modelthinking

It’s clear to many that we’re already stepping into the age of wisdom work. Every CEO Dan Shipper points to the rise of the allocation economy, where the advent of AI means everyone will become a manager: “You won’t be judged on how much you know, but instead on how well you can allocate and manage the resources to get work done.” Being a great man

Connection: Vulnerability, impartiality, empathy, and wonder

The majority of us have been taught that connection is earned through achievement. We believe that once we become successful, smart, or generous enough, we’ll be worthy of connection.

But people don’t want you to be perfect. They want to be connected to you.

evidence suggests that piling on more data often hurts decision quality:

1. Too much choice stalls action. In the famous "jam study," shoppers presented with 24 flavors bought jam 3 percent of the time, while those offered just six flavors purchased 30 percent of the time—a 10-fold jump.


2. Information overload erodes well-being. Two-thirds of

Indeed, the two building blocks of a company are (1) decisions and (2) relationships. Emotional clarity underpins both of these. It’s why people like Altman hire me, because they see emotional clarity as “[o]ne of the most critical skills in a post-AGI world.”

It is the ability to recognize your emotions, feel them, and move forward unobstructed—the difference between being caught in the storm and becoming the sky that holds it. Surveys show that this kind of emotional intelligence is already the number-one criteria for managers when considering a team member for a promotion or salary increase.

why tomorrow’s economy will prize wisdom workers. Let’s dive into their three core skills: emotional clarity, discernment, and connection.

Today, as models swallow entire fields overnight, wisdom —skills like emotional clarity, discernment, and connection—is what keeps you indispensable. As CEO of Microsoft, Satya Nadella made it a priority to instill these capacities throughout his organization. In eight years, the company’s market capitalization climbed from $300 billion to $3 trill

One of my main goals in markets is to identify HOW the rules of the game are changing BEFORE everyone else realizes it.

Anytime I approach an asset, it always starts by asking what the drivers are. If you don’t know WHY an asset is moving, then you are functionally just using momentum as a signal for action. The limitation of using momentum is that there are ALWAYS pieces of information in a time series that are not inherently reflected in the price.