Cameron

If you just master the big ideas and handful of disciplines and you really master them and implement them that like the big ideas in like, you know, physics, biology, psychology, economics, there's only a handful of ideas you actually need to memorize in all these main subjects. And that carries most of the freight. And it's like, oh, that's a good turn of phrase like that. That makes sense.

If you just master the big ideas and handful of disciplines and you really master them and implement them that like the big ideas in like, you know, physics, biology, psychology, economics, there's only a handful of ideas you actually need to memorize in all these main subjects. And that carries most of the freight. And it's like, oh, that's a good turn of phrase like that. That makes sense.

And then I'm reading more and more about these stories. And it's like, oh, yeah. Like you're not winning because you're a genius. You're not winning because you're winning because you just outlast everybody by endurance. We conquer you. She conquered through endurance because she made sure she was she made her company durable. This is what Peter Thiel is wrote.

And then I'm reading more and more about these stories. And it's like, oh, yeah. Like you're not winning because you're a genius. You're not winning because you're winning because you just outlast everybody by endurance. We conquer you. She conquered through endurance because she made sure she was she made her company durable. This is what Peter Thiel is wrote.

And then I'm reading more and more about these stories. And it's like, oh, yeah. Like you're not winning because you're a genius. You're not winning because you're winning because you just outlast everybody by endurance. We conquer you. She conquered through endurance because she made sure she was she made her company durable. This is what Peter Thiel is wrote.

If you're only going to read one book on business, obviously, in my opinion, especially in today's day and age, you read zero to one. Right. And everybody that's building a tech company has read that book. And yet they miss his most important lesson, which is like, hey, don't optimize for growth at the expense of durability.

If you're only going to read one book on business, obviously, in my opinion, especially in today's day and age, you read zero to one. Right. And everybody that's building a tech company has read that book. And yet they miss his most important lesson, which is like, hey, don't optimize for growth at the expense of durability.

If you're only going to read one book on business, obviously, in my opinion, especially in today's day and age, you read zero to one. Right. And everybody that's building a tech company has read that book. And yet they miss his most important lesson, which is like, hey, don't optimize for growth at the expense of durability.

And the reason you're likely to optimize for growth at the expense of durability is growth is measurable and durability is not. And the reason durability is so important, he says, is because in technology companies and almost all companies, all the vast majority of the profits are 10, 15, 20 years out. The amount of money that that company, that woman I just described, is making today is

And the reason you're likely to optimize for growth at the expense of durability is growth is measurable and durability is not. And the reason durability is so important, he says, is because in technology companies and almost all companies, all the vast majority of the profits are 10, 15, 20 years out. The amount of money that that company, that woman I just described, is making today is

And the reason you're likely to optimize for growth at the expense of durability is growth is measurable and durability is not. And the reason durability is so important, he says, is because in technology companies and almost all companies, all the vast majority of the profits are 10, 15, 20 years out. The amount of money that that company, that woman I just described, is making today is

is 95%, 99% more than what she was making in year 10. All the money was in the future.

is 95%, 99% more than what she was making in year 10. All the money was in the future.

is 95%, 99% more than what she was making in year 10. All the money was in the future.

Yes. You see that graph. It goes viral on Twitter all the time. And that's obviously the magic of compounding too. And it's like, that's why I say, by endurance, we conquer. Like, I'm not trying to have the hot podcast or a great episode this week. I'm trying to do this until I die. I want them to pry the microphone from my cold, dead hands. And so therefore I need to make sure. How do I do that?

Yes. You see that graph. It goes viral on Twitter all the time. And that's obviously the magic of compounding too. And it's like, that's why I say, by endurance, we conquer. Like, I'm not trying to have the hot podcast or a great episode this week. I'm trying to do this until I die. I want them to pry the microphone from my cold, dead hands. And so therefore I need to make sure. How do I do that?

Yes. You see that graph. It goes viral on Twitter all the time. And that's obviously the magic of compounding too. And it's like, that's why I say, by endurance, we conquer. Like, I'm not trying to have the hot podcast or a great episode this week. I'm trying to do this until I die. I want them to pry the microphone from my cold, dead hands. And so therefore I need to make sure. How do I do that?

I have to maintain, first of all, that it's valuable for the audience. I have to have trust with the people that give me their time. And so you just say, hey, I'm not making a decision based on what I'm doing today. Is this decision going to serve that goal so people will still think that I'm trustworthy and that what I'm doing in the world is valuable for 10, 15, 20 years from now?

I have to maintain, first of all, that it's valuable for the audience. I have to have trust with the people that give me their time. And so you just say, hey, I'm not making a decision based on what I'm doing today. Is this decision going to serve that goal so people will still think that I'm trustworthy and that what I'm doing in the world is valuable for 10, 15, 20 years from now?

I have to maintain, first of all, that it's valuable for the audience. I have to have trust with the people that give me their time. And so you just say, hey, I'm not making a decision based on what I'm doing today. Is this decision going to serve that goal so people will still think that I'm trustworthy and that what I'm doing in the world is valuable for 10, 15, 20 years from now?