There are all sorts of jobs and they require all types of people to handle them. #principleoftheday (1/5)
I am frequently biased toward finding the entrepreneur type--a clever, open-minded scrapper who will find the best solution--and I have often been disappointed. (2/5)
On the other hand, sometimes I have found a master craftsman who has devoted decades to his specialty who I could completely rely on. (3/5)
What keeps coming to my mind is Malcolm Gladwell's rule that it takes ten thousand hours of doing something to build expertise--and the value of looking at batting averages to judge how well a person can hit. (4/5)
One way you can tell how well a talented rookie will do relative to a proven star is to get them into a debate with each other and see how well they each hold up. (5/5)
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Idealistic people who have moralistic notions about how people should behave without understanding how people really do behave do more harm than good. #principleoftheday (1/5)
As a global macroeconomist and businessman and as a philanthropist I have seen this repeatedly in all those domains. (2/5)
I have come to believe that as well-intentioned as they are, impractical idealists are dangerous and destructive, whereas practical idealists make the world a better place. (3/5)
People's personalities are pretty well formed before they come to you, and they've been leaving their fingerprints all over the place since childhood; anyone is fairly knowable if you do your homework. #principleoftheday (1/4)
You have to get at their values, abilities, and skills: Do they have a track record of excellence in what you're expecting them to do? Have they done the thing you want them to do successfully at least three times? (2/4)
If not, you're making a lower-probability bet, so you want to have really good reasons for doing so. That doesn't mean you should never allow yourself or others to do anything new; of course you should. But do it with appropriate caution and with guardrails. (3/4)
A number of people have asked me what I’ll be doing now that I’ve transitioned Bridgewater to new leadership. (1/7)
While I’ll remain a mentor to Bridgewater’s investment team, with the transition complete, I can now do a lot more of what I love to do and less of what I have to do to get the results I want. (2/7)
Now my highest priority is to pass along what I learned and acquired to help others rather than to just help Bridgewater employees and clients. (3/7)
It pays to know what you and those around you are like and personality assessments are a great tool for doing so. nytimes.com/2023/03/05/bus… (1/6)
This NYT article talks about how important personality assessments can be in helping identify people's thinking inclinations and designing teams to be more effective. I recommend the article. (2/6)
As you might know I have found personality assessments so invaluable. I have used them for decades and then designed PrincipesYou with three great psychometricians to make one that takes only about 30 minutes and gives a very complete and accurate picture. (3/6)
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. #principleoftheday (1/7)
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. (2/7)
If you're not naturally good at one type of thinking, it doesn't mean you're precluded from paths that require it. (3/7)
Too many people get hired because they are just "one of those." #principleoftheday (1/4)
If you're looking for a plumber you might be inclined to fill the job with the first experienced plumber you interview, without ascertaining whether he has the qualities of an outstanding plumber. (2/4)
Yet the difference between an ordinary plumber versus an outstanding one is huge. When reviewing any candidate's background, you must identify whether they have demonstrated themselves to be extraordinary in some way. (3/4)