“So, Y-Combinator shared a practical approach to finding – whether a founder solving the right problem or not. YC Shared that…..

Find the Problem which is —

• Popular
• Growing
• Urgent
• Expensive
• Mandatory
• Frequent

Let’s decode each one of these:

• Popular: Find A Problem that a lot of people are facing. You should avoid problems with only a small number of people are facing.
• Growing: Find the problem which is growing, so a large number of people will face problems in the coming time.
• Urgent: The problem needs to be solved very very quickly.
• Expensive To Solve: If you’re able to solve it then you can charge a lot of money for potential.
• Mandatory: Problems that are mandatory right so people can see the problem and use your product/service.
• Frequent: over and over again (— people are gonna encounter the problem over and over again and often in a frequent time interval.”

Source: Venture Crew

Recently read the second machine age again.

Here is how I make sense of all the various technologies gaining momentum.

IoT senses.

AI reasons.

Blockchain remembers.

web3 transacts.

The question is when will the converge?

Entrepreneur and venture capitalist Paul Graham on how to do great work:

“It’s essential to work on something you’re deeply interested in. Interest will drive you to work harder than mere diligence ever could. The three most powerful motives are curiosity, delight, and the desire to do something impressive. Sometimes they converge, and that combination is the most powerful of all.”

Source: How to Do Great Work

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There will be times when you are stuck in a negotiation, and all other things are failing. That time you need to use the word called ‘FAIR’. Like ‘Is it fair’?

As a negotiator, you should strive for a reputation of being fair. Your reputation precedes you. Let it precede you in a way that paves success.

First-principles thinking is one of the best ways to reverse-engineer complicated problems and unleash creative possibility. Sometimes called “reasoning from first principles,” the idea is to break down complicated problems into basic elements and then reassemble them from the ground up. It’s one of the best ways to learn to think for yourself, unlock your creative potential, and move from linear to non-linear results.

This approach was used by the philosopher Aristotle and is used now by Elon Musk and Charlie Munger. It allows them to cut through the fog of shoddy reasoning and inadequate analogies to see opportunities that others miss.

https://fs.blog/first-principles/

“Good choices create opportunities. Good habits make the most of them.” – James Clear

“Your net productivity is the balance of the productive and unproductive forces in your life.

A great deal of time and energy is spent thinking about how to increase effort, but there is a lot to be gained by reducing friction.

A car will travel faster not only if you press the accelerator, but also if you remove the speed bumps.”

James Clear

“In some areas of life, value is unlocked by starting. Even a five-minute workout or a short walk can reset your mood and benefit your body.

In other areas, value is unlocked by finishing. It does you no good to build a bridge halfway across the river. You need to complete the project to realize the value.

Do you need to start or finish? Are you building a body or building a bridge?”

James Clear

Source: Nutmeg

It means:

• Doing what you say you will do
• Being where you say you will be
• Sticking to commitments
• Being consistent in your responses
• Being who you are – not pretending to be someone else

“When I have been listened to and when I have been heard, I am able to re-perceive my world in a new way and to go on. It is astonishing how elements that seem insoluble become soluble when someone listens, how confusions that seem irremediable turn into relatively clear flowing streams when one is heard. I have deeply appreciated the times that I have experienced this sensitive, empathic, concentrated listening.”

Carl R. Rogers

“What we find is when people hit the brakes, become short-termistic, and become very reactive, they’re no longer able to control their own destiny—be it as an organization, as a leader, or even as a parent.”

Ari Wallach, founder and executive director of the futurist think tank Longpath Labs