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Ray Dalio

@RayDalio

27 Sep

When you are closed-minded and form an opinion in an area where you have a blind spot, it can be deadly. So take some time to record the circumstances in which you’ve consistently made bad decisions because you failed to see what others saw. (1/4)

Ask others—especially those who’ve seen what you’ve missed—to help you with this. Write a list, tack it up on the wall, and stare at it. If ever you find yourself about to make a decision (especially a big decision) in one of these areas without consulting others, (2/4)

understand that you’re taking a big risk & it would be illogical to expect that you’ll get the results you think you will. #principleoftheday

I'm so excited to have shared PrinciplesYou with you. And I'm thrilled that the Dot Collector app is also now available for Zoom. (3/4)

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Ray Dalio

@RayDalio

24 Sep

Holding people accountable means understanding them and their circumstances well enough to assess whether they can and should do some things differently, getting in sync with them about that, and, if they can’t adequately do what is required, removing them from their jobs. (1/4)

It is not micromanaging them, nor is it expecting them to be perfect (holding particularly overloaded people accountable for doing everything excellently is often impractical, not to mention unfair). (2/4)

But people can resent being held accountable, and you don’t want to have to tell them what to do all the time. Reason with them so that they understand the value of what you’re doing, but never let them oﬀ the hook. #principleoftheday (3/4)

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Ray Dalio

@RayDalio

9 Sep

By practicing open-mindedness and assertiveness, you should be able to resolve most disagreements. If not, and if your dispute is one-on-one, you should escalate to a mutually agreed-upon believable other. (1/4)

All things being equal, that should be someone higher in your reporting chain, such as your boss. When a group can't reach an agreement, the person responsible for the meeting should take a believability-weighted vote. (2/4)

Since I gave my TED Talk in which I described the Dot Collector and told people I was planning to pass it along 7 years ago, there has been a clamoring for it. That led to the creation of the Dot Collector app for Zoom which is now available. (3/4)

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Ray Dalio

@RayDalio

8 Sep

Learning must come before deciding. Your brain stores different types of learning in your subconscious, your rote memory bank, and your habits. (1/4)

But no matter how you acquire your knowledge or where you store it, what’s most important is that what you know paints a true and rich picture of the realities that will affect your decision. (2/4)

That’s why it always pays to be radically open- minded and seek out believable others as you do your learning. Many people have emotional trouble doing this and block the learning that could help them make better decisions. (3/4)

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Ray Dalio

@RayDalio

24 Aug

The loss of the war in Afghanistan is not only causing great human suffering, it's having geopolitical repercussions. The world order is changing and not in America’s favor. (1/5)

When I speak with world leaders who are pondering the “US vs China” question they almost unanimously explain that they make that choice based on which is more advantageous to them economically and militarily. (2/5)

They all say China is more important to them economically and, regarding the military, the question is whether the United States will fight for them when they need them to. (3/5)

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Ray Dalio

@RayDalio

15 Aug

You are expected to go to the higher level and look down on yourself and others as part of a system. (1/4)

In other words, you must get out of your own head, consider your views as just some among many, and look down on the full array of points of view to assess them in an idea-meritocratic way rather than just in your own possessive way. (2/4)

Seeing things from the higher level isn’t just seeing other people’s point of view; it’s also being able to see every situation, yourself, and others in the situation as though you were looking down on them as an objective observer. (3/4)

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