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Don’t attach your identity to something that’s unsustainable. Optimize for sustainability Summary: Avoid attaching your identity to something unsustainable, such as a career, relationship, or investing strategy, as it could lead to devastation when it ends. Instead, focus on sustainability and longevity in all aspects of life, including friendships, careers, investing, and habits. Prioritize maintaining activities and relationships over short-term gains, aiming to live at 80% potential to avoid burnout and ensure long-term sustainability. Transcript: Speaker 1 I think it's super dangerous in any life to attach your identity to something that's unsustainable, whether it's being a model or having a certain career, having an investing strategy, If you attach your identity to something that you cannot sustain, when it ends, you're going to be morally crushed. It's just going to destroy you. And this like back to investing, the variable that I want to maximize for is how long can I do this for? It's not, can I earn the highest returns? It's, can I maintain this investing strategy for another 50 years? And I know that I couldn't earn a higher return this year and over the next five years, if I did something different. But I'm way less confident that I could keep it going and sustain it. And I think it's the same for relationships. Like you might be able to find a more attractive or a wealthier spouse or partner. But can you keep that going? Is it something you can maintain? I'm not interested in anything that's not sustainable. Friendships, investing, careers, podcasts, reading habits, exercise habits, if I can't keep it going, I'm not interested in it. And I think the only way to really do that is if you are going out of your way to live life at like 80 to 90% potential, if you're always trying to squeeze out 100% percent potential for something, Almost certainly it's going to lead to burnout, whether it's a friendship or a relationship or an investing strategy. So I think it's not easy thing to do. And if you're a type A person, it's almost impossible to do. But going out of your way to live life at 80% has always been a strategy that I want to do just because I want to keep it going for a long time.

#702 — Morgan Housel — Contrarian Money and Writing Advice, Three Simple Goals to Guide Your Life, Journaling Prompts, Choosing the Right Game to Play, Must-Read Books, and More

The Tim Ferriss Show

Level's Company Onboarding Process Summary: The company has a well-guided onboarding checklist for all employees, which spans over a full month. Each new employee is guided to take onboarding seriously, and not expected to start producing for the first month. There is emphasis on reading specific documentation that outlines the company's culture, which is highlighted as significantly different from past experiences. The company eases new employees into the transparency of operations and has a unique practice of requiring employees to update the onboarding process at the end of the month, reflecting the value that 'everything's written in pencil' and is subject to change. Transcript: Speaker 1 And we have an onboarding checklist in notion. We have a template. We copy it for each new person that joins and they have a set of tasks that they do each day. It's pretty well guided. I can share the template with you if you're curious. That'd be amazing. Speaker 2 I would love that. Is this for all employees or EA specifically? All employees. All employees. Okay. Speaker 1 And there is a video of me at the start of each week. It's a loom where I specifically say, Hey, at this point, people usually want to skip onboarding and start jumping into their tasks. Don't do that. It's always a mistake. Really take onboarding seriously. Our onboarding process is a full month. And we don't expect people to start producing for a month. It really does take that long for a lot of people to get fully up to speed. And we help guide them in more slowly. Read these books. Read this documentation that we have about how we built our culture, especially for our case, because the way that we operate is very different than a lot of people's previous experiences. And so it's pretty jarring when you see a lot of the transparency of when your first one on one gets published to the rest of the company, it's pretty jarring. Speaker 2 And so we try to ease people into these things. You know, it's also going to be jarring is if you become a public company, yeah, totally. Things will have to change a bit. Probably. But yeah, continues. All right. That's a job. Speaker 1 That's true. And over time, people get used to it over the course of about a month. I think the biggest thing is the cultural assimilation. In our case, has been the biggest hurdle over the course of onboarding is getting people reading the memos, practicing some of the things. One of the cultural values that we have is everything's written in pencil. But also you can change things here. And one of the things that we do is at the end of onboarding, everybody is required to update the onboarding process for something that was out of date, and then post to a channel confirming What they changed and just giving a list of what they changed. And it's pretty weird for people, especially those who come from larger companies, like when they've had, you know, the same onboarding process that the company's had for 20 years, And then they go in the actual files and edit it themselves. I'm a new employee.

#694 — Sam Corcos, Co-Founder of Levels — The Ultimate Guide to Virtual Assistants, 10x Delegation, and Winning Freedom by Letting Go

The Tim Ferriss Show

Risk tolerance in org change: When 1 bad thing happens, don't pave over it with rules Transcript: Speaker 1 Two is, and Sam, like you and I have talked about this a million times, like there is such a bias around risk where it's like this thing happened once. Now we make a rule for it. Now we have to uphold that rule in perpetuity. And that is what we call work debt. We don't even know if that one thing would ever happen again. But now we have hours and time and money and cycles and cycles and cycles probably forever because let's be honest, we're never going to unwrite that rule for what might have been a one Off. And so on the one hand, I think like that person's perspective is really valid. On the other hand, I'm like, if you want to be strategic, you have to learn to look at risk a little bit differently, which is that you can never eliminate it. You are always doing stuff with the issue in the rear view.

The Future of HR — Building Your Capabilities, Pt. 1 - Getting to Level 3

At Work with The Ready

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