Christian Baaki

As the complexity of civilisation, the destructive scale of technology and crises, and the speed of crises all increase, there is no greater multi-trillion dollar bill lying on the street than this problem: how to get the most able people — who don’t provide 50% more value than average leaders but many orders of magnitude — into the highest leverag

To keep it low risk, I reached out to the only other person I knew running a ghostwriting business.

They gave me a freelance role at their company. So I started getting the reps in. At the same time, I also committed to the craft of writing:

• Minimum of 500 words per day (hit this for 660 days in a row)

• 30-minutes of daily copywork (hand-copying great

Without a high-end market on which to sell, innovators would find less incentive to innovate: they wouldn’t earn a dime until the economy had advanced to a stage at which general provision of their new product was feasible.

The only way your powers can become great is by exerting them outside the circle of your own narrow, special, selfish interests. And that is the reason of Christianity. Christ came into the world to save others, not to save himself; and no man is a true Christian who does not think constantly of how he can lift his brother, how he can assist his fr

On top of that, these are the only two metrics that you can “improve” in your business → either making customers worth more or reducing the cost to acquire them. You should be able to tie every project on your list directly to the improvement of one of these metrics.

Starting with the “Great Society” splurge in the 1960s, which created many social programs but failed to provide any way to pay for them, America has become accustomed to living beyond its means, essentially by borrowing huge amounts of money and passing the debt along to future generations. (An admirable exception was the Clinton presidency, which

“The scarcest resources in any organization are performing people. Since World War II, the U.S. military—and so far no one else—has learned to test its placement decisions. It now thinks through what it expects of senior officers before it puts them into key commands. It then appraises their performance against those expectations. And it constantly