Daily Productive Sharing 250 - How to Success?
One helpful tip per day:)
(The English version follows)
Daily Productive Sharing 236 - 20210712 分享了 Y-Combinator 的创始人 Paul Graham 的文章 How to hard work?，今天的分享来自 Paul 的继任者 Sam Altman，他介绍了如何成功：
- 善于 "销售"
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Daily Productive Sharing 236 - 20210712 shared How to hard work? by Paul Graham, founder of Y-Combinator, and today's share comes from Paul's successor, Sam Altman, who describes how to succeed:
- Compound yourself
- Have almost too much self-belief
- Learn to think independently
- Get good at “sales”
- Make it easy to take risks
- Work hard
- Be bold
- Be willful
- Be hard to compete with
- Build a network
- You get rich by owning things
- Be internally driven
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Everything here is easier to do once you’ve already reached a baseline degree of success (through privilege or effort) and want to put in the work to turn that into outlier success.
Few businesses in the world have true network effects and extreme scalability. But with technology, more and more will.
You also want to be an exponential curve yourself—you should aim for your life to follow an ever-increasing up-and-to-the-right trajectory.
It’s useful to focus on adding another zero to whatever you define as your success metric—money, status, impact on the world, or whatever.
I think the biggest competitive advantage in business—either for a company or for an individual’s career—is long-term thinking with a broad view of how different systems in the world are going to come together.
One of the notable aspects of compound growth is that the furthest out years are the most important.
Trust the exponential, be patient, and be pleasantly surprised.
It’s almost impossible without a lot of self-belief. And unfortunately, the more ambitious you are, the more the world will try to tear you down.
Truth-seeking is hard and often painful, but it is what separates self-belief from self-delusion.
One of the most powerful lessons to learn is that you can figure out what to do in situations that seem to have no solution.
Grit comes from learning you can get back up after you get knocked down.
All great careers, to some degree, become sales jobs.
Getting good at communication—particularly written communication—is an investment worth making.> My best advice for communicating clearly is to first make sure your thinking is clear and then use plain, concise language.
The best way to be good at sales is to genuinely believe in what you’re selling.
My other big sales tip is to show up in person whenever it’s important.
Most people overestimate risk and underestimate reward.
Taking risks is important because it’s impossible to be right all the time—you have to try many things and adapt quickly as you learn more.
Look for small bets you can make where you lose 1x if you’re wrong but make 100x if it works.
When people get used to a comfortable life, a predictable job, and a reputation of succeeding at whatever they do, it gets very hard to leave that behind
Keeping your life cheap and flexible for as long as you can is a powerful way to do this, but obviously comes with tradeoffs.
Most people waste most of their time on stuff that doesn’t matter.
Once you have figured out what to do, be unstoppable about getting your small handful of priorities accomplished quickly.
Working a lot comes with huge life trade-offs, and it’s perfectly rational to decide not to do it.
One of the great joys in life is finding your purpose, excelling at it, and discovering that your impact matters to something larger than yourself.
+> You have to figure out how to work hard without burning out.
In fact, work stamina seems to be one of the biggest predictors of long-term success.
Hard work compounds like interest, and the earlier you do it, the more time you have for the benefits to pay off.
It’s also easier to work hard when you have fewer other responsibilities, which is frequently but not always the case when you’re young.
I believe that it’s easier to do a hard startup than an easy startup.
Let yourself grow more ambitious, and don’t be afraid to work on what you really want to work on.
Things that seem exciting to you will often seem exciting to other people too.
A combination of self-doubt, giving up too early, and not pushing hard enough prevents most people from ever reaching anywhere near their potential.
They are persistent long enough to give themselves a chance for luck to go their way.
To be willful, you have to be optimistic—hopefully this is a personality trait that can be improved with practice.
The best way to become difficult to compete with is to build up leverage.
The size of the network of really talented people you know often becomes the limiter for what you can accomplish.
Developing a network of talented people to work with—sometimes closely, sometimes loosely—is an essential part of a great career.
An effective way to build a network is to help people as much as you can.
One of the best ways to build a network is to develop a reputation for really taking care of the people who work with you.
Learn how to evaluate what people are great at, and put them in those roles. (This is the most important thing I have learned about management, and I haven’t read much about it.)
Define yourself by your strengths, not your weaknesses.
The best way to make up for your weaknesses is to hire complementary team members instead of just hiring people who are good at the same things you are.
A particularly valuable part of building a network is to get good at discovering undiscovered talent.
The easiest way to learn is just to meet a lot of people, and keep track of who goes on to impress you and who doesn’t.
A special case of developing a network is finding someone eminent to take a bet on you, ideally early in your career.
Finally, remember to spend your time with positive people who support your ambitions.
Almost no one in the history of the Forbes list has gotten there with a salary.
But somehow or other, you need to own equity in something, instead of just selling your time. Time only scales linearly.
The best way to make things that increase rapidly in value is by making things people want at scale.
The most successful people I know are primarily internally driven; they do what they do to impress themselves and because they feel compelled to make something happen in the world.
The right motivations are hard to define a set of rules for, but you know it when you see it.