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Ray Dalio

@RayDalio

10 Oct

I find it puzzling that interviewers freely and confidently criticize job candidates without knowing them well but won’t criticize employees for similar weaknesses even though they have more evidence. (1/4)

#principleoftheday

That is because they view criticism as harmful and feel more protective of a fellow employee than they do of an outsider. If you believe that truth is best for everyone, then you should see why this is a mistake, and why frank and ongoing evaluations are so important. (2/4)

I'm so excited to have shared with you PrinciplesYou to learn about yourself and PrinciplesUs to learn about your relationships with those you work with. (3/4)

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Ray Dalio

@RayDalio

8 Oct

In most organizations, evaluations run in only one direction, with the manager assessing the managee. The managee typically disagrees with the assessment, especially if it's worse than his or her self-assessment... (1/5)

... because most people believe themselves to be better than they really are. Managees also have opinions about managers that they wouldn’t dare bring up in most companies, so misunderstandings and resentments fester. (2/5)

This perverse behavior undermines the effectiveness of the environment and the relationships between people.

It can be avoided by getting in sync in a high-quality way. (3/5)

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Ray Dalio

@RayDalio

7 Oct

As you know, I believe that everything happens as a result of cause-effect relationships that repeat through time, in the same way that a machine produces the same outcomes over and over again. (1/4)

In the latest chapter of my new book, Principles for Dealing with the Changing World Order, shared on LinkedIn, I will explain what I believe to be the key determinants that drive “the machine” behind the rises and falls of empires through time. (2/4)

In this excerpt, you’ll find a high level summary of the key determinants and in the coming weeks I will share more detailed descriptions of a number of them: linkedin.com/pulse/determin… (3/4)

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Ray Dalio

@RayDalio

7 Oct

Imagine that virtually everything important going on in your company can be captured as data, and that you can build algorithms to instruct the computer, as you would instruct a person, to analyze that data and use it in the way you agreed it should be used. (1/6)

In that way, you and the computer on your behalf could look at each person and all the people together and provide tailored guidance, just like your GPS provides you guidance by knowing all the traffic patterns and routes. (2/6)

You don’t have to make it mandatory to follow that guidance, though you can. Generally speaking, the system operates like a coach. And the coach can learn about its team: Data is collected about what people do so that if they make more insightful moves ... (3/6)

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Ray Dalio

@RayDalio

6 Oct

You will have to get over your reluctance to assess what people are like if you want to surround yourself with people who have the qualities you need. That goes for yourself too. People almost always find it difficult to identify and accept their own mistakes and weaknesses.(1/4)

Sometimes it's because they're blind to them, but more often it's because their egos get in the way. Most likely your associates are equally reluctant to point out your mistakes, because they don't want to hurt you. You all need to get over this. (2/4)

More than anything else, what differentiates people who live up to their potential from those who don't is their willingness to look at themselves and others objectively and understand the root causes standing in their way. #principleoftheday (3/4)

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Ray Dalio

@RayDalio

4 Oct

Some ways of thinking will serve you well for some purposes and serve you poorly for others. It is highly desirable to understand one’s own and others’ ways of thinking and their best applications. Some qualities are more suitable for some jobs. (1/5)

For example, you might not want to hire a highly introverted person as a salesman. That’s not to say an introvert can’t do that job; it’s just that a gregarious person is likely to be more satisfied in the role and do a better job. (2/5)

If you're not naturally good at one type of thinking, it doesn't mean you're precluded from paths that require it. It does, however, require that you either work with someone who has that required way of thinking (which works best) (3/5)

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