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Tribe of Mentors: Short Life Advice from the Best in the World
Map and Territory and How to Actually Change Your Mind by
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
The books Superforecasting (by Philip E. Tetlock and Dan Gardner) and How to Measure Anything (by Douglas W. Hubbard) have some good advice on how to improve your ability to make accurate predictions.
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
“The things you own end up owning you.”
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
In your 20s, you may not really know what your best skills and opportunities are. It’s much better to pursue learning, personal discipline, growth. And to seek out connections with people across the planet.
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
Don’t spend time chasing a right answer or a right path, but instead spend time defining how you are going to approach whatever path you choose. What values most define you? What questions do you want to pursue?
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
Be very careful with the moral high ground. It helps to resolve conflict when you realize that everyone has different moral codes, and very few people intentionally make immoral decisions. Chase Jarvis once told me: “Everyone wants to see themselves as a good person.” No matter how egregious the crime, the criminal usually has a reason for viewing
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“Look for a partner you’ll try to impress daily, and one who will try to impress you.”
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
the extremes and away from the truth of the matter.”
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
taken. Don’t call yourself a visionary, or aspire to make a disproportionate impact, if you anchor all your decisions with what you see and know now. I am always surprised by how lazy people are when making serious decisions about their careers. Join a team not for what it is, but for what you think you can help it become. Be a “founder” in the
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