Arthur Brooks

I'm going to write a book at some point called how to reboot your life. Cause I've done it. I've had four completely different careers. They usually go about a decade each. And then I take the whole thing down to the studs and start again. And it's super fun. It's super exciting. You know, and I've done it a bunch of times.

I ran a company for, I ran a big think tank for a long time as a French horn player for a whole decade. And you know, that is great. But to do that, you actually have to know which curve you're on. So you don't actually try to create a career in the, and a lot of guys who are very successful as entrepreneurs. in fluid intelligence, they want that feeling. They want to get that feeling back.

I ran a company for, I ran a big think tank for a long time as a French horn player for a whole decade. And you know, that is great. But to do that, you actually have to know which curve you're on. So you don't actually try to create a career in the, and a lot of guys who are very successful as entrepreneurs. in fluid intelligence, they want that feeling. They want to get that feeling back.

I ran a company for, I ran a big think tank for a long time as a French horn player for a whole decade. And you know, that is great. But to do that, you actually have to know which curve you're on. So you don't actually try to create a career in the, and a lot of guys who are very successful as entrepreneurs. in fluid intelligence, they want that feeling. They want to get that feeling back.

And they can't get it back. They can't get it back because their brain has changed and they'll get way more satisfaction from doing something on the correct curve. And so I spend a lot of time coaching successful people to say, no, no, no, no, there's nothing wrong with you. You're just trying to get out. You're trying to stay on the old curve, walk onto the new curve.

And they can't get it back. They can't get it back because their brain has changed and they'll get way more satisfaction from doing something on the correct curve. And so I spend a lot of time coaching successful people to say, no, no, no, no, there's nothing wrong with you. You're just trying to get out. You're trying to stay on the old curve, walk onto the new curve.

And they can't get it back. They can't get it back because their brain has changed and they'll get way more satisfaction from doing something on the correct curve. And so I spend a lot of time coaching successful people to say, no, no, no, no, there's nothing wrong with you. You're just trying to get out. You're trying to stay on the old curve, walk onto the new curve.

So let go of this previous version of you. Yeah, yeah. Go from the innovator to the instructor. Go from the talent to the talent scout.

So let go of this previous version of you. Yeah, yeah. Go from the innovator to the instructor. Go from the talent to the talent scout.

So let go of this previous version of you. Yeah, yeah. Go from the innovator to the instructor. Go from the talent to the talent scout.

How do I create the spear? I don't know. It's like, how do I sharpen that flint? But it's also one of the reasons in the ancestral environment where people didn't live very long that until relatively recently, we didn't have enough. We didn't have a stock of wisdom that would allow us to do these amazing things. Yeah, there was no corpus. Yeah.

How do I create the spear? I don't know. It's like, how do I sharpen that flint? But it's also one of the reasons in the ancestral environment where people didn't live very long that until relatively recently, we didn't have enough. We didn't have a stock of wisdom that would allow us to do these amazing things. Yeah, there was no corpus. Yeah.

How do I create the spear? I don't know. It's like, how do I sharpen that flint? But it's also one of the reasons in the ancestral environment where people didn't live very long that until relatively recently, we didn't have enough. We didn't have a stock of wisdom that would allow us to do these amazing things. Yeah, there was no corpus. Yeah.

So, for example, it's like, of course, there was no electricity in biblical times. There weren't enough old, smart people to say, we already tried that thing and it didn't work. Let's try this new thing so that you could make substantial advances that go through history. That's why you need old people. That's why you need lots and lots of old people and you need to exploit what they've got.

So, for example, it's like, of course, there was no electricity in biblical times. There weren't enough old, smart people to say, we already tried that thing and it didn't work. Let's try this new thing so that you could make substantial advances that go through history. That's why you need old people. That's why you need lots and lots of old people and you need to exploit what they've got.

So, for example, it's like, of course, there was no electricity in biblical times. There weren't enough old, smart people to say, we already tried that thing and it didn't work. Let's try this new thing so that you could make substantial advances that go through history. That's why you need old people. That's why you need lots and lots of old people and you need to exploit what they've got.

This is actually- Exploit old people, that says Arthur Brooks. That's the thumbnail for the whole episode. Exploit old people. But there is not a C-suite of any substantial company in America that should not have at least one person over 70 in it. You need more old people who have vigor and health and ideas, but crystallize intelligence.

This is actually- Exploit old people, that says Arthur Brooks. That's the thumbnail for the whole episode. Exploit old people. But there is not a C-suite of any substantial company in America that should not have at least one person over 70 in it. You need more old people who have vigor and health and ideas, but crystallize intelligence.

This is actually- Exploit old people, that says Arthur Brooks. That's the thumbnail for the whole episode. Exploit old people. But there is not a C-suite of any substantial company in America that should not have at least one person over 70 in it. You need more old people who have vigor and health and ideas, but crystallize intelligence.

That's one of the reasons that you look at Silicon Valley that are there's just too many young people. I mean, it's like, I say this as an old guy, but, you know, I was giving a talk at one of these tech firms because they have a lecture series always. And somebody asked me about a diversity thing about, you know, women and minorities and coding and engineering.