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Decision frameworks take many forms, but one that is helpful in evaluating the speed and severity of a decision is the one-way or two-way door framework. This framework asks a simple question: is my decision reversible?
In the world of sports, we easily understand that someone has to be in a certain type of shape to compete in a specific event. And we acknowledge that applies to other professional endeavors. But it's oftentimes overlooked that the same principles also apply to our personal lives.
In falconry, yarak is the state that falcons must be in for their best hunting. When falcons are not in yarak, they are poor hunters. Yarak can be represented on a spectrum. Starvation is on one end of the spectrum, where the animal is deficient in energy. Contentment is on the other end, where the animal has no motivation to find food. Yarak is the confluence of particular conditions that motivate optimal performance. Yarak is great for falconers. But it's also immensely useful for individuals and leaders because the principles behind yarak apply to people as well.
All too often we think that the more interesting we are, the more others will be interested in us. It makes sense, right? By appearing to have impressive skills or to have accomplished incredible feats we’ll seem alluring and naturally attract people to us. It’s easy to get sucked into the fallacy that you should try to be interesting rather than interested. But when we combat this temptation and strive to be interested, it produces better outcomes for everyone involved.
The problem with victory—especially frequent victories—is that it breeds arrogance and complacency. This phenomenon, known as “the disease of victory”, has ensnared countless individuals and groups throughout the ages. Be aware of this tendency and guard yourself against it.
Mastering the tools for combating fear puts you in a strong position as an individual and as a member of a team. These tools are also necessary to be an effective leader for yourself and others. Like most things, this skill set isn’t magically acquired. It requires thoughtful practice and discipline.
Elite teams are comprised of high-performing people who trust each other. That’s the recipe: performance and trust. Although both qualities are important, one is much more so.
Interviews are mapmaking sessions where the interviewer and interviewee endeavor to understand each other better. In order to do that, they must ask strong, probing questions. Unfortunately, many interviews fall short of their intended purpose. But it doesn’t have to be this way. In the book Zero to One: Notes on Startups or How to Build the Future, Peter Thiel shares an interview question he dubs “The Contrarian Question.” It goes like this: What important truth do very few people agree with you on?
Benjamin Franklin is a paragon for education and humility. He’s celebrated for his creativity, inventions, and discipline. But humility didn’t come naturally to Franklin. In fact, he struggled to control his ego throughout his life. It is likely because of this feature that he advocated for humility–he intimately understood the hazards of rampant pride.
Fees are the cost of getting something; fines are penalties for doing something wrong. The distinction between the two is important because both fees and fines provide feedback loops that influence our behavior. When we get them confused, we stop doing that which might actually benefit us.
