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Ray Dalio

@RayDalio

30 Jul

Emotions tend to heat up during most disagreements, especially when the subject is someone's weaknesses. Speak in a calm, slow, and analytical manner to facilitate communication. (1/5)

Put things in perspective by reminding them that their pain is the pain that comes with learning and personal evolution--and that knowing the truth will put them on the path to a much better place. (2/5)

Consider asking them to go away and reflect when they are calm, and have a follow-up conversation a few days later. (3/5)

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Ray Dalio

@RayDalio

21 Jul

People lie more than most people imagine. I learned that by being in the position of being responsible for everyone in the company. While we have an exceptionally ethical group of people... (1/4)

... in all organizations there are dishonest people who have to be dealt with in practical ways.

For example, don't believe most people who are caught being dishonest when they say that they've seen the light and will never do it again because chances are they will. (2/4)

Dishonest people are dangerous, so keeping them around isn't smart.

At the same time, let’s be practical. If I tried to limit my relationships to people who never lied, I’d have nobody to work with. (3/4)

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Ray Dalio

@RayDalio

20 Jul

What if you knew what your coworkers really thought about you and what they were really like?

At Bridgewater, one of the key factors behind our success was the creation of the Dot Collector... (1/4)

... a tool that allowed our employees to learn what their coworkers thought about them in real-time and vice versa.

Since I published my book Principles, many people have asked me to pass along the tools that I described in it, including Dot Collector. (2/4)

Because of these requests, I had Dot Collector reengineered and improved so it can be used by lots of people outside Bridgewater in a secure way and be even better than it was when I wrote the book. (3/4)

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Ray Dalio

@RayDalio

20 Jul

If you're like most people, the idea of facing the unvarnished truth makes you anxious. To get over that, you need to understand intellectually why untruths are scarier than truths and then, through practice, get accustomed to living with them. (1/4)

If you're sick, it's natural to fear your doctor's diagnosis--what if it's cancer or some other deadly disease? As scary as the truth may turn out to be, you will be better off knowing it in the long run because it will allow you to seek the most appropriate treatment. (2/4)

The same holds for learning painful truths about your own strengths and weaknesses. Knowing and acting on the truth is what we call the "big deal" at Bridgewater. (3/4)

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Ray Dalio

@RayDalio

7 Jul

You've heard the expression “no pain no gain.” Psychologists have shown that the most powerful personal transformations come from experiencing the pain from mistakes that a person never wants to have again—known as “hitting bottom.” (1/4)

So don't be hesitant to give people those experiences or have them yourself. While it is important to be clear to people about what they are doing well, it is even more important to point out their weaknesses and have them reflect on them. (2/4)

Problems require more time than things that are going well. They must be identified and understood and addressed, while things that are running smoothly require less attention. (3/4)

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Ray Dalio

@RayDalio

25 Jun

Many of you have asked about the science behind my free new personality assessment, PrinciplesYou. I need to take a scientific-evidence based approach to my decision making and I need to work with the most knowledgeable people in the areas I’m interested in... (1/8)

@AdamMGrant

... who also take a scientific approach. That’s why I worked with @AdamMGrant, Brian Little and John Golden - three great psychometricians - to follow that approach in the creation of PrinciplesYou. I want you to understand what we, led by them, did. (2/8)

They started with the Big Five personality assessment database as a foundation as it is an extensively researched and respected perspective within the personality and organizational research world. (3/8)

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