Tom Cruise reveals why he stopped sharing his dreams
"I just had dreams and I would write these goals down and I didn't share them with people"
"I remember as a kid I told people what I wanted to do and then it was just somehow kind of too much for some people"
"They're like you know, what are you talking about kid?"
"And so I stop telling people and now kind of over the years you just kind of reflect on what those decisions were and what the dreams were"
"And just kind of I wanted to be here for the rest of my life and make movies"
Jeff Bezos explains the Wandering Rule behind real invention:
"When I sit down to work on a problem, I know I don't know where I'm going."
"To go in a straight line, to be efficient, efficiency and invention are sort of at odds."
"Real invention, not incremental improvement... real lateral thinking... requires wandering."
"You have to give yourself permission to wander."
"A lot of people feel like wandering is inefficient."
"I don't know how long the meeting is going to take if we're trying to solve a problem."
The useful distinction:
Use efficiency when the path is known.
Use wandering when the problem is still being discovered.
Most teams kill invention by demanding a straight line too early.
“If you haven't read hundreds of books, you are functionally illiterate, and you will be incompetent, because your personal experiences alone aren't broad enough to sustain you.”
— James N. Mattis
jeff bezos on why playing the long game beats everyone:
1. most things we built took five to seven years before they made the company a single dollar. customers got value right away. but shareholders had to wait years. that gap is exactly where almost everyone gives up.
2. when you hit a problem, never accept either/or thinking. don't choose between two good options invent a way to get both. you can invent your way out of any box if you actually believe you can.
3. listen to customers obsessively. ignore them and you'll go astray. but they won't tell you everything. it's not their job to invent for themselves. you have to invent on their behalf.
4. if you think long-term, you have to be willing to be misunderstood. anything new and disruptive looks wrong in the early innings. we got called amazon.toast and a lot of things i can't repeat here. that's just the toll.
5. when people criticize us we ask one thing: do we actually think we're right? if yes, we keep going. if we think they have a point, we fix it fast. but we never cave just because the pressure wants a short-term answer.
6. thinking in five and seven year frames is far rarer than you'd guess. that's the whole reason it works. while everyone else chases the next quarter, you're quietly building something they can't touch.
Paul Graham on the importance of urgency:
"Cultivate a habit of impatience about the things you most want to do. Don't wait before climbing that mountain or writing that book or visiting your mother. You don't need to be constantly reminding yourself why you shouldn't wait. Just don't wait."
This is why smart people rarely build businesses
Jensen Huang stood in front of a room of Stanford graduates and told them he hopes they suffer.
He wasn't being cruel. He was being precise.
His argument: people with very high expectations have very low resilience. And resilience, not intelligence, is what decides who actually makes it. A Stanford grad has spent their whole life as the smartest person in the room. They've rarely been tested by real failure. So when something finally breaks, they break with it.
Then he said the line every founder should sit with: "Greatness is not intelligence. Greatness comes from character. And character isn't formed out of smart people, it's formed out of people who suffered."
He would know. At nine, Huang was scrubbing toilets at a Kentucky boarding school his family hadn't realized was a reform school. As a teenager he bussed tables at Denny's. In 1993 he started NVIDIA in a Denny's booth, and nearly lost it more than once in the years that followed. The character was built decades before the valuation showed up.
This is why he uses the words "pain and suffering" inside NVIDIA with what he calls great glee. He isn't trying to shield his best people from the hard part. He's trying to give it to them on purpose.
Talent gets you into the room. The people who stay are the ones who were broken once and learned they could rebuild.
You're supposed to use every unfair advantage you have. Looks, genetics, connections, dad's money, whatever.
There's nothing noble about choosing the hardest path just to feel like an underdog.