Leadership is having a vision. What’s my goal. Part two is getting to know the people who are working with me, and what their goals are.And then the real definition of leadership is making those two merge.

“Create win-win situations for all”. - Charlie Munger

Mark Cuban joins 'The Draymond Green Show' to discuss dropping out of high school, selling his first business for billions, joining 'Shark Tank,’ why he sold the Dallas Mavericks, the upcoming NBA TV deal, having the largest bill in LIV nightclub history after winning the NBA Finals with Dirk Nowitzki, how Cuban pulled off drafting Luka Doncic, why Kyrie Irving is misunderstood, the “We Believe” Warriors, losing out on Steve Nash, a funny Shaq story, and more. 00:00 - Start08:00 - Shark Tank13:00 - Buying Mavericks24:00 - Selling Mavs41:00 - LIV nightclub42:00 - Acquiring Luka50:00 - Trading for Kyrie01:00:00 - We Believe Warriors Produced by: Jackson Safon #Volume #HerdSee omnystudio.com/listener for privacy information.

teamwork

Teamwork

business

Business

podcasts

Podcasts

humanresources

Human Resources

leadershipandmanagement

Leadership & Management

The world's best basketball podcast just got even better. NBA superstar and 4x champ Draymond Green has a new co-host: 2x All Star Baron Davis. Twice a week, they deliver their no-holds-barred takes on the biggest stories in basketball, break down the latest with the Golden State Warriors, and share never-before-heard stories from on and off the court. It's the most raw, entertaining, and hilarious conversation in the game.

The Draymond Green Show with Baron Davis

Draymond Green Show - Mark Cuban

Mark Cuban: Leaders Make Goals Merge

If a man is called to be a street sweeper, he should sweep streets even as a Michaelangelo painted, or Beethoven composed music or Shakespeare wrote poetry. He should sweep streets so well that all the hosts of heaven and earth will pause to say, “Here lived a great street sweeper who did his job well.”

If I cannot do great things, I can do small things in a great way.

We are what we repeatedly do. Excellence, then, is not an act, but a habit.

Do everything so well that all the hosts of heaven and earth will pause to say how well you’re doing it.

philosophy

Philosophy

history

History

personaldevelopment

Personal Development

motivationandinspiration

Motivation & Inspiration

habits

Habits

Martin Luther King Jr.: Excellence and Greatness Are Habits

For many, compliments are paradoxically both uplifting and unsettling. A kind word about our achievements, talents, or even our appearance can feel undeserved or insincere. This discomfort often stems from deep-rooted insecurities or the nagging voice of imposter feelings, which convince us that we aren’t as competent or worthy as others perceive.Psychologists attribute this discomfort to cognitive dissonance—the mental tension that arises when our self-perception doesn’t align with how others see us.

Why Compliments Make Us Squirm

If you’re your own worst critic, hearing “You’re incredible at this” can feel jarring because it contradicts the narrative in your head that says, “I could have done better.” This clash often leads to knee-jerk reactions, like deflecting (“Oh, it was no big deal”) or dismissing (“They don’t really mean it”). While these reactions might ease our initial unease, they also prevent us from fully embracing the positive impact of kind words.

The Lightning And Thunder Of Kind Words

Research suggests this struggle is particularly pronounced for women, who are often socialized to be modest and to focus outwardly on others. Compliments, then, can feel like spotlights exposing imagined imperfections. Layer on the pressure of perfectionism that women often feel, and even a well-meaning “You’re amazing!” can feel like a reminder of our perceived shortcomings.

For Some People, A Compliment Is A Throw Into The Spotlight

Accepting compliments isn’t just about boosting our ego—it’s about fostering connection. Compliments are small acts of kindness that say, “I see you. I value you.” By brushing them off, we unintentionally dismiss the giver’s thoughtfulness and vulnerability. Moreover, learning to accept praise can help us rewrite those internal scripts of self-doubt. When we practice embracing positive feedback, we affirm not only our worth but also the relationships that give life its richness.

Why Learning to Accept Compliments Matters

If compliments make you squirm, remember you’re not alone—but there’s good news: You can train yourself to accept them with grace. Here are three practical strategies:<ol><li>Say “Thank You” and Pause</li><li>Resist the Deflection Trap </li><li>Reflect and Let It Sink In</li></ol>

How to Get Better at Receiving Compliments

The simplest way to respond to a compliment is with genuine gratitude. A heartfelt “thank you” shows you value the kind words without deflecting or diminishing them. Resist the urge to explain or downplay—just let the compliment land.Example:Compliment: “You did an amazing job on this project.”Response: “Thank you! That means a lot to me.”

1. Say “Thank You” and Pause

It’s tempting to redirect a compliment with phrases like, “Oh, it was nothing,” or “It was really a team effort.” While these responses may feel modest, they can unintentionally diminish the compliment and make the giver feel dismissed. Instead, try owning your contribution.Example:Compliment: “Your presentation was so relevant.”Deflection: “Oh, I just got lucky with the timing of the topic.”Better Response: “Thank you! I’m glad you found it valuable.”

2. Resist the Deflection Trap

Compliments often feel fleeting, but you can make them last. Take time to reflect on kind words, letting them settle in your mind. Writing compliments down can help, too—a “compliment journal” can remind you of your strengths on tougher days.Example:Compliment: “Your advice really helped me.”Reflection: Later, remind yourself, “My perspective made a difference.”

3. Reflect and Let It Sink In

One way to shift our mindset is to view compliments as gifts. When someone offers kind words, they’re sharing their positive experience of us. Accepting a compliment graciously is like saying, “Thank you for this gift—I’ll treasure it.” This reframing can help us stop seeing compliments as judgments about our worth and start seeing them as bridges of connection.

Reframing Compliments as Gifts of Connection

The next time someone offers you a kind word, try to embrace it—not just for your own benefit, but for the connection it creates. Compliments remind us that our actions and presence have meaning to others.Accepting kindness may feel awkward, even unnatural at times, but it’s an opportunity for growth. When we let compliments sink in, we’re not just acknowledging our own value—we’re also honoring the person who offered them. In doing so, we create space for deeper connection, greater joy, and more confidence —not just for ourselves, but for everyone around us.

Acknowledging Ourselves And Honoring Others

“Thank you for this gift—I’ll treasure it.” When we let compliments sink in, we’re not just acknowledging our own value—we’re also honoring the person who offered them.

Why do compliments make us squirm? Uncover the psychology behind this discomfort and learn how embracing kindness can boost confidence and build stronger connections.

Understand yourself and those around you.

psychology

Psychology

loveandrelationships

Love & Relationships

Kind Words, Weird Feels: The Psychology of Compliments

We used to put a premium on how much knowledge you had collected in your brain, and if you were a fact collector that made you smart and respected. And now I think it's much more valuable to be a connector of dots than a collector of facts, that if you can synthesize and recognize patterns, you have an edge.

There always was, and always will be, a collector of facts and a connector of dots, and there always was, and always will be, room and a need for both.

Sam Altman is the CEO and cofounder of OpenAI, the company behind ChatGPT. He and Adam discuss AI's advances in creativity and empathy, its ethical challenges, and the role of human oversight. Sam and Adam also discuss strategies for adapting to a changing world and their hopes for technology that enhances human progress while maintaining human values. Available transcripts for ReThinking can be found at go.ted.com/RWAGscripts  Hosted on Acast. See acast.com/privacy for more information.

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Technology & The Future

communication

Communication

artificialintelligence

Artificial Intelligence

As an organizational psychologist, Adam Grant believes that great minds don't think alike; they challenge each other to think differently. In Re:Thinking with Adam Grant, he has lively discussions and debates with some of the world's most interesting thinkers, creators, achievers, and leaders—from Lin-Manuel Miranda to Brené Brown to Mark Cuban, and Olympic medalists to Nobel laureates to Oscar winners. By diving inside their minds, Adam is on a mission to uncover bold insights and share surprising science that can make us all a little bit smarter. Tune in to Re:Thinking with Adam Grant. You might just be inspired to let go of some old ideas and embrace some new ones. Hosted on Acast. See acast.com/privacy for more information.

ReThinking

Sam Altman on the future of AI and humanity

Sam Altman on The Future of AI and Humanity

Well, luckily, I got at a very early age the idea that the safest way to try and get what you want is to try and deserve what you want. It’s such a simple idea. It’s the golden rule so to speak. You want to deliver to the world what you would buy if you were on the other end. There is no ethos, in my opinion, that is better for any lawyer or any other person to have.

By and large, the people who have this ethos win in life and they don’t win just money, just honors and emoluments. They win the respect, the deserved trust, of the people they deal with, and there is huge pleasure in life to be obtained from getting deserved trust. And so the way to get it is to deliver what you’d want to buy if the circumstances were reversed.

Read the full transcript of the "2007 USC Law School Commencement Address" by Charlie Munger.

corporateculture

Corporate Culture

strategy

Strategy

entrepreneurship

Entrepreneurship

Charlie Munger: Success and Deservedness

Whatever you are not changing, you are choosing.

Change requires a choice.  And whenever or whatever we do not choose to change, we inadvertently choose not to change.

115 likes, 3 comments - lauriebuchanan.author on April 12, 2019: ""Whatever you are not changing, you are choosing." —Laurie Buchanan". 

Laurie Buchanan: Whatever You Are Not Changing, You Are Choosing

1. Don’t sell stuff you don’t want to buy.2. Don’t work for people you don’t want to become.3. Create win-win relationships for all.

When you start caring more about credit than truth, your judgment decays.The scientist racing to publish first overlooks crucial evidence that doesn’t fit their story. The writer chasing popularity loses what made their voice worth hearing.The strange thing is that recognition comes most reliably to those who forget about it and focus simply on seeing clearly.

When you start caring more about credit than truth, your judgment decays.

productivity

Productivity

timemanagement

Time Management

Focus on Seeing, Not on Being Seen

In his new book, Time Expansion Experiences, Steve Taylor, Ph.D., senior lecturer in psychology at Leeds Beckett University, UK, argues that there is a strong link between time perception and information processing.The more information our minds process, the slower time seems to pass. In contrast, when we remain in our normal environments, repeating the same familiar experiences with the same people, time tends to move quickly.

Time Expansion Experiences

Information processing helps to explain why time speeds up in absorption, and slows down when we’re bored. In absorption, we process comparatively little information. We obviously process information from the activity that engages our attention (for example, an entertaining lecture, book or film) but this is quite a small amount compared to other states of mind. We narrow our attention to one small focus and block out all other potential sources of information in our environment. Most significantly, our minds become quiet – largely free of thought – so that we process very little information.

Time Speeds Up When We’re Focused…

However, when our attention is diffused or unfocused – in such states as boredom, impatience or anxiety – a massive amount of cognitive information flows through our minds. When our minds aren't focused, they fill with “thought-chatter” – thoughts about the future or past, fragments of conversations or songs, thoughts about politics or celebrities and so on. Hundreds, if not thousands, of such thoughts may pass through our minds in a matter of minutes. And all this cognitive information stretches time.

… And Slows Down When We’re Bored

Although it may not seem to directly relate, information processing also helps to explain why time seems to speed up as we get older.It’s common for people to report a slow passage of time during childhood. This is mainly because, as children we have so many new experiences, and so process a massive amount of perceptual information. Children also have an unfiltered and intense perception of the world, which makes their surroundings appear more vivid.

Why Time Runs Slow When We’re Young…

However, as we get older, we have progressively fewer new experiences. Equally importantly, our perception of the world becomes more automatic. We grow progressively de-sensitized to our surroundings. As a result, we absorb gradually less information, which means that time passes more quickly. Time is less stretched with information.

… And Speeds Up As We Get Older

However, there are certain things we can do to resist the process of time speeding up. The most obvious is to keep introducing newness into our lives – for example, by traveling to new places, learning new hobbies, and meeting new people.Alternately - and perhaps more effectively – we can also slow down time by living mindfully, paying conscious attention to our day-to-day experiences of seeing, hearing, feeling and so on.

Resisting the Speeding Up of Time

On a more long term basis, we can cultivate conscious awareness through meditative practices that quieten the chatter of our minds and weaken the power of the conceptual labels that filter out the raw reality of the world.Both of the above methods increase the amount of information that our minds process, and so expand our perception of time. They show that, although the experience of time speeding up with age is common, it is not inevitable.

Newness, Mindfulness, Meditation

What is it that determines our experience of time? Why does time seem to speed up in some situations and to slow down in others?

mindfulness

Mindfulness

meditation

Meditation

Why Time Seems to Speed Up as We Get Older

Explorers are curious. They have many interests: they love to learn, and they regularly seek novelty and adventure. Moreover, Explorers are likely to be impulsive, high energy, flexible, irreverent and very interested in sex. So two Explorers can have great fun together. They won’t argue over life’s little chores: when to take out the garbage is likely to be immaterial to both. They aren’t likely to quarrel about money either, as most believe cash should be used to fulfil their dreams.

Explorer and Explorer Match

Explorers don’t follow schedules or prescribed ways of doing things, unless necessary, so neither will be fussy about rules either. Explorers are optimists. And their positivity, flexibility and mutual irreverence enable these couples to keep their spirits up when life is strained. But two Explorers can find themselves in disastrous situations – financial or physical – because both are daring and impulsive. And what they gain in intellectual and/ or physical adventure, they can lose in emotional intimacy because Explorers are wildly independent – even from a mate.

Explorer and Explorer Match (cont’d)

Explorers aren’t generally introspective either. So two Explorers can leave serious family issues unresolved. Explorers also tend to be charismatic and flirtatious, so they can stumble into extra-marital romantic situations. They are prone to addiction, too. And Explorers can become restless and hanker to move on as the novelty wears off. Yet this restlessness may be their biological strength. Helen Fisher suspected this type is more prone to making a series of partnerships, hence producing more varied young – another viable reproductive strategy.

But what happens when an Explorer falls in love with a Builder? One is reckless, the other cautious; one likes novelty, the other basks in the familiar. Or when two Directors tie the knot? Both are sceptical, competitive and have poorer people skills. Can two Negotiators ever make a decision? Both vacillate. And how will someone predominantly expressive of both Explorer and Builder traits cope with someone who is largely a Director and Negotiator?

Other Matches (And Are They Doomed?)

Every match will have different joys and sorrows. Moreover, each of us is a unique combination of these four broad biological styles of thinking and behaving. In fact, in one of Helen Fisher’s studies of 100,000 individuals, no two people answered the 56 questions of her questionnaire the same way.

No Two People Are The Same

Nevertheless, each of these 100,000 men and women expressed these four broad personality constellations in some way: biological patterns to human personality do exist.So when a couple walks into the therapist’s office, they come not only with luggage from their childhood but with biologically based variations in whom and how they love. These predispositions are worth knowing as the couple therapist embarks upon the journey into their clients’ hearts.

Biological Patterns Walk In Therapy Along With Us

The late Helen Fisher, renowned biological anthropologist, identified four primary personality types based on brain chemistry and hormonal influences: the Explorer, the Builder, the Director and the Negotiator.

In love? Take a quiz. Long-term relationship. Heartbreak. Science of love

scienceandnature

Science & Nature

The 4 ‘Love Archetypes’ That Influence Partner Choice (part 2 of 2)

Many social, economic, psychological and biological forces contribute to mate preference. We tend to gravitate to someone with the same socio-economic and ethnic background, with a similar level of education, intelligence and physical attractiveness; a partner who shares our religious and social values; and someone who can provide the lifestyle we seek. Timing and proximity contribute.

“We Have So Much In Common”

Some psychologists believe we gravitate to someone similar to the parent with whom we have unresolved issues; who can provide the type of attachment we had with mother; or a mate who reflects the values and interests of our childhood friends. But academics don’t agree on the role of personality in mate choice. Some report we are attracted to those with similar personality traits; others conclude that opposites attract; still others maintain neither play a role. So Helen Fisher approached mate choice from a different perspective: biology.

“Ha! We Have Chemistry!”

Personality is composed of two basic types of traits: those an individual acquires through experience, traits of character; and those with biological underpinnings, traits of temperament. Traits of temperament are heritable, relatively stable across the life course and linked to specific genes, hormones and/or neurotransmitter systems. Indeed, some 50% of who we are stems from our biology. So Helen Fisher culled from the academic literature those personality traits currently linked with any physiological foundations.

The 4 Primary Temperament Dimensions

Only four neural systems are regularly associated with a constellation of personality traits. Variations in the dopamine system have been linked with novelty, experience and adventure seeking, susceptibility to boredom, impulsivity, energy and enthusiasm. People expressive of certain genes in the dopamine system tend to lack introspection; they look out, not in. These men and women are also often intellectually curious, mentally flexible and creative. So Helen Fisher called this style of thinking and behaving ‘curious/energetic’ and dubbed them “Explorers”.

The Dopamine-Driven “Explorers”

The suite of traits associated with specific activities and genes in the serotonin system include sociability, caution (harm avoidance), less anxiety and more close friends. Elevated activity in the serotonin systems is also linked with observing social norms, following the rules, respecting authority, orderliness, adherence to plans, methods and habits, self-control, precision, interest in details, conscientiousness, figural and numeric creativity, and religiosity. So Helen Fisher called this trait constellation the ‘cautious/social norm compliant’ and dubbed them “Builders”.

The Serotonin-Driven “Builders”

Prenatal endogenous testosterone priming is linked with enhanced visual-spatial perception and a keen understanding of ‘rule-based systems’, from mechanics to computers, maths, engineering or music. Those expressive of testosterone regularly exhibit acute attention to details and have deep but narrow interests. They also tend to be less socially aware, with poorer emotion recognition, less eye contact, less verbal fluency, reduced empathy and extreme sensitivity to rank.

The Testosterone-Driven “Directors”

Yet those expressive of testosterone are often self-confident, forthright, assertive and emotionally contained, although they also experience more emotional flooding, particularly rage. Helen Fisher designated this trait constellation the ‘analytical/tough-minded’ temperament dimension and dubbed those particularly expressive of this trait constellation “Directors”.

The Testosterone-Driven “Directors” (cont’d)

Prenatal endogenous estrogen priming is associated with contextual, holistic and long-term thinking, as well as linguistic skills, agreeableness, co-operation, theory of mind (intuition), empathy and nurturing. Traits associated with estrogen activities also include generosity and trust, the drive to make social attachments, heightened memory for emotional experiences, keen imagination and mental flexibility.

The Estrogen-Driven “Negotiators”

Oxytocin, closely related to estrogen, is also associated with several prosocial traits, including trust, reading emotions in others and theory of mind. So Helen Fisher designated this trait constellation the ‘prosocial/empathetic’ temperament dimension and dubbed those predominantly expressive of this suite of trait “Negotiators”.

The Estrogen-Driven “Negotiators” (cont’d)

Helen Fisher found that men and women who were primarily novelty-seeking, energetic, curious and creative were statistically significantly more drawn to those who shared these traits, while those who were primarily conventional, cautious and rule following were also drawn to individuals like themselves. But those who were more analytical, tough minded, direct and decisive were disproportionately attracted to their opposite, those who were imaginative, intuitive, compassionate and socially skilled; and vice versa.

Mate Choice

In short, Explorers preferentially sought Explorers, Builders sought other Builders, and Directors and Negotiators were drawn to one another. Why does similarity attract in some cases while opposites attract in others? Perhaps these human appetites are primordial reproductive mechanisms that evolved to insure the survival of the young. Take a partnership between a Director and a Negotiator

So Is It “Similars Attract” Or “Opposites Attract”?

These are very different styles of thinking and behaving, yet the Director and Negotiator have important things in common. Foremost, their thinking meshes. Both dislike wasting time on irrelevant or superficial conversations, and both like to discuss abstract concepts and generate theories. Yet the Negotiator sees the big picture, while the Director is likely to focus on smaller pieces of the puzzle; so both can impress.

Director and Negotiator Match

They are also likely to make decisions well together. The Negotiator will see all the angles, while the Director will be decisive. Moreover, the Director needs the Negotiator’s empathy, verbal acuity and people skills, while the Negotiator can marvel at the Director’s candor, their goal-oriented focus and their gift of knowing their own mind.

Director and Negotiator Match (cont’d)

Problems can emerge, however. Directors strive for efficiency and logic, a trait that can disappoint the expressive, tenderhearted Negotiator. Directors don’t like redundancy either; they are not likely to say ‘I love you’ regularly or respond to other loving rituals the Negotiator needs to feel connected. Moreover, Directors admire self-control, so if the Negotiator becomes a drama queen (or king), the Director may retreat into hostile silence.

The Director can also become impatient with the Negotiator’s intuitive side, regarding it as airy nonsense. Meanwhile, the Negotiator may find the Director’s insistence on tough-minded logic irritating, particularly if it tramples on someone’s feelings. But when the Director and Negotiator pool their complementary traits, they are likely to be an effective team for raising young.

If Directors and Negotiators are pooling different resources to rear their young, Builders appear to capitalize on many shared strengths. Builders tend to be calm, precise, managerial and social; both like building community ties. And because Builders are modest, civic-minded and often popular, two Builders can create a wide, stable, social network.

Builder and Builder Match

Nor are these men and women impulsive with their money, actions or feelings; security is important to both. Moreover, Builders are traditional. Duty, loyalty, patience, persistence and service are their strong suits, so both are likely to be devoted to domestic stability, overlooking their differences to make the marriage last. But Builders can be moralistic: both are likely to believe there is a ‘right’ thing to do and a ‘right’ way of doing it. And both can be critical. So Builders are likely to bicker over trivial matters, such as how to do the dishes.

Builder and Builder Match (cont’d)

And Builders refuse to compromise their standards: both can be stubborn. Moreover, Builders are the least sexual of the four broad styles of thinking and behaving. So sex – and the emotional closeness it often brings – can take a back seat to their individual schedules. Nevertheless, with two Builders, humanity has evolved another stable strategy for parenting.

The late Helen Fisher, renowned biological anthropologist, identified four primary personality types based on brain chemistry and hormonal influences: the Explorer, the Builder, the Director and  the Negotiator.

Mark Cuban: Leaders Make Goals Merge

Martin Luther King Jr.: Excellence and Greatness Are Habits

Kind Words, Weird Feels: The Psychology of Compliments

Sam Altman on The Future of AI and Humanity

Charlie Munger: Success and Deservedness

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