When it becomes serious, you have to lie.
https://www.telegraph.co.uk/news/worldnews/europe/eu/10874230/Jean-Claude-Juncker-profile-When-it-becomes-serious-you-have-to-lie.html
Man is born free but everywhere he is in chains.
Prices fall to the marginal cost of production.
(Meaning if the system does not artificially increase demand by pumping money into the system prices should actually fall to the marginal cost of production and the benefits should accrue to the population not the rich)
Abundance in money = scarcity everywhere else. That scarcity and the mistruths about where it originates (the manipulation of money) leads to conflict. Scarcity in money = abundance everywhere else.
The Pessimists Fled and the Optimists Stayed Behind
Everyone is jealous of what you've got, no one is jealous of how you got it.
I can’t change the direction of the wind, but I can adjust my sails to always reach my destination.
When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.
Don’t expect to be motivated every day to get out there and make things happen. You won’t be. Don’t count on motivation. Count on Discipline.
The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove.
Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.
Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.
Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.
Stop researching every aspect of it and reading all about it and debating the pros and cons of it … Start doing it.
You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.
The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life.
Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.
Don’t let your mind control you. Control your mind.
One recurs to the analogy between the sway of the classical school of economic theory and that of certain religions. For it is a far greater exercise of the potency of an idea to exorcise the obvious than to introduce into men’s common notions the recondite and the remote.
Worldly wisdom teaches that it is better for reputation to fail conventionally than to succeed unconventionally.
The market can stay irrational longer than you can stay solvent.
When the capital development of a country becomes a by-product of the activities of a casino, the job is likely to be ill-done.
The trouble with most folks isn't their ignorance. It's knowin' so many things that ain't so.
The biggest issue that is not priced into the market right now is the sovereign risk of US credit.
Some threats are sudden and unexpected. Others are slow and smoldering. Both represent cognitive blind spots for which societies are unprepared. Whether pandemics or populism, new weapons or new technologies, global warming or gaping inequalities, how humans respond marks the difference between survival and extinction. And how we act depends on what we see.
(Framers)
