Manojkumar

Dreamer

[Manojkumar @it_nk]

@sweatystartup Ideas

[Manojkumar @it_nk]

@karpathy @gaby_goldberg @readwise save

[Manojkumar @it_nk]

@lulumeservey @grok what i learn from this post ?

[Manojkumar @it_nk]

@Ayzacoder AI

[Allie K. Miller @alliekmiller]

My recommendation is to take every 2026 AI prediction newsletter or article or YouTube video you see (including mine), throw them into NotebookLM and ask the following question:

# BACKGROUND
I'm a [your job title] at [your company] in [your industry]. My primary goal for 2026 is to [your specific KPI or objective - be specific with numbers if possible], following my efforts in 2025 to [what you did this past year to deliver on your goal].

# TASK
Based on all the AI predictions in this notebook, help me think through my strategy:
1. If these predictions come true: What are the top 5 actions I should take to capitalize on these trends and hit my goal? Be specific to my role and industry.
2. If these predictions don't materialize: What are 5 alternative actions I should have ready? What's my hedge if AI progress stalls, adoption slows, or the landscape shifts differently than expected?
3. Regardless of outcome: What are the highest-leverage actions I can take right now that will pay off whether or not these specific predictions come true? These should be moves that make me better positioned no matter which direction things go.

For each recommendation, explain why it connects to the predictions and how it specifically helps me achieve [restate your KPI].

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You're sitting on a treasure trove of context, you just have to consolidate it and use it to your advantage. Grab my 2026 AI predictions here: https://t.co/KNJIqwcxaH

[Lenny Rachitsky @lennysan]

Top takeaways from @stanine, COO/CPO at @Rippling:

1. Extraordinary results demand extraordinary efforts. “If you ever find yourself in the comfort zone at work, you’ve definitely made a mistake.”

2. Your job as a leader is to preserve intensity, not buffer it. Every layer of management can dilute the founder’s urgency by an order of magnitude. Don’t protect people from high standards. There’s an infinite supply of people who will advocate for relaxation; don’t be one of them.

3. Never be a “chill boss.” Chill doesn’t accomplish anything. Be intense, be respectful, be good, but don’t be chill. Nobody in a position of leadership actually wants to coast. The invigorating message isn’t “Take it easy”; it’s “Let’s go win.”

4. Understaff every project on purpose. When you have too many people, the lower-priority work gets done. It also creates politics and wasted effort. Deliberately keep teams lean. The wisdom is in knowing when you’ve gone too far.

4. Processes exist to reduce volatility—but they they will suppress creativity. Your payroll system should be boring and predictable (low volatility). Your new product experiments should tolerate chaos (high creativity).

5. The “bored and tired zone” is where great teams separate from good teams. Before you hit an inflection point, the work feels endless and unrewarding. You don’t want to write the documentation, you’re sick of the 19th bug. Push through anyway. That’s when competitors lose.

6. Treat escalations and complaints as gifts. Customers don’t want to bother you. Your reports don't want to bother you. That silence hurts you. The only way to improve is to know the problems. Chase them. Every escalation is data on how to make the system better.

7. You learn far more from success than failure. The “failure is the best teacher” line is comforting but misleading. Matt learned more in seven years at Rippling than nine years at his struggling startup. Join winning teams. Watch how it’s done right.

8. If you’re wondering whether you have product-market fit, you don’t. When it arrives, it’s unmistakable. Matt spent nine years at a startup thinking he “maybe” had it. At Rippling, it’s obvious. That’s what PMF feels like.

9. Quitting is sometimes the smartest move. 4-5 years in without clear traction? Maybe it's time to quit. “Never give up” serves VCs, not founders. Time is the one resource you can’t get back.

10. None of this matters—and that’s liberating. We’re on a blue marble drifting through space. Silicon Valley in 2025 is Florence in the Renaissance: a once-in-history moment. Play the sport with everything you’ve got, but never forget it’s just a sport. That perspective is the backstop that makes the intensity sustainable.

[Manojkumar @it_nk]

@michelleefang Merry Christmas

[Farnam Street @farnamstreet]

Be Your Best in 2026 🧵

The most important lessons from this year's conversations with founders, coaches, and thinkers who have completely mastered their craft.

Here are the moments that stuck with us. Link to the full 'best of' episode is at the end👇

[Vinay Kumar (VK) @vini546]

Portfolio 2 SIP is on 11th of every month

[Alex Hormozi @AlexHormozi]

Figure out what you want.

Ignore the opinions of others.

Do so much work it would be unreasonable that you fail.

Realize it never mattered to begin with.

Help others once you get there.

[newslaundry @newslaundry]

🚨 If you live in an Indian city, this concerns you.

Increasingly, pedestrian space doesn't belong to the public.

It's a pattern across Delhi, Bengaluru, Chennai, Hyderabad, and various cities.

Help us trace how the rich are taking over public space: https://t.co/yJD9pHIh5r

[Scott Wu @ScottWu46]

Working with an agent is a lot like working with a coworker - you need to know their strengths and weaknesses and you need to have a clear sense of how best to divide the work.

So we gave Devin a performance review!

[Harry Stebbings @HarryStebbings]

If you want to be a successful entrepreneur:

You have to literally learn to enjoy getting punched in the face.

It’s not normal. It’s masochistic.

But the journey will be too brutal if you don’t thrive off it.

[Manojkumar @it_nk]

@bryan_johnson @beffjezos @grok above ingredients sunscreen available in india ? Mineral sunscreen with non - nanotechnology zinc, no added fragrance, and the fewest ingredients as possible

[Manojkumar @it_nk]

@jack @grok please what is this ?

[Manojkumar @it_nk]

@shaneparrish Geat

[Shane Parrish @shaneparrish]

12 Lessons from Anna Wintour's journey to becoming Vogue's legendary Editor-in-Chief:

1. A Taste for Saltwater: Anna spent five years at Harper's Bazaar on a skeleton crew of three, handling everything from market visits to layouts. No coffee-fetching—she was thrown straight into the deep end. She treated this grinding apprenticeship as education, not exploitation. Most people would have quit. That's why most people didn't get Anna's education.

2. Unreasonable Standards: Anna returned every borrowed item with tissue paper intact. She'd send steaks back three times for being insufficiently rare, then eat two bites. At Vogue, she instituted "The Look"—daily appearance assessments for every employee. Her "AWOK" system meant nothing, not even a comma, moved without her approval. Excellence is a tyrant you invite in. Once it moves in, mediocrity can't breathe.

3. High Agency: When passed over for fashion editor at Harper’s despite doing the job’s work, Anna didn’t complain or negotiate. She resigned immediately, taking her assistant with her. She moved to New York without a job lined up, betting everything on her vision. The system won’t fix itself for you. When merit meets politics, choose exodus over argument.

4. Burn the Boats: At Viva (a porn-funded fashion magazine), Anna had total creative freedom but zero prestige. Rather than job-hunting for something respectable, she used the disreputable platform to develop her aesthetic without interference. She studied European fashion magazines while working at a magazine sold behind counters. Sometimes the worst address is the best classroom. Embrace opportunities others are too proud to take.

5. Bias Toward Action: Anna's meeting revolution: Walk in. Stand. Ask. Leave. "You get two minutes, the second is a courtesy." Clothing run-throughs that took hours? Anna did them in minutes: "Yes, no, yes, no, yes, no. Good-bye." No explanations. No committees. Just decisions. People avoided her elevator because she'd immediately start issuing orders. Decisive clarity is a muscle. The more you use it, the faster you move.

6. Outthink, Don’t Just Outwork: When her boss at Harper’s wanted advertiser-friendly spreads, Anna would meet photographers in the lobby, select only the best shots, and claim no others existed. She forced him to choose between her vision and the expense of reshoots. She won every time. Don’t fight the system. Architect situations where the system has to choose you.

7. Don't Care What They Think: Putting Madonna on Vogue's cover in 1989 horrified fashion purists. The woman had just released a video burning crosses. Pepsi had pulled her sponsorship. Religious groups wanted boycotts. Anna did it anyway. The issue sold 200,000 extra copies. When everyone agrees something would "never" work, that's precisely when it will. Consensus kills innovation.

8. Positioning Is Leverage: Anna accepted a made-up “Creative Director” role at Vogue, officially Mirabella’s deputy, but in reality Liberman’s protégé. It wasn’t the job she wanted, but it got her in the door. For three years, she learned the operation while appearing to be number two. She’d sit in meetings “shaking her head, obviously disagreeing” with Mirabella, playing a longer game than office politics. When Mirabella was fired, Anna was ready. When you know what you want, the strongest form of positioning is preparation.

9. Be a Talent Collector: Anna championed unknown photographers who became legends, gave Manolo Blahnik his first major endorsement when he was “some madman with boxes of shoes,” and built a three-assistant system that created fashion’s most powerful alumni network. Her proteges run fashion globally. They learned by watching her negotiate with billionaires and shape culture daily. Your legacy isn’t just what you build, it’s who you build with. You can’t buy good company.

10. Overmatch: Anna didn’t just go digital, she forced the entire fashion industry online in 1998, making Vogue_com the platform every designer needed. She didn’t compete with other magazines; she built infrastructure they’d have to use. The Met Gala wasn’t improved; it was weaponized into $12 million of annual cultural dominance where she controls guest lists, seating charts, and cultural relevance itself. Don’t play fair games. Build the game itself, then charge admission.

11. Win by Not Losing: During 2008’s financial crisis, while other Condé Nast magazines bled out, Vogue remained profitable. Anna and her publisher had watched euro-dollar exchange rates, built three scenarios, and executed their plan while others partied. When Bear Stearns collapsed, they were ready. In a crisis, profitable divisions survive. Unprofitable ones get cut. Excellence matters in good times. Profit matters in bad times. Combine the two and you succeed no matter what.

12. Signal Without Static: When Grace Mirabella asked what position Anna wanted at Vogue, Anna’s answer was one word: “Yours.” The meeting ended immediately. She got the job anyway. This was Anna’s gift: surgical clarity. “Yes, no, yes, no, yes, no. Good-bye.” No maybes. No committees. No explanations that invite negotiation. “People work better when feedback is fast, direct and honest,” she said. Her entire system proved it—emails with no greetings, just commands: “Coffee please.” “Get me Tom Ford.” Three words maximum. “She was kind but not always nice,” one colleague observed. Nice people soften rejection with false hope. Kind people say no and let you move on. While competitors drowned in doublespeak, Anna spoke in verdicts. You might hate the answer, but you never had to decode it. Clarity isn’t cruel. It’s the most expensive gift you can give.

[Manojkumar @it_nk]

@MarkJCarney @Keir_Starmer @EdmontonOilers lets go bro

[Manojkumar @it_nk]

@Panks_Arora correct , I agreee

[Z Fellows @zfellows]

“The world is a very malleable place. If you know what you want, and you go for it with maximum energy and drive and passion, the world will often reconfigure itself around you much more quickly and easily than you would think.”

– Marc Andreessen (@pmarca)