The Diary of a CEO

I have watched many videos from this channel and to be honest I thought the book should be interesting to read:

Pillar 1: The self

1: Fill your 5 buckets in the right order: knowledge (what you know)-> skills (what you can do) -> network (who you know)-> resources (what you have) -> reputation (what they think of you).

You can’t pour from empty buckets.

These 5 buckets and order makes sense to me. It starts within you and then you can’t expand. You have your shit together? Then you can reach out. And the first two are the foundations and must be rock solid.

2: To master it, you must create an obligation to teach it

Based on the Feynman Technique, the author version: 1)Learn, 2) Teach it to a child, 3) Share it and 4) Review.

3: You must never disagree

Key factor for master communications, negotiations, conflicts, etc. Based on studies, disagreement “shuts down” part of your brain.

Even when you are right, if you want to reach to a positive outcome, listen to the other person and be sure he/she feels “heard” and then reply in a way that makes it feel “understood”. So build bridges and not walls. Disagree less, understand more.

4: You don’t get to choose what you believe.

Based on Daniel Kahneman, we dont have evidence from most of our important beliefs, we just trust our environment (family, tribe, etc) And it make sense, if I were born in somewhere else, I am sure I would have different beliefs.

So how to change a belief depends on: 1) Person’s current evidence 2) Their confidence in their current evidence 3) The new evidence 4) The confidence in that new evidence

So we can change belief if the new evidence sounds as good news and it is not a direct attack to the current one.

But thinking of yourself… to change your own-belief you need to get out of your comfort zone (where your existing evidence is believed), and get to the growth zone, where you can find new evidence for changing that believe: ie: afraid of talking to girls…. you will have to talk to one (not a million in one day), rinse and repeat.

Growth happens when you start doing the things you aren’t qualified to do.

5: You must lean in to bizarre behaviour:

“lean out” = being so arrogantly sure you are right that you refuse to listen/learn/read new info. This happens when something (a change) threats your status-quo = cognitive dissonance

So lean in, because change is only going to get faster.

lean-in: study and ask honest questions: why am I believing what i believe? Can be wrong? Do I understand (I am leaning out)? Am I following a trend?

“Shimon Peres solution” = hold two conflictive instances and resist the urge to force two things to make sense

For me this is a bit hard to swallow to be honest:

Don’t block people that you don’t agree with, follow more of them. Don’t run from ideas that make you uncomfortable, run towards them.

If you live avoiding risk, you are risking missing out on life (love, work, etc)

6: Ask, don’t tell.

Questions elicit an active response. They make people think. Use “Will you xxx?” for your questions and get to Yes/No. And this helps to make changes. “Will you go to dance tonight (alone)?” “Will you talk to talk to a girl?”

Ask questions of your actions, and your actions will answer

7: Never compromise your self-story:

You can’t quit when no one is watching (Chris Eubank Jr boxer)

Everything you do – with or without an audience – provides evidence to you about who you are and what you are capable of

You self-story and the mental toughness/grit/resilience that you have is more important than anything else for achieving your goals in business and life.

Choose to make the hard thing. Prove to yourself (in a thousand tiny ways, at every possible chance) that you have what it takes to overcome the challenges of life. If you do, you will have a robust, positive, evidence-based self-story.

8: Never fight a bad habit:

I need to read “Hooked” by Nir Eyal (I read already other book from him). So an habit loop consist of: 1) routine (actual behaviour), 2) cue: the trigger of the routine 3) reward: (result/impact of the routine)

So if you want to change a habit, you need want to change the cue and the reward. And figure it our which one it is. Make a change at the time (willpower is limited so use it wisely)

Your habits are your future (and your base for anything else)

9: Always prioritise your first foundation:

You only get one mind and one body… use/invest/care for them wisely

Pillar 2: The Story

This is very marketing/sales specific pillar. Our decisions are not driven by sense, they are driven by nonsense created by social cues, irrational fear and survival instincts.

10: Useless absurdity will define you more than useful practicalities

This mainly for marketing and reminds me to the pickup artists trying to differentiate from the rest of guys, or football players to tattoos, etc.

Your public story will be defined not by all the useful practical things that you do, in many cases, not even by the products that you sell, but by the useless absurdity that your brand is associated with.

I think that help at the beginning but still you need to have a good product, if not, that hype will wear off sooner or later. And this is not for the risk-averse people.

Normality is ignored. Absurdity sells.

11: Avoid wallpaper (neutral/blunt) at all costs:

Habituation: in-built neurological capability that helps us to focus on what matters and ignore the things that our brain doesn’t consider important (concentration camps, ghettos, etc)

Semantic satiation: Related to the above, the more something is repeated, the quicker lose its meaning. There are exceptions like terms related to survival.

Optimal level of exposure: Based on the above points, too much exposure reduces the attention but you need some to get some liking. So this is used in marketing, music businesses to get you.

In order to be heard, tell stories in an unrepetitive, unfiltered and unconventional way.

12: You must piss people off

Related to 11). Indifference (people dont love or hate you) is the least profitable outcome for a marketer. But be aware of the “wallpaper effect”

13: Shoot your psychological moonshots first

This is the scariest law of all as it is how we are manipulated by the big companies (ie Uber)

A psychological moonshot is a relatively small investment that drastically improves the perception of something.

So these are five of them:

Customers will judge their entire experience on just two moments: the best (or worst) part and the end (driver kindness).

Idleness aversion: Keeping waiting customer busy by giving them something to watch or engage with, they would be significantly happier and less likely to cancel.

Operational transparency: explain each step going on behind the scenes to show the rate of progress during the wait.

Uncertainty anxiety: Customers dont want faster delivery, they want less uncertainty about the delivery. It is less stressful psychologically to know something negative is going to happen (pizza delayed 30 minutes) than to be left in uncertainty (no idea when the pizza is coming)

Goal-gradient effect: Speeding up near the finish lane. What motivates us most is how close we are to achieving a goal: we work faster the closer we are to success (ie. cafe’s reward programs, linkedin profile, etc)

It is nearly always cheaper, easier and more effective to invest in perception than reality.

Biggest progress in the next 50 years won’t come from improvements in technology, but in psychology and design thinking.

Invest in shaping perceptions. Our truth is the story we choose to believe.

A lot of references to Rory Sutherland.

Another example of Moonshot is the ordering screens from McDonals, reported to increase sales 10% and customer satisfaction without changing anything else.

14: Friction can create value

Sometimes your customers will want your product more if you make their experience at certain level, worse (ie: Cocacola (sweet) vs redbul (bitter but give you wings… search engine taking some time but showing what is doing.. cook your meat in a stone) Making things easier isn’t necessarily the path to a psychological moonshot (law 13)

Value doesn’t exist. It’s a perception we reach with expectations we meet.

15: The frame matters more than the picture:

Framing: How something is framed affects how consumers perceive and value the brand (iphone, luxury clothing, etc) Reality is nothing more than perception and context is king. Context creates THE value

16: Use Goldilocks to your advantage

Goldilocks is a type of anchoring: cognitive bias where individuals rely too heavily on seemingly irrelevant information (anchor) when making a decision: ie presenting two extreme options next to the option you want to sell (properties, flight tickets (economy, standard, premium), etc) = Never show people only one option.

17: Let them try and they will buy

Based on “endowment effect”: cognitive bias that causes people to overvalue an item simply because they own it, regardless of its objective value (Apple stores)

18: Fight for the first 5 sec

For the author, this is the most important part of his marketing company success: we told the most captivating, surprising and emotional stories.

When a storyteller understands that absolutely nobody cares about them as much as they do, they tell captivating, emotional, punchy stories that you have no choice than paying attention.

In a world where our attention spans is shrinking, attention might just be the most generous gift that anyone can give.

Pillar 3: The Philosophy

19: You must sweat the small stuff

The easiest way to do big things is by focusing in the small things (that others ignore). The base here is “kaizen” = continuous improvement (Toyota) But this is not an overnight success, it takes time (a lot), investment (ideas coach) and belief. But dont pay for creating suggestions, if you attach a financial reward to ideas, it can eliminate people’s genuine creative energy and ambition. And when a hobby becomes a job, motivation drops (being a baker???)

20: A small miss now creates a big miss later

Related to the above but in the negative way. +1% improvement compounds a lot in the long rung, but -1% does too. And the idea is keizen is not just for business, you can use it in your personal and sentimental life.

Pursuit of perfection is a matter of discipline, not heroism.

21: You must out-fail the competition

From the world of IT, this is the new normal. Fail fast and often.

From my lovely JB: Failure and invention are inseparable twins. To invent you have to experiment. Big winners pay for so many experiments (kind of investing I guess)

The biggest cost is not failing, it is missing an opportunity to grow and wasting time to learn a new lesson regardless of the outcome.

Get to the 51% certainty and make the decision. Perfect decisions exist only in hindsight. The real cost of indecision in business is wasted time, that could have been used failing your way to knowledge.

Ideas to introduce this pro-failure culture: 1) Remove bureaucracy: small teams, with authority, trust, resources and no sign-offs 2) Fix the incentives: words need evidence, incentives and examples to bring them to life (you need to prove that you want to implement a pro-failure culture) 3) Promote and fire: clear, people who play ball with the culture, promote. The mood-hoovers, out. 4) Measure accurately: establish visible KPI and clear goals and make everybody responsible. 5) Share the failure: evident

22: You must become a Plan-A thinker

Maybe you should put all your eggs in one basket. Having a back-up plan has been shown to potentially hinder your performance by making your less driven to hit your primary goal.

Yes, this can ge difficult to swallow. But being risky doesnt mean being reckless.

23: Don’t be an ostrich = don’t hid from Problems/Reality in business and life.

We are motivated (too) by avoiding discomfort. Most people dont want to acknowledge that uncomfortable truth that distraction is always an unhealthy escape from reality.

Pain in life is unavoidable, but the pain that we create by trying to avoid pain is avoidable.

How to deal with discomfort and avoiding procrastination: 1) pause and acknowledge (that something is not right). 2) review yourself: feelings, behaviour and emotions. 3) speak your truth: talking about our disconnections, create more connectedness. 4) seek the truth: listen to understand.

When you refuse to accept an uncomfortable truth, you are choosing to accept an uncomfortable future.

24: You must make pressure your privilege

This is another pill difficult to swallow, but I get the point. Pressure can be good if it is at certain level and your relationship with it. It is like the tension for that exam, futsal game, combat, etc. There is where you grow and show your value. As well, too much comfort, is not good for your mind, body and emotions. I dont want a job that stress me out everyday, where I lose sleep, appetite, joy of sport, etc. I want to improve and like building muscle or learning anything you need to put effort and that needs some kind of pressure on it. If you believe stress is all bad, then it will be bad. If you find value, you grow (and survive). And to be clear, pressure as privilege is when it is viewed as something voluntary, meaningful and high autonomy. The contrary: compulsory, meaningless and low autonomy is psychological pain.

So how to make your pressure your privilege: 1) see it: dont deny it, acknowledge it. 2) share it: it is a way to create resilience. 3) frame it: recognize the positive role and powerful signal it represents. 4) use it: dont fight it, use it.

If you are looking for growth, choose the challenge.

25: The power of negative manifestation:

Key question: “Why will this idea fail?” This fight the following bias: 1) Optimism bias: you focus only in good things and ignore bad ones 2) confirmation bias: you only pay attention to information that supports your ideas. 3) self-serving bias: it leads us to believe that our success or failure is a result of our own skill and effort. 4) sunk-cost fallacy bias: this makes us stick with a decision – even when evidence suggest that is was a bad one. The is the law to know to cut your loses short. 5) groupthinking bias: this prevents a group fro asking “why will this fail?” because they dont want to disagree with the group.

Similar technique is the “pre-morten” analysis: thinking of failures before a project has started. This is different from “what could go wrong?” How to setup this: 1) set the state: gather relevant team members and explain the goal of this analysis 2) fast-forward to failure: imagine a failed scenario with all its details 3) brainstorm reasons for failure: each one individually and on paper. 4) share and discuss: foster an open and non-judgemental discussion. 5) develop contingency plans: based on identified risks and challenges.

You can apply this not just to business: career path, partner and investing.

26: Your skills are worthless, but your context is valuable

Lessons: 1) our skills hold no intrinsic value: value is what someone is willing to pay. 2) The value of any skill is determined by the context in which it is required (amen). 3) The perception of a skill’s rarity influences how much people value it 4) people will asses the worth of your skill based on how much value they believe it can generate for them.

27: The discipline equation: death, time and discipline

We have a limited time, acknowledge your mortality, then you can prioritise what truly matters.

Discipline is the ongoing commitment to pursuing a goal, independent of motivation fluctuations, by consistently exercising self-control, delayed gratification and perseverance.

discipline = value of the goal + reward of pursuing – cost of pursuing.

We don’t have to be smarter than the rest. We have to be more disciplined than the rest.

Warren Buffet

Pillar 4: The Team

28: Ask who, not how

Richard Branson, dyslexic, created business with $24B annual sales. “I am just good with people. Being dyslexic. I had no choice but to delegate”

“I’ve long given up hope of becoming an expert in the things I am not good at” you find who is the best for that and you focus in your best. Everybody wins.

Every company is simply a recruitment company (the CEO can’t do everything well)

Your ego will insist that you do. Your potential will insist that you delegate.

But if you are the last link in the chain????

29: Create a cult mentality

This one touched a fiber on me… I can’t tolerate companies that try to brainwash you with their culture. But I get the point for this law.

In my first job, I enjoyed the team, we had our culture, although our management and company culture were horrendous.

And honestly, this is what I am looking for in a job. I had a bit for a bit in my longest spell, because the CTO was the smartest guy I ever met and he set the bar for everybody else.

The most important decision you will make when you create a company is hiring the first ten people.

Steve Jobs: Just get A players. Then they will only want A players, etc etc

Ingredients of a cult: 1) Sense of community and belonging. 2) Shared vision. 3) An inspirational leader. 4) An “us vs them” mentality.

But, cults are not sustainable long term. So create a culture that is sustainable: 1) people are authentically engaged 2) with a mission they care about 3) trusted with a high degree of autonomy 4) sufficiently challenged in their work 5) given a sense of forward motion and progress and 6) surrounded by a caring, supportive group of people that they love to work with.

30: The three bars for building great teams

They are: fire, hire and train. Fire the bar lowers, hire/promote bar raisers, train the rest.

Hesitating to fire someone that is negative for the company, can be the biggest regret in a business. Nobody is above the “culture/team” (Sir Alex Ferguson at MU)

The definition of the word “company” is just a group of people.

31: Leverage the power of progress

Based on Sir David Brailsford’s theory of “marginal gains” for British Cycling team.

People want a feeling of progression, and if we aim for perfection, we will fail, because perfection is so far away

it is quite easy to make small incremental changes and make them stick (atomic habits) and that produces leverage.

The key to overcoming that discomfort and preventing procrastination is to split the task into easy, achievable micro-goals (I feel that)

How to create the perspective of progress: 1) create meaning 2) set clear and actionable goals 3) providing autonomy 4) removing friction 5) broadcasting the progress

32: You must be an inconsistent leader

Every person is different so you need to be able to treat each one in a different way (motivation wise) (ie Sir Alex Ferguson again, he was a emotional savant) So one-size-fits-all, doesnt work.

Great leaders are fluid, flexible and full of fluctuation. They are whatever shape they need to be to complete your motivation.

33: Learning never ends:

This is cristal clear. Keep learning, keep growing and be happy.

Thinking in Systems

I struggle to give a good summary of this book. My take is how to see systems (a very generic word) in the big picture as most systems are too complex to understand how fully work (economy, stock market, etc). In general, once we see the relationship between structure and behaviour, we can start to understand the system and modify it. You can’t know a system just by its parts. Look for the interconnections of those parts.

A system is formed by “stock” (water in a reservoir, mineral deposits, etc) and the stock changes overtime due to the actions of “flows” (rain = inflow, evaporation = outflow, mining = outflow, etc) Inflow increases the stock. Outflow decreases the stock. If the rate of inflow and outflow is identical, you have a system in a state of dynamic equilibrium. You want to see the systems behaviour based on time. Generally, stocks change slowly compared with the rate of change of in flows. So stocks act like a “buffer” in systems. A feedback loop is formed when changes in a stock affect the flows into or out of that same stock. You have two types of feedback loops: balancing (seek stability and resistance to change) and amplifying/reinforcing (can cause healthy growth or destruction) (ie: learning piano, the more I practice, the more I learn, the more keep practicing and so on). Doubling time = 70/growth rate (It takes 14 years to double your money in a back at a rate of 5%) In real systems, a single stock can be influenced by several types of feedback loops (with different directions and strengths)

The information delivered by a feedback loop can only affect future behaviour (can’t have an impact fast enough to correct the behaviour triggered the current feedback). And there will always be delays in responding. As well, because systems often have competing feedback loops working at the same time, the loop that dominates the system will determine the behaviour. You can have shifting dominance of feedback loops (dead rate vs birth rate)

System dynamics models explore possible futures and ask “what if” questions. Testing the value of a model: 1) Are the driving factors likely to unfold this way? 2) If they did, would the system react this way? 3) What is driving the driving factors?

Dynamic systems studies are designed to explore what would happen if a number of driving factors unfold in a range of different ways.

Systems largely cause their own behaviour. Systems with similar feedback structures produce similar dynamic behaviours, even if the outward appearance is not similar (population vs industrial economy, coffee cup cooling vs radioactivity decay)

A delay in a balancing feedback loop makes a system likely to oscillate (ie: response of orders and deliveries in a car dealer). Delays are pervasive and are strong determinants of behaviour. Changing the length of a delay may (or nor) make a large change in the behaviour of a system.

Examples of two-stock systems:

  • A renewable stock (capital) constrained by a non-renewable stock (oil): oil company: Non-renewable resources are stock-limited. The entire stock (oil) is available at once and can be extracted at any rate (limited by extraction capital). The faster the extraction rate, the shorted the lifetime of the resource.
  • A renewable stock (capital) constrained by a renewable stock (fish): fishing company: Renewable resources are flow-limited. They can support extraction indefinitely but only at a finite flow rate equal to the regeneration rate;

No-physical system can grow forever in a finite environment.

Scale Systems 2024, MS GenAI for beginners, Federer, Whisper WebGPU, Starlink TCP

Scale Systems 2024 (videos): GenAI Training: Short but interesting video. Main failures: GPU, memory and network cables 🙂 For the Network side, I liked this screenshot. Still they are able to build two 24k GPU cluster with IB and RoCE2.

MS: GenAI for beginners.

Federer: Effortless is a myth (without hard work there is nothing), It’s only a point (resilience, present), life is bigger than the court.

Whisper WebGPU: Real-time in-browser speech recognition

Free Matrix Multiplication: This looks like a big deal.

Starlink TCP: Very quick summary, control protocols with Selective Ack perform better. The ping analysis is quite good. Being able to see that each 15s you are changing satellite, is cool.

Intro LLM, LLM bootcamp, Computex 2024, UALink, Aurora, Arista AI Center, Kubenet, Nutrigenomia, Videos

Intro LLM

LLM Bootcamp 2023:

NVIDIA Computex 2024: It seems they are going to yearly cadence for networking kit. They showed plans for 2025 and 2026… I liked the picture of a NVLink spine and the huge heatsinks for B200….

UALink: The competition for NVLink. This is for GPU-to-GPU communication. UltraEthernet is for connecting pods.

Aurora supercomputer: Exascale broken. Based on HPE slingshot interconnect (nearly 85k endpoints) Everything else is Intel.

Arista AI Center: it seems they are going to team-up with NVIDIA. Some EOS running on the nics.

Kubenet: Seems interesting but only supporting Nokia SRLinux at the moment.


“Lo que hicimos fue un trabajo personalizado en el que cuidamos todos los aspectos de la nutrición y buscamos la regeneración y la correcta expresión de sus genes.”

fisiogenómica: Yo lo llamo así porque mezcla fisioterapia, nutrición y nutrigenómica. En cada persona tenemos que buscar por síntomas, análisis e intervenciones qué alimentos limitar por producir una mala expresión genética, pero todas las pautas están basadas en la Pirámide de la Dieta Mediterránea”


Bear Grylls: Be kind, never give up.

Born To Run

I can’t run for the last 4 months so reading this book has been a bit annoying… but increases my desire to get to it.

To be honest I didnt have a clue about the book apart of running. It started to get hooked slowly and at the end, I was eager to know if the race was going to happen, who was going to race and how was going to finish.

The center of the book is about the Tarahumara and their tradition of long distance running with basic kit (sandals) and frugal diet (mainly based on corn and beans). Thinking coldly, all looks a bit too romantic but it is a hard life.

Things I learned:

Tarahumara consume a lot fo Chia seeds. It seems it easy to grow (other) but I think I would need a big space to produce enough quantity for one year consumption?

Benefits of barefoot running (Daniel Liberman) and it seems that endurance running was the key difference with Neanderthals when the ice age ended and things got warmer and it was the only way to hunt in the savanna: outlasting your prey. Arthur Lydiard is the father of modern running training. Supports barefoot running. It interesting the data showing the increase of injuries with the advance of running shoes technologies… And the history about Nike and Lydiard and Bowerman (his mentor). Still getting to that level you need to make a slow transition. Need to research about this.

The crazy stories about Jenn Shelton and Billy. Party ultrahard and then ultrarun: epic.

Scott Jurek diet is vegan: vegetables, fruits, grains and legumes. recipes.

Caballo Blanco died at 58 running.

WOW – Llama3 from Scratch – Banana Peel – Efficient KAN -SkyVERN – chat.lmsys – wifi airtag – Videos – Deep Learning interviews

Sell WOW hardware: I have never been a gamer, still I found this history very interesting.

Llama3 from scratch: Totally out of my paycheck, but really appealing if you want to learn LLM

Deep Learning Interviews:

Banana Peel food: I would like to be better at using my food and this looks like a great idea. And I read you can make even flour from the peel and fertilizan (due to the high concentration of potasium)

Efficient KAN: I dont really get this fully but looks like a big thing.

SkyVERN: Using LLM for managing browser-based work-flows. I saw something similar some weeks ago. I would like to give it a go to this because would be a game changer for automating many task that they dont have “natural” automation (something you can program and interact directly: API, etc) Compare random LLMs. I think it is interesting because you can use the latest LLMs without having a subscription. I have used once.


Adam Alter: Build curiosity (I dont ask enough questions..) Experiment (dont accept the status quo, doubt things that are giving for granted) and then maximize. Maximize into everything, you are going to get stuck. Take action.

Simon Sinek: Serve to whom serve you. Give me the honor to sit in the mud with you. Very emotional video, have to watch it again.

Apple AirTag and StarLink: Something you think it is harmless but them, I didnt know, you can even query freely! A bit scary. So switch-off your wifi router when not using it 🙂

Be Useful

Completed this work today. Quick summary from the author himself: “Work works”. “Pain means growth”

I am not a fan of famous people as I think most of them are overrated. Although I will always say his movies were very important as a child/teenager: Terminator 2, Conan, Predator, Commando. They are my favourites. But it seems to me this book was about the person so gave it a go.

He starts the book with the end of his political career due to cheating to his wife and the 2008 crisis. That made him to start again…

He shows the seven rules he is using in his life and I think the order is important because they start with yourself and at the end is more about others. It builds so you can “Be useful”.

1) Have a clear vision : You dont have to have everything worked out but have a overall goal. It’s like, why are you going to the gym? What’s your mission? He had his vision very early in life, but still it works at any stage. Make the space to get that vision: just walking can be very good. And to be honest, I have found going for a walk quite revealing lately, although I just talk to myself, it feels good to think aloud. And when you look at the mirror, is what you see what you want to be?

    2) Never thing small: If you have an idea, go all in (no plan-b): “Wenn schon, denn schon” Ignore the naysayers, it is your dream, your life, your growth (whatever is the outcome). Seneca quote: “If you dont go through struggle, you don’t have a life”. There are several Stoics quote a long the book and that surprised me.

    3) Work your ass off: That works 100% of the time. He says one the bases of success is repetition, repetition, repetition so it makes perfect. Embrace the boring stuff (fundamentals) and do often. Pain is temporary, the outcome is permanent. And you need to follow up (something the reminds me of a Russian saying: Trust but check). And you have time for it, make the numbers!

    4) Sell, sell, sell: This makes sense obviously for business but personally, I need to do it in dating too. You can be a great catch, but if nobody knows about it, then…. So people need to know you and you need to know “who” is really the customer. And be yourself, own your (hi)story, for good and for bad. And in business , let them underestimate you, use it in your favor.

    5) Shift gears: This is about to learn to adapt to changing situations. From learning from mistakes to change your mind when required. And learn to find the positive in shit moments. This is “amor fati” as defined by Stoics. Complaining is too easy and doesn’t get you anywhere. You learn from hardship. If you win the lottery, you will not look at the money as if you had build a successful business. Reframe failure, it is part of the learning process (ie: WD40 – there were 39 failures before…) Break the rules, make things better and not because they are that way. Risk is relative, really, what do you have to lose?

    6) Shut your mouth and open your mind. This is about learning, always be open to learn (from anybody, any moment) So learn by listening. Be curious, as the “how” and “why”. Be that sponge. And with all that, put it in a good cause. It is interesting he criticises the current education systems as it seems you must have a degree to be successful and be rich. Firstly, you could have a good life being a baker that is fulfilling and do something good for the community.

    7) Break the mirrors: And this is where you destroy the ego (you are not self-made) because from most of the other rules, they look very individual but then, you get here and you realize is not about you. It is about giving back so everybody wins. Can be small or big, depends on your circumstances. So be useful.

    Screencasts and videoplayer

    For some time I wanted to record a video in my laptopp so I could watch it offline. I found OBS but looks too much for what I want and then vokoscreen came along. I used it, it is easy and does the job.

    Then I realized that VLC stopped working (need to investigate why and try to fix)… so I need another videoplayer. Again, I want something simple, and tried Kodi, I thought I was a bit too much, but I didnt have to install too many packages and it worked. So for for now, I have a videoplayer, although I miss vlc.

    Leaders Eat Last

    I bought this ebook some months ago as a recommendation and then after watching a video (need to finish it) of the author, I went to the book.

    The main source of examples in the book are the military where he shows the success is based on people believing and action in a bigger goal than themselve: the mission and your team mates.

    As well, he put example of a few companies that have built a personality/culture where people feel identified and they survive the worst moments. And there are examples of the opposite, where companies like Goldman Sachs, GE, etc have a culture of immediate profit, individual success at any cost, that are negative in the long run.

    He mentions dopamine and oxytocin as hormones impacting our behaviour. Dopamine is the quick/easy hit satisfaction (watching youtuvideos….) and oxytocin is the making you happy with social interactions. In our modern world, dopamine is not the choice and oxytocin should be the long term aim.

    As well, he takes the AA as an example where people success if follow the rules, and the most important one is the last rule, to be a leader/mentor of another person.

    One of the disconnections we have at work is the abstract challenge (we want to be number 1, we want to be the best, etc) that doesnt really resonate with most people and doesnt create any connection. Without that connection, that meaning, you dont fight. So that put in context in another part of the book, that most of the times, our best memories at work are moments of straggle (that tough project, that bug at 2am, etc). So you go through that if you have a connection with the company, culture and people (that releases oxytocin). If not, you will not last long there.

    Another part talks about the destructive abundance. We live in a world where we have everything…. so we want it all. This part gives away some leadership leason:

    1- So goes the culture, so goes the company

    2- So goes the leader, so goes the culture

    3- Integrity matters

    4- Friends matters

    5- lead the people, not the numbers.

    In my personal view, at the end all looks very nice, but most of cases, it seems the solution or change needs to come from the top and can be overwhelming. But still we can “lead by example” in our small part. You can lose your job but you can’t lose your integrity.

    Good book. Again, I should read it again and take notes.

    Bakeries -p3

    Second visit to KEIT: This time I tried “Weizenbrot” . Ingredients: Natural sourdough, red wheat, whole grain rye, wheat 550, water, thermal salt. Again, amazing bread!

    Bäckerei Siebert: This is a very German bakery. There was a queue when I got there and it was going to close soon I think. I bought some pieces of cake and a small black brot. Maybe arriving earlier I could have seen a better selection of bread. My german is still pretty bad so I kind off pointed to the things I wanted to try without being too sure. One was carrot cake, other cherry cake, and the other not sure. They were tasty anyway.

    Bäckerei Kädtler: via link. This is a kosher bakery. I got a bit late as is far from home, and it was nearly empty! So I only tried three biscuits. They were nice (nothing crazy) and not very sweet so I liked that. So need to get there first thing in the morning to really taste the good stuff.

    Hacker Bäckerei: This was a visit just by chance after trying Kadtler (above). I was in the area, checked google maps, the pictures looked nice, went for it. It was a blast! I didn’t try any bread, nothing caught my eye but I tried two “cakes”: Splitterbrötchen (slivered rolls ) and Apfelsandkuchen (sand apple cake). The first one is like a slightly sweet/soft bread. And the second was a big piece of cake! and tasty! Really happy with the discovery. Later I checked in the internet about the place and has interesting reviews. link1 and link2. This a proper East Berlin bakery. I need to come back earlier and try other cakes and bread (sourdough). As I got pretty late the backerei was pretty low in product. It closes at 12:30 I think so that is a signal that is a very local shop 🙂 So next time I need to get there first thing in the morning.