Lionel Page

And he goes to his colleague, Thomas Schelling, a very famous game theorist. And Thomas Schelling says, what do you think? Everybody here is extremely stressed. They all think that they're underachieving. And when you ask, what are you doing? They think, oh my God, I'm being judged for not being performing enough.

And he goes to his colleague, Thomas Schelling, a very famous game theorist. And Thomas Schelling says, what do you think? Everybody here is extremely stressed. They all think that they're underachieving. And when you ask, what are you doing? They think, oh my God, I'm being judged for not being performing enough.

And so you have this double-edged sword, as you say, that from outside, we think all these people are very successful. But because they're in clubs of very successful people, they feel the pressure of not being up to scratch with their peers.

And so you have this double-edged sword, as you say, that from outside, we think all these people are very successful. But because they're in clubs of very successful people, they feel the pressure of not being up to scratch with their peers.

And so you have this double-edged sword, as you say, that from outside, we think all these people are very successful. But because they're in clubs of very successful people, they feel the pressure of not being up to scratch with their peers.

Yes, and you have this term like the imposter syndrome, right? And I think the imposter syndrome is exactly that. So you work very hard to be successful in professional life to be maybe... promoted as a manager in a very important function in academia. You want to be promoted professor in a prestigious university. And then people once they're there, they think, oh, maybe I shouldn't be here.

Yes, and you have this term like the imposter syndrome, right? And I think the imposter syndrome is exactly that. So you work very hard to be successful in professional life to be maybe... promoted as a manager in a very important function in academia. You want to be promoted professor in a prestigious university. And then people once they're there, they think, oh, maybe I shouldn't be here.

Yes, and you have this term like the imposter syndrome, right? And I think the imposter syndrome is exactly that. So you work very hard to be successful in professional life to be maybe... promoted as a manager in a very important function in academia. You want to be promoted professor in a prestigious university. And then people once they're there, they think, oh, maybe I shouldn't be here.

You know, maybe people didn't see that actually I'm not good enough to be here. I'm here by accident, right? And so people have anxieties like that.

You know, maybe people didn't see that actually I'm not good enough to be here. I'm here by accident, right? And so people have anxieties like that.

You know, maybe people didn't see that actually I'm not good enough to be here. I'm here by accident, right? And so people have anxieties like that.

Yeah, look, that's a good point. I'm not sure if I have used it I've used it, you know, in practice to kind of not being stressed by, you know, not joining higher circles. So when I was actually, I was in a, when I worked for some time in London and I have the opportunities to choose between academia and to work in finance.

Yeah, look, that's a good point. I'm not sure if I have used it I've used it, you know, in practice to kind of not being stressed by, you know, not joining higher circles. So when I was actually, I was in a, when I worked for some time in London and I have the opportunities to choose between academia and to work in finance.

Yeah, look, that's a good point. I'm not sure if I have used it I've used it, you know, in practice to kind of not being stressed by, you know, not joining higher circles. So when I was actually, I was in a, when I worked for some time in London and I have the opportunities to choose between academia and to work in finance.

And I thought, you know, obviously the wages are much higher, you can imagine, in London in finance. And I thought, well, from what I know from Behold Science, I know that actually the wage looks much higher. But if I go there, you know, next thing you know, I'll think that I'm not paid as much as Warren Buffett. And that's actually very true.

And I thought, you know, obviously the wages are much higher, you can imagine, in London in finance. And I thought, well, from what I know from Behold Science, I know that actually the wage looks much higher. But if I go there, you know, next thing you know, I'll think that I'm not paid as much as Warren Buffett. And that's actually very true.

And I thought, you know, obviously the wages are much higher, you can imagine, in London in finance. And I thought, well, from what I know from Behold Science, I know that actually the wage looks much higher. But if I go there, you know, next thing you know, I'll think that I'm not paid as much as Warren Buffett. And that's actually very true.

You know, I was talking to a trader, and the guy must have been on something like £150,000. So something like $200,000, $250,000 a year. So clearly in the top of the distribution. And the guy, you know what, I was having lunch with him. He told me, I hope I was rich.

You know, I was talking to a trader, and the guy must have been on something like £150,000. So something like $200,000, $250,000 a year. So clearly in the top of the distribution. And the guy, you know what, I was having lunch with him. He told me, I hope I was rich.

You know, I was talking to a trader, and the guy must have been on something like £150,000. So something like $200,000, $250,000 a year. So clearly in the top of the distribution. And the guy, you know what, I was having lunch with him. He told me, I hope I was rich.