Stephen Bartlett

Back to the educator, if you want to be certain or have confidence in any endeavor, you have to do so much volume of activity that it would be unreasonable that you would suck. And if you were to write out the equation of like, okay, how many public speeches would I need to give for it to be unreasonable that I would suck? Is it 10? Is it 100? Is it 1,000?

Write the number that you're like, there's no way that I would suck after this many. And then all of your effort gets really narrowed, commitment, elimination of alternatives, focus, turn down quality and quantity of other things, to just doing that.

Write the number that you're like, there's no way that I would suck after this many. And then all of your effort gets really narrowed, commitment, elimination of alternatives, focus, turn down quality and quantity of other things, to just doing that.

Write the number that you're like, there's no way that I would suck after this many. And then all of your effort gets really narrowed, commitment, elimination of alternatives, focus, turn down quality and quantity of other things, to just doing that.

And the key part of this is not just to do the 1,000, but after every 10 or every 20, looking at the top 10 or 20% and saying, what did I do well there? Because you have to have the feedback loop. Otherwise, it's not just doing 100 reach-outs. You have to do 100 reach-outs and then look at what worked and then do more of what worked. And so for the parent versus the practitioner component of this,

And the key part of this is not just to do the 1,000, but after every 10 or every 20, looking at the top 10 or 20% and saying, what did I do well there? Because you have to have the feedback loop. Otherwise, it's not just doing 100 reach-outs. You have to do 100 reach-outs and then look at what worked and then do more of what worked. And so for the parent versus the practitioner component of this,

And the key part of this is not just to do the 1,000, but after every 10 or every 20, looking at the top 10 or 20% and saying, what did I do well there? Because you have to have the feedback loop. Otherwise, it's not just doing 100 reach-outs. You have to do 100 reach-outs and then look at what worked and then do more of what worked. And so for the parent versus the practitioner component of this,

even if you're starting out, you can have confidence in what you're doing because you derived the solution. And you can actually answer why you do something. So if you cannot explain why you believe what you believe, it's not your belief, it's someone else's. And so most people, I would say, parrot the vast majority of the things that they say because, and to be fair, that's how humans learn.

even if you're starting out, you can have confidence in what you're doing because you derived the solution. And you can actually answer why you do something. So if you cannot explain why you believe what you believe, it's not your belief, it's someone else's. And so most people, I would say, parrot the vast majority of the things that they say because, and to be fair, that's how humans learn.

even if you're starting out, you can have confidence in what you're doing because you derived the solution. And you can actually answer why you do something. So if you cannot explain why you believe what you believe, it's not your belief, it's someone else's. And so most people, I would say, parrot the vast majority of the things that they say because, and to be fair, that's how humans learn.

You're five years old, you say, what's that? They say bull and you say bull, you parrot it back and there we go, right? But when it comes to skills, you can describe what other people have said before, but if something goes wrong or what about this condition, you won't know what to do.

You're five years old, you say, what's that? They say bull and you say bull, you parrot it back and there we go, right? But when it comes to skills, you can describe what other people have said before, but if something goes wrong or what about this condition, you won't know what to do.

You're five years old, you say, what's that? They say bull and you say bull, you parrot it back and there we go, right? But when it comes to skills, you can describe what other people have said before, but if something goes wrong or what about this condition, you won't know what to do.

But if you derived it from the ground up and there's a great portion of this in the Y Combinator community that you, or the Silicon Valley community that you probably heard is maybe like, Three or four months ago, it was like founder mode. Did that get to the UK?

But if you derived it from the ground up and there's a great portion of this in the Y Combinator community that you, or the Silicon Valley community that you probably heard is maybe like, Three or four months ago, it was like founder mode. Did that get to the UK?

But if you derived it from the ground up and there's a great portion of this in the Y Combinator community that you, or the Silicon Valley community that you probably heard is maybe like, Three or four months ago, it was like founder mode. Did that get to the UK?

Oh, yeah. It was awesome, right? And so basically the tenet is that the founder always has special powers in the company because you know what built it. And so that is basically at its core the practitioner versus parrot. The people who came later are parroting why you do what you do. But you know what conditions you were in when you made this rule, and also you know how to break it.

Oh, yeah. It was awesome, right? And so basically the tenet is that the founder always has special powers in the company because you know what built it. And so that is basically at its core the practitioner versus parrot. The people who came later are parroting why you do what you do. But you know what conditions you were in when you made this rule, and also you know how to break it.

Oh, yeah. It was awesome, right? And so basically the tenet is that the founder always has special powers in the company because you know what built it. And so that is basically at its core the practitioner versus parrot. The people who came later are parroting why you do what you do. But you know what conditions you were in when you made this rule, and also you know how to break it.

and when to bend those rules. And so if you build something when you built it from those repetitions to distill out the few truths that exist, you'll know why those are the truths. Like, I'll give you a really simple example. So if we, you know, we've tried to learn YouTube and we've gotten better over time.