Lionel Page

I was like, well, I mean, you know, you're not a billionaire, and you're a young guy, and you're already on these kind of wages, like super good. But from his point of view, you know, he's thinking of his manager, who is on $2 or $5 million a year. And then the next thing is a success story is Warren Buffett. So... So I'm aware of this kind of thing.

I was like, well, I mean, you know, you're not a billionaire, and you're a young guy, and you're already on these kind of wages, like super good. But from his point of view, you know, he's thinking of his manager, who is on $2 or $5 million a year. And then the next thing is a success story is Warren Buffett. So... So I'm aware of this kind of thing.

I was like, well, I mean, you know, you're not a billionaire, and you're a young guy, and you're already on these kind of wages, like super good. But from his point of view, you know, he's thinking of his manager, who is on $2 or $5 million a year. And then the next thing is a success story is Warren Buffett. So... So I'm aware of this kind of thing.

And I guess I'm not looking back and thinking, oh, I wish I'd done that, et cetera. Because I know that, I mean, I think I've been very happy there as well. But I'm thinking that you need to be aware that if you were to move in such a circle, then your reference point would move with you. And so that's a reason not to stress too much and to appreciate what you have now.

And I guess I'm not looking back and thinking, oh, I wish I'd done that, et cetera. Because I know that, I mean, I think I've been very happy there as well. But I'm thinking that you need to be aware that if you were to move in such a circle, then your reference point would move with you. And so that's a reason not to stress too much and to appreciate what you have now.

And I guess I'm not looking back and thinking, oh, I wish I'd done that, et cetera. Because I know that, I mean, I think I've been very happy there as well. But I'm thinking that you need to be aware that if you were to move in such a circle, then your reference point would move with you. And so that's a reason not to stress too much and to appreciate what you have now.

Look, I think that's a key part of my research. I have a paper, several of my posts on subsects were on this topic recently. You know, maybe I'll use a metaphor. I'll start far, and we can go back more on the topic. But I'll use a metaphor. Let's say you can think of evolution. Evolution is an impersonal process, right? But it's as if it was designing you.

Look, I think that's a key part of my research. I have a paper, several of my posts on subsects were on this topic recently. You know, maybe I'll use a metaphor. I'll start far, and we can go back more on the topic. But I'll use a metaphor. Let's say you can think of evolution. Evolution is an impersonal process, right? But it's as if it was designing you.

Look, I think that's a key part of my research. I have a paper, several of my posts on subsects were on this topic recently. You know, maybe I'll use a metaphor. I'll start far, and we can go back more on the topic. But I'll use a metaphor. Let's say you can think of evolution. Evolution is an impersonal process, right? But it's as if it was designing you.

And you can use a metaphor if it was kind of a designer trying to nudge you to be as successful as possible. So now, what kind of situation we can think of where somebody tries for you to be as successful as possible, right? Well, one situation is when you have a parent and a child.

And you can use a metaphor if it was kind of a designer trying to nudge you to be as successful as possible. So now, what kind of situation we can think of where somebody tries for you to be as successful as possible, right? Well, one situation is when you have a parent and a child.

And you can use a metaphor if it was kind of a designer trying to nudge you to be as successful as possible. So now, what kind of situation we can think of where somebody tries for you to be as successful as possible, right? Well, one situation is when you have a parent and a child.

And a truth that is going to be clear for every parent is that it's not necessarily always best to motivate a child to be truthful with the child, to say all the truth. And so for the child to know exactly what are going to be the rewards is not necessarily optimal from the parent point of view. And here's what I mean. Let's say that...

And a truth that is going to be clear for every parent is that it's not necessarily always best to motivate a child to be truthful with the child, to say all the truth. And so for the child to know exactly what are going to be the rewards is not necessarily optimal from the parent point of view. And here's what I mean. Let's say that...

And a truth that is going to be clear for every parent is that it's not necessarily always best to motivate a child to be truthful with the child, to say all the truth. And so for the child to know exactly what are going to be the rewards is not necessarily optimal from the parent point of view. And here's what I mean. Let's say that...

You got your son or daughter and you register your son or daughter in a competition. It could be athletic competition. It could be a chess competition. And you have no idea really how good they are. And you want to motivate them and say, if you do well, you'll have an ice cream. So you give a schedule of kind of rewards. Say, if you do well, I would bring you to the cinema.

You got your son or daughter and you register your son or daughter in a competition. It could be athletic competition. It could be a chess competition. And you have no idea really how good they are. And you want to motivate them and say, if you do well, you'll have an ice cream. So you give a schedule of kind of rewards. Say, if you do well, I would bring you to the cinema.

You got your son or daughter and you register your son or daughter in a competition. It could be athletic competition. It could be a chess competition. And you have no idea really how good they are. And you want to motivate them and say, if you do well, you'll have an ice cream. So you give a schedule of kind of rewards. Say, if you do well, I would bring you to the cinema.

If you do very well at school, I'll give you a video console, et cetera. The problem is that you don't know how good they can be. Suppose that you find out they're excellently talented. They're clearly well beyond your expectations. So you told them that if they were going to do well, they would have all these rewards. So what do you do now?

If you do very well at school, I'll give you a video console, et cetera. The problem is that you don't know how good they can be. Suppose that you find out they're excellently talented. They're clearly well beyond your expectations. So you told them that if they were going to do well, they would have all these rewards. So what do you do now?