to reach.

Right People (The Bridges)

Personal transformation happens through cultural immersion, sampling the world and changing our surroundings. In new circumstances, gradually sampling our way into a new mode of thinking, living or working, we can change our opportunities, perhaps even change ourselves.

Right Place (The Waters)

Moments of crisis have to be taken advantage of, not ignored or suffered through, whether that’s a personal tragedy, a moment of inspiration, or a gradual attrition of your will, causing dissatisfaction that culminates in desperation to change. Sometimes there are good reasons to have a midlife crisis, not to accept a slump but to use it as a pivot point.

Right Time (The Dive)

Persistence: Though they often don’t work towards a specific goal, neither do late bloomers “lavish their life away on useless trifles”, in Samuel Johnson’s phrase. They persist in following their interests and ambitions; they are unable to let it go, but, sometimes by necessity, sometimes by choice, they have to be flexible about how and when this persistence accrues into a tangible achievement or accomplishment.

3 Traits: Persistence, Earnestness, Quiet Ambition

Earnestness:Late bloomers are serious, perhaps intense, obsessive, occasionally eccentric, volatile, or weird. Not infrequently, the people around them don’t quite understand who they are capable of being. Their earnestness can make them seem strange, off-putting, and makes it difficult to see how and where their talent could flourish: their capability often hides in plain sight.

Quiet Ambition: Late Bloomers’ ambitions are usually secret, or unknown to themselves for a long time. They pursue their interests quietly. Their ability and confidence grow with experience. It might be quite late in the day when they realize that their capabilities actually make them fit for some exceptional enterprise.

So, despite the fact that late bloomers are often overlooked, they are often quietly, persistently developing the qualities, on the long and winding road that will eventually lead them to success, when the right opportunity comes along. Importantly, the more active they are in this process, the more likely they are to find that opportunity and turn it to their advantage.

“Do Your York And I Shall Know You”

Do your work and I shall know you. Do your work and you shall reinforce yourself.

Excerpted from “Second Act: What Late Bloomers Can Tell You About Success And Reinventing Your Life”, by Henry Oliver.

Late bloomers tend to follow unconventional paths, quietly developing key qualities and skills while being overlooked.

3 Subtle Traits Of Successful Late Bloomers

Do not try to predict precise Black Swans - it tends to make you more vulnerable to the ones you did not predict […]Invest in preparedness, not in prediction. Remember that infinite vigilance is just not possible.

A Black Swan is a highly improbable event with three principal characteristics: It is unpredictable; it carries a massive impact; and, after the fact, we concoct an explanation that makes it appear less random, and more predictable, than it was.

The Black Swan is a standalone book in Nassim Nicholas Taleb’s landmark Incerto series, an investigation of opacity, luck, uncertainty, probability, human error, risk, and decision-making in a world we don’t understand. The other books in the series are Fooled by Randomness, Antifragile, and The Bed of Procrustes. A black swan is a highly improbable event with three principal characteristics: It is unpredictable; it carries a massive impact; and, after the fact, we concoct an explanation that makes it appear less random, and more predictable, than it was. The astonishing success of Google was a black swan; so was 9/11. For Nassim Nicholas Taleb, black swans underlie almost everything about our world, from the rise of religions to events in our own personal lives.   Why do we not acknowledge the phenomenon of black swans until after they occur? Part of the answer, according to Taleb, is that humans are hardwired to learn specifics when they should be focused on generalities. We concentrate on things we already know and time and time again fail to take into consideration what we don’t know. We are, therefore, unable to truly estimate opportunities, too vulnerable to the impulse to simplify, narrate, and categorize, and not open enough to rewarding those who can imagine the “impossible.”   For years, Taleb has studied how we fool ourselves into thinking we know more than we actually do. We restrict our thinking to the irrelevant and inconsequential, while large events continue to surprise us and shape our world. In this revelatory book, Taleb explains everything we know about what we don’t know, and this second edition features a new philosophical and empirical essay, “On Robustness and Fragility,” which offers tools to navigate and exploit a Black Swan world.   Elegant, startling, and universal in its applications, The Black Swan will change the way you look at the world. Taleb is a vastly entertaining writer, with wit, irreverence, and unusual stories to tell. He has a polymathic command of subjects ranging from cognitive science to business to probability theory. The Black Swan is a landmark book—itself a black swan.   Praise for Nassim Nicholas Taleb   “The most prophetic voice of all.”—GQ   Praise for The Black Swan   “[A book] that altered modern thinking.”—The Times (London)   “A masterpiece.”—Chris Anderson, editor in chief of Wired, author of The Long Tail   “Idiosyncratically brilliant.”—Niall Ferguson, Los Angeles Times   “The Black Swan changed my view of how the world works.”—Daniel Kahneman, Nobel laureate   “[Taleb writes] in a style that owes as much to Stephen Colbert as it does to Michel de Montaigne. . . . We eagerly romp with him through the follies of confirmation bias [and] narrative fallacy.”—The Wall Street Journal   “Hugely enjoyable—compelling . . . easy to dip into.”—Financial Times   “Engaging . . . The Black Swan has appealing cheek and admirable ambition.”—The New York Times Book Review From the Hardcover edition.

Nassim Nicholas Taleb is an accomplished writer whose work has resonated with readers around the world. Nassim Nicholas Taleb has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Nassim Nicholas Taleb's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Nassim Nicholas Taleb

The Black Swan

"The best time to plant a tree was 20 years ago. The second best time is now."

Hey, listen up! Your money situation reflects how you handle life. Want to be a millionaire? You need millionaire skills! Today, I’ll share 7 ESSENTIAL SKILLS that could help you get rich—skills I wish I knew at 18. Some I used to make my first million, and others I missed out on. But you don’t have to! Stick around, and you might even do better than I did!

INTRODUCTION

This guide is for teens and young adults who want to learn the skills that can lead them to wealth. If you’re ready to change your life, let’s dive in!

I firmly believe that anybody who masters these skill sets will become a millionaire... as long as they have the right business model. And I share the best model here: https://youtu.be/gNRGkMeITVU 

The 7 Millionaire Skills I Wish I Knew At 18
0:00 Intro
0:45 Stop doing this
2:47 The skills that pay the bills
4:10 Say YES less often
5:09 Have more stability
7:01 The skill I wish I had sooner
10:36 Get yourself a Tailor
13:15 Leverage credit cards

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Instagram: @imangadzhi
Twitter: @GadzhiIman

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You're 18? YOU NEED These Skills

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