Jordan Peterson

Yeah, well, that's because you've solved the motivational problem, right? Well, and it's also, see, that's also how you optimally train partners and subordinates is... If they have a minimally viable plan and it's clear that they're going to implement it and they implement it, then they learn to implement and they learn to modify their plan on the fly. And then they get good at doing that.

Yeah, well, that's because you've solved the motivational problem, right? Well, and it's also, see, that's also how you optimally train partners and subordinates is... If they have a minimally viable plan and it's clear that they're going to implement it and they implement it, then they learn to implement and they learn to modify their plan on the fly. And then they get good at doing that.

Yeah, well, that's because you've solved the motivational problem, right? Well, and it's also, see, that's also how you optimally train partners and subordinates is... If they have a minimally viable plan and it's clear that they're going to implement it and they implement it, then they learn to implement and they learn to modify their plan on the fly. And then they get good at doing that.

That meta skill, right? Which is the meta skill of making a plan and modifying it on the fly. You definitely want to encourage people to develop that ability. Definitely.

That meta skill, right? Which is the meta skill of making a plan and modifying it on the fly. You definitely want to encourage people to develop that ability. Definitely.

That meta skill, right? Which is the meta skill of making a plan and modifying it on the fly. You definitely want to encourage people to develop that ability. Definitely.

Yeah, well, right. And if you make an offer to someone like that, the probability that if they're reasonable people, the first thing they want to do is reciprocate is extremely high, right? So you cede as much territory as you can, assuming that you've agreed on the aim. And it's also, you can negotiate the aim too. You know, you can say, I find this vision of possibility compelling.

Yeah, well, right. And if you make an offer to someone like that, the probability that if they're reasonable people, the first thing they want to do is reciprocate is extremely high, right? So you cede as much territory as you can, assuming that you've agreed on the aim. And it's also, you can negotiate the aim too. You know, you can say, I find this vision of possibility compelling.

Yeah, well, right. And if you make an offer to someone like that, the probability that if they're reasonable people, the first thing they want to do is reciprocate is extremely high, right? So you cede as much territory as you can, assuming that you've agreed on the aim. And it's also, you can negotiate the aim too. You know, you can say, I find this vision of possibility compelling.

It's worth sacrificing for, worth putting some effort in. But, you know, first, are you interested? And if not, well, then we can talk about some other things. But if you are, like... Are there elements of it that you think might be altered that would make it even more compelling to you? That's certainly what you want in a, well, partner or someone who works for you, clearly.

It's worth sacrificing for, worth putting some effort in. But, you know, first, are you interested? And if not, well, then we can talk about some other things. But if you are, like... Are there elements of it that you think might be altered that would make it even more compelling to you? That's certainly what you want in a, well, partner or someone who works for you, clearly.

It's worth sacrificing for, worth putting some effort in. But, you know, first, are you interested? And if not, well, then we can talk about some other things. But if you are, like... Are there elements of it that you think might be altered that would make it even more compelling to you? That's certainly what you want in a, well, partner or someone who works for you, clearly.

You want them optimally motivated. You know, when I set up my businesses with my kids, I said, when we were figuring out the business end of it, I said, well, I have a lot of marketing clout and you want me bought in and you want me to prioritize what I'm doing with you given all the other things I'm doing. So you have to remember that.

You want them optimally motivated. You know, when I set up my businesses with my kids, I said, when we were figuring out the business end of it, I said, well, I have a lot of marketing clout and you want me bought in and you want me to prioritize what I'm doing with you given all the other things I'm doing. So you have to remember that.

You want them optimally motivated. You know, when I set up my businesses with my kids, I said, when we were figuring out the business end of it, I said, well, I have a lot of marketing clout and you want me bought in and you want me to prioritize what I'm doing with you given all the other things I'm doing. So you have to remember that.

But other than that, I want you to bring me the deal that you're maximally thrilled by, right? So that's the goal. And then, well, if someone brings you that deal and it turns out to be acceptable, there's no enforcement requirement because it's their thing. It's their thing. And then you can have a piece of many things and that's a very good deal and shepherd them and...

But other than that, I want you to bring me the deal that you're maximally thrilled by, right? So that's the goal. And then, well, if someone brings you that deal and it turns out to be acceptable, there's no enforcement requirement because it's their thing. It's their thing. And then you can have a piece of many things and that's a very good deal and shepherd them and...

But other than that, I want you to bring me the deal that you're maximally thrilled by, right? So that's the goal. And then, well, if someone brings you that deal and it turns out to be acceptable, there's no enforcement requirement because it's their thing. It's their thing. And then you can have a piece of many things and that's a very good deal and shepherd them and...

and help people develop along the way and learn a bunch. And so I don't know how it is that we ever got the idea that the boss was the person who barked out orders. I mean, no one who's effective... If you have someone that's working for you that requires that, they're either really immature and still in that disciplinary phase, or you shouldn't be working with them, right?

and help people develop along the way and learn a bunch. And so I don't know how it is that we ever got the idea that the boss was the person who barked out orders. I mean, no one who's effective... If you have someone that's working for you that requires that, they're either really immature and still in that disciplinary phase, or you shouldn't be working with them, right?