How to vet a woman. Qualify her by setting your standards.

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How to find the motivation to do something.

Requested by followers

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I lean heavily towards psychoanalytic theory & Nitzschean philosophy.

That means with regards to this thread,

I believe not everyone has the ability to be motivated. And those that do, have multiple personalities constantly affecting their motivation.

Ill address accordingly.

Nietzsche believed not everyone can achieve an aim,

that they lack self-determination; which is a combination of self-control & self-legislation i.e

the ability to write laws in place that will help attain an aim while suppressing desires that directly/indirectly disrupt it.

This thread assumes you have the ability to set yourself an aim that generates enough motivation for you to pursue it.

Obviously the "how" of this thread will fail those who don't possess this quality.

Some will disagree & claim everyone possesses it.

And yet still fail.

Having the motivation to do something cannot be pinpointed or quantified. There's infinite amount of reasons on what compels people to do things.

But there is room to work and generate motivation for those who have none,

(assuming they possess the trait in temperament).

Every time you meet someone above you, you have a chance to move up.

It’s a rare golden opportunity to encounter those at the top.

Here's how you attract a founder, investor or an executive (FIEs) as your mentor.

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You NEVER know who the person you’ve encountered really is. You don’t know what he knows, what he is capable of, who he knows, who his connections are.

Assume they are the 1%.

Founders/Investors/Executives (FIEs) look for specific qualities before deciding to invest in someone.

You need to know WHY you want to be a mentee under FIEs.

You need EVERYTHING mapped out & prepped.

If it’s for an idea: know your strategy, distribution channel, market, competitors, biz plan etc.

If it’s a job seek: know your aim, your plan & career objective etc.

Then you need a 2 step approach.

1. Provide value that makes you worthy enough to be mentored.

2. Receive value in exchange, that will help progress whatever it was that made you sought out a mentor in the first place.

If you do this, ascension is inevitable.

FIEs read body language.

They can instantly tell whether you’ve got it or not.

Focus on 3 things:

-Chest out
-Eye contact
-Speak slowly

Nod. Accommodate your words with hand gestures. And don’t interrupt.

Ever.

If you do, apologise & let them speak.

Stop reacting & start responding.

Here’s how you speak slowly.

Shadow Integration method.

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One quality that separates a man from children is how he responds to interactions.

Any time someone interacts with you, you have two choices; you can either react, or you can respond.

A response is a thought out reply.

A reaction is emotional.

A reaction is urge driven. Its when you instantly reply without thinking.

Its very easy to identify those who are impulsive simply by looking at this trait.

Its a trait that frames you to be weak through several subliminal effects.

If you react, you communicate that you have no urge control and that you act on emotions.

This assumes you to be unreliable & not dependable.

Whether you like it or not, high-end professional people will notice these small details in your behaviour.

A dead give away of a reactive man is when he talks fast.

Talking fast shows that you dont think & operate on other people's time while not respecting your own.

It also makes the credibility of your dialogue shaky at best.

Because it indicates no thought was provided.

Intolerance is a trait of a leader who elevates everyone around him.

If you want to lead, you must become intolerant.

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Know that the degree of your tolerance is disproportional to the quality of your leadership.

The more tolerant you are, the lower the quality.

Because its not easy to uphold strong qualities & values.

Tolerance leads to erosion of your high standards.

Your responsibility as a leader is to create a culture where, whether its your followers, employees, family,

can grow and become exceptional in what you're directing them towards.

You need to protect this culture & cultivate it.

The protection of this culture will depend on

-your conviction to your leadership objective

-the values you need to uphold to attain this objective

-rejecting values that directly conflict with the attainment of your objective

Every time you compromise your leadership by accomodating lesser values through tolerance,

you not only weaken your own conviction, but you disrespect those who follow you,

who rely on your resilience to maintain the coherence & integrity of the culture you seek to build.

Men need to know when to take responsibility.

They also need to know when to refuse it.

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The word responsibility is being used as if its a mandatory quality for men to possess.

It's not. The conditions that make up the responsibility is what determines whether it should be upheld or not.

If a man is to take responsibility, he should first determine which domain it falls under.

If its family, unless they reached a level of disownment, responsibility meets no conditions.

It's a mans duty to carry as much as responsibility to alleviate his family's burden.

Outside family, responsibility should have at least one of 3 elements in exchange for upholding it:

1. An incentive
2. Authority
3. Leverage

Ideally you want responsibility to beget all three. Most of the time, you start off with only one.

Your new found duty must be rewarded in one way or another. Theres no reason to uphold anything unless you are rewarded. Its a waste of your time, effort & devalues your worth.

You might learn a thing or two, which can be valuable, but overall, it is value exchanged for nothing.

You wanna know the truth? My best friend just dropped me for no discernable reason in December when I was going through an unrelated mental breakdown (started in October) that required new treatment. To this day I have no clue what happened.

This has, without a doubt, been the most traumatic event that has ever happened to me. I had felt that maybe there was distance there, but I was trying to take care of myself. He reassured me he loved me just 1 week prior. Then, he said he was going to quit working with me.

He had been my business partner and literally helped me co-own my business. He requested his name be dropped from the company completely and that he needed to "put my family first" and find a different job. I don't know what that family first comment meant at all...

Then, he stopped communicating with me as frequently. This lasted a few days. He started acting extremely squirrelly and dodging direct questions. Very innocent questions like, "are you doing okay?" Again, this whole time I'm dealing with a genuine mental breakdown.

Last, he sent me a bizarre vague message, telling me that he didn't want to talk to me "in the foreseeable future" and cited some of the - honestly - most paranoid reasons for this. We live literally across the globe from one another. One of the things he accused me of was ...

I'm married to an Australian. I returned to Australia from the UK in October.

This is my experience of what happened to me when I arrived in the country during COVID.

I think it will help people understand how criminally bad our government's response has been. (a thread).

On arrival, passengers were escorted from the plane by armed police.

We were allocated a government-mandated hotel, and told to wait in a holding area.

Once processed we were led to a coach. Members of the Australian army lined the route to make sure no one tried to escape.

Once at the hotel we were taken off the coach one by one

An Australian police officer escorted me to my room, telling me in no uncertain terms that if I left it in any unauthorised circumstances for the next two weeks, I would be spending up to two years in an Australian prison.

During the next two weeks I was fed three times a day in polystyrene and with plastic cutlery. Below are some examples of the food. It was fine, but there was no control or choice.

After about eight days I was tested for COVID.

This was mandatory, and the first time I’d seen another human since the quarantine started.

Even though I was negative, I was told I could leave only once my 14 days of isolation were over.

Do you struggle with "office politics," like when Colleague got a promotion because they seem to have the same hobbies as the boss?

Do you have no idea how to play the game?
Do you recoil at the very word?

Then this thread is for you 👇

First, what exactly is "office politics?"

The definition I'll go with is that it's the actions people take to advance the things they care about in the workplace.

These can be:

1) The company hitting its goals
2) The success of one's projects and initiatives
3) A promotion
4) A plum assignment or leadership role
4) A change in workplace culture, values or process
5) The advancement of a colleague / group of people
6) Personal reputation

If you read this and think, "hmm, this list sounds boring and not at all bad," I agree with you!

Office politics has a negative connotation but is simply another manifestation of humans being complicated and having multiple, sometimes conflicting desires.

Our workplace desires feel more more high-stakes b/c:

1) there is clear hierarchy + power dynamic (ceos, managers, etc)

2) how we perform at work impacts our self-esteem, identity, and ability to sustain ourselves

3) we spend 1/3+ of our waking hours in our workplace

I want to tell you a story. It illustrates the low level, but unpleasant hassle faced by academics holding views deemed unacceptable by self-appointed defenders of public safety. I'm not going to name names. I'm not interested in facilitating a pile on. The abused is>>

robust and capable of looking after themself. I was sent a screenshot of the abuser's protected twitter narration of the incident. I've also seen it tweeted on here. I've no idea how it was leaked. I've not seen its authenticity challenged. >>

So to the tale. Dr X organizes a seminar with a symposium panel under the auspices of a Faculty in a large well known UK university. Dr Y who is a member of the university with a legitimate interest in the subject matter of the panel registers to >

attend. Y is known to hold what for sake of succinctness I'll call Gender Critical views. X notices shortly before the seminar is to begin that Y will be in attendance and goes into meltdown. Y is deemed an "anti-trans campaigner" which in the commonly accepted >>

rather than Pickwickian sense of these words is false. X contemplates a last minute cancellation of the event. Hurried discussions are held with senior faculty and eventually with the VC who insists the event must take place and Y must be allowed to attend. The event takes place>