Jonathan .W. Wamimbi

Lawyer, Magistrate (Uganda Judiciary Service, 2021 to date), Mediator.

[Tim Denning @Tim_Denning]

Just f*cking do things.

Don't ask for permission.Don't second-guess yourself. Don't delay taking action. Experiment like a madman. Assume you know nothing. Feel the fear and do it anyway.

Have the same sense of urgency as a stage 4 cancer patient. Be humble like Keanu Reeves.

Let your obsession take over your life. Turn your inner circle into a cult. Get them to help you do things. Work out in between work sessions.

Send 1000 emails. Send 500 DMs. Call everyone you know for help. Speak to strangers. Go harder and faster than feels normal. Be inspired while knowing you're inspiring others by doing things. You might look insane. You may not fit in.

Friends may reject you. And you might feel alone. All you can control is what you do. It's all that matters. Everything else is BS. Take relentless action.

[Alex Hormozi @AlexHormozi]

Most common reasons for failing in order:
1) Never starting
2) Quitting too soon
3) Not doing enough volume
4) Not doing it consistently enough
5) Doing too many different things
6) Not shooting big enough

[Ryan McKeen @ryanmckeen]

Young lawyers, learn where the money comes from at your firm. Not out of ambition. Out of literacy. You cannot navigate what you can't see.

[Vipul Kumar Kewat @VipulKewatTech]

Stanford Graduate School of Business just shared what
is basically a $200,000 education on YouTube for free.

and most people ignored it.

Professor Chad Jones explained in 1 hour how AI could
become one of the biggest technology shifts in history.

No expensive degree.

No student debt.

Just real knowledge that can completely change how
you see the future.

Electricity changed the world.

The internet changed the world.

But AI may change everything even faster.

The best part?

Most people are still sleeping on it.

Below are 25 powerful prompts inspired by the lecture
that can help you use AI to

learn faster, work smarter, and stay ahead while
everyone else catches up.

Follow me if you want more AI content that actually
helps you grow 🚀

[Big Brain Business @BigBrainBizness]

JPMorgan CEO Jamie Dimon's career advice in 3 words: talk to everybody.

[mitsuri @0xmitsurii]

Barack Obama: "Just learn how to get stuff done, and people will notice."

[Uche is a girl 🇻🇦 @UcheMaryOkoli]

WHAT THE PRIEST REALLY MEANS WHEN HE SAYS, "LIFT UP YOUR HEARTS"

Every Mass has a moment when Heaven leans close.

The priest turns to the people and says:

"Lift up your hearts."

And the Church responds:

"We lift them up to the Lord."

Most Catholics say those words automatically.

But they are among the most important words you will ever speak.

They are not a formality.

They are an ascent.

✝️ YOU ARE BEING CALLED HIGHER

At that moment, the Church invites you to leave behind earthly distractions.

Your worries.

Your plans.

Your resentments.

Your shopping list—which, admittedly, can wait.

The liturgy is ascending toward the Eucharistic sacrifice.

Your heart must ascend with it.

A body may remain in the pew, but the soul is summoned before the throne of God.

✝️ THIS IS AN ANCIENT CHRISTIAN CRY

The phrase comes from the earliest centuries of Christianity.

In Latin, it is Sursum Corda.

Christians have spoken these words for nearly two thousand years.

Kings have heard them.

Martyrs have answered them.

Saints have lived them.

And every Mass unites your voice with theirs.

The Church is ancient, and she has excellent habits.

✝️ THE HEART IN BIBLICAL LANGUAGE

In Scripture, the heart is not merely emotion.

It is the center of the person—

mind,

will,

desire,

love.

To lift up your heart means to offer your entire self to God.

Not part of you.

All of you.

No half-measures at the altar.

✝️ YOU ARE ENTERING HEAVEN'S LITURGY

The Eucharistic Prayer is not ordinary speech.

It is the Church standing at the edge of eternity.

When you answer, "We lift them up to the Lord," you join the worship of angels and saints.

Earth and Heaven meet.

Time touches eternity.

And bread and wine are about to become the Body and Blood of Christ.

Casual is not the word.

✝️ SAY IT LIKE YOU MEAN IT

Those words are a promise.

A commitment.

A declaration.

If your lips say, "We lift them up,"

while your heart remains buried in distraction,

then the words have outrun the soul.

The goal is to let the soul catch up.

✝️ FINAL WORD

The next time you hear those words, do not mumble them.

Do not rush them.

Mean them.

Place everything on the altar:

your joys,

your wounds,

your fears,

your future.

Lift them all.

✝️ REMEMBER THIS ALWAYS

At Mass, God does not merely ask for your attendance.

He asks for your heart.

And when the priest says,

"Lift up your hearts,"

He is inviting you to do exactly that.

[Robert Greene @RobertGreene]

It is your own bad strategies, not the unfair opponent, that are to blame for your failures. You are responsible for the good and bad in your life.

[Jaynit @jaynitx]

Marc Andreessen on Elon Musk: "Every week he identifies the biggest problem and fixes it. That's 52 problems solved per year."

"He has an operating method that is very unusual by modern standards. I'm not aware of another current CEO who operates the way that he does.

And I think probably the single biggest question in all of business right now is... why don't more CEOs operate the way that he does?"

Andreessen explains:

"If you go back in history, you find characters more like him. The industrialists of the late 1800s, early 1900s... Henry Ford, Andrew Carnegie, Thomas Watson who built IBM."

On what makes Musk different:

"The top-line thing is this incredible devotion from the leader of the company to fully, deeply understand what the company does. To be completely knowledgeable about every aspect of it. To be in the trenches, talking directly to the people who do the work. Deeply understanding the issues. Being the lead problem solver in the organization."

The method:

"Basically what Elon does is he shows up every week at each of his companies. He identifies the biggest problem the company is having that week... and he fixes it. Then he does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year."

On everyone else:

"Most other large companies are still having the planning meeting for the pre-planning meeting for the board meeting for the presentation... with the compliance review and the legal review. It's this level of incredible intellectual capability coupled with incredible force of personality, moral authority, execution capability, focus on fundamentals... that is just really amazing to watch."

On why top talent wants to work with him:

"The side effect is he attracts many of the best people in the world to work with him. Because if you work with Elon... the expectations are through the roof in terms of your level of performance. He is going to know who you are. He is going to know what you've done. He is going to know what you've done this week. He is going to know if you're underperforming. And he may fire you in the meeting if you're not carrying your weight."

But for those who match his commitment:

"If you are as committed to the company as he is and working hard... many people who have worked for him say they had the best experience of their lives."

On delegation... and the bottleneck:

"Most CEOs have a problem knowing when to delegate. The Elon method is a little bit different. He actually delegates almost everything. He's not involved in most of the things his companies are doing. He's involved in the thing that is the biggest problem right now... until that thing is fixed. Then he doesn't have to be involved anymore. Then he can go focus on the next thing that's the biggest problem."

Andreessen uses a manufacturing analogy:

"In any manufacturing chain, there's always a bottleneck. Something keeping the line from running the way it's supposed to. Sometimes the bottleneck is at the beginning... we can't get enough raw material. Sometimes it's at the end... we don't have enough warehouses.

Or it might be somewhere in the middle. Whatever the bottleneck is... is holding everything up. Job number one is to remove that bottleneck and get everything flowing again."

Musk universalized this:

"He looks at every company like it's some sort of conceptual assembly line... sometimes a literal assembly line making cars and rockets. Any given week, there's guaranteed to be one main bottleneck. One thing holding people back."

The resolution:

"I'm going to micromanage the solution of that. I don't need to manage everything else... because everything else, by definition, is running better than that. So I can go focus on that."

On going directly to the source:

"When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. If it's a software development group, he's talking to the people actually writing the code."

What he doesn't do:

"He's not asking the VP of engineering to ask the director of engineering to ask the manager to ask the individual contributor to write a report... to be reviewed in three weeks. He doesn't do that. He goes and personally finds the engineer who actually has the knowledge about the thing. Then he sits in the room with that engineer and fixes the problem with them."

Andreessen explains why this inspires loyalty:

"The technical people who work with him are like... wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is gonna show up in his Gulfstream and sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out."

He asks:

"If you're a normal CEO running a normal company... how can you possibly compete with that?"

On why other CEOs don't do this:

"It's the way management is taught. Most classically in something like Harvard Business School or Stanford Business School. It's management as it was developed in the 1950s, 60s, 70s... the so-called scientific school of management."

He describes it:

"Management as a generic skill you can apply to any industry. You could manage a soup company or a car company... they're kind of all the same. There's a common set of management practices. It's process. How to manage the balance sheet. How to set the review schedule for meetings. How to do compliance. How to hire and motivate executives. How to resolve interpersonal conflicts. All these general business skills."

The problem:

"Those general business skills are very useful in lots of contexts. But that training gives you none of what you need to go do what Elon does."

Andreessen concludes:

"Elon pushes as far as he can... not doing all the stuff you're classically trained to do... so that he can spend all of his time doing the things only he can do. And it turns out that has this incredible catalytic, multiplicative effect. His companies are just incredibly amazing."

[Jaynit @jaynitx]

In 1998, Apple was on the verge of bankruptcy.

Everyone advised Tim Cook not to join.

"They thought it was headed straight down."

He saw something different. A sparkle in Steve's eye.

He spent 6 minutes explaining what Jobs actually taught him:

Steve Jobs was a teacher.

"He taught me the value of focus, the importance of simplicity, the fact that making things simple is so much harder than making things complex."

"For those of us that were fortunate enough to work with him, he was the teacher of a lifetime."

When Jobs recruited him, Cook trusted his gut.

"There was a feeling I had in talking to Steve that he was a very different kind of CEO. He was focused on products, products, and products."

"He had a belief that small teams could do amazing work. I love that vision."

Everyone else was chasing enterprise. Jobs wanted consumers.

"In an environment where everyone was going to an enterprise kind of company, he wanted to refocus Apple on consumers."

"It was brilliant because at the time nobody was doing that. Everybody thought you could not make any money selling to consumers."

"I've never thought it was a good idea to follow the herd."

Cook saw what others missed.

"I thought I had a chance of a lifetime to work with the creative genius that started the entire industry. I didn't want to pass that up."

People had forgotten how close Apple was to death.

"Apple was on the verge of bankruptcy. It was a really awful time. People advised me not to come because they thought it was headed straight down."

"But I saw something different. I saw the sparkle in Steve's eye. It meant we could pull off this turnaround for this American treasure."

"I'm so glad to have been a part of that team."

The teams that built Apple's greatest products were tiny.

"He taught me the value of innovation, the fact that small teams could do amazing things."

"I look at the size of the iPod team initially. I look at the size of the iPhone team. These were very small teams in the scheme of things."

Jobs hired people who challenged him.

"Hiring the best people to surround you that challenge you. That have skills that you don't. And being confident with that."

The skill that made Jobs different wasn't conviction. It was flexibility.

"He taught me not to be married to my past views. Not to be so proud you can't change your mind when you're presented with new evidence."

"He could change like this."

Cook was initially taken aback.

"And then I became so enamored with it. Very few people have that skill because they get married to their past views."

"I thought it was a brilliant skill."

Did Jobs change Cook's mind?

"Oh, he changed my mind about a lot of things. And he changed his mind about a lot of things."

Did Cook ever change Jobs's mind?

"Yes, of course. He loved to debate. He loved someone to debate him. You could always change his mind if you had the best idea."

"We changed each other's minds. That's the reason it works so well."

Cook sees supply chain as art.

"Manufacturing has always interested me because I'm very curious about how things are made. I like to go to factories and see how things are put together, how they're created."

"My undergraduate degree is in industrial engineering. It's essentially the study of people and machines and how the two working together can create things they couldn't create on their own."

"I've always viewed the supply chain to be a bit of a piece of art when it's done correctly. It's a symphony of thousands of different components and parts coming together to create something."

What did he sacrifice to get here?

"Sleep. And fortunately, I love coffee."

How much coffee?

"Many cups. Please do not benchmark that."

He starts every morning the same way.

"I get up very early. I quickly go to the Mac and begin to go through the emails that have come in."

"A lot of what I'm reading are from customers telling me how they're using our products and what it's doing for them."

"I get notes that are positive and some that are not so positive. People feel free to reach out and voice their opinion. I think this is great because it keeps my hand on the pulse of the company."

How does he handle criticism?

"I have relatively thick skin. I try to internalize it and ask myself: is that accurate or not? Not just quickly put up a defensive shield and say why what we've done is right."

What do people not realize about his job?

"How much fun it is."

"At times I hear other CEOs talk about how terrible their jobs are. Mine is fantastic. I love it."

He made a 25-year plan in graduate school.

"The first year or two was reasonably accurate. After that, it wasn't worth the paper it was written on."

"Life has a way of happening and throwing you off from some well-crafted plan."

"The most important thing is to roll with it. Make sure you recognize when doors are opening. And choose the one to walk through."

[Catholic Sat @CatholicSat]

The Pope’s Prayer intention for the month of May is for an end to food waste and that everyone has access to food.

“Awaken in us a new awareness that we learn to thank you for every food, to consume simply, to share with joy, and to care for the fruits of the earth as a gift from you, destined for all, not just a few.”

[Rony @Ronycoder]

Instead of watching an hour of Netflix, watch this 16-minute lecture on the Black-Scholes model by Nassim Taleb. It will teach you more about quant trading than a two-month internship at Goldman Sachs or JPMorgan.

[Suryansh Tiwari @Suryanshti777]

A man spends 50 years teaching at MIT.

He knows his time is running out.

So he records one last lecture — everything he knows, distilled into a single hour.

He died 5 months later.

This is that lecture.

The most important hour you'll watch this week. 👇
Bookmark it for later

[Indu Tripathi @InduTripat82427]

You’re using your brain WRONG.

In 2010, Stanford neurologist Dr Frank Longo gave a 2-hour lecture on how memory really works.

Everything you’ve learned about memory is mostly wrong.

His frameworks:
• The Magic 7 rule
• How sleep moves memories to storage
• Use it or lose it

[Robert Greene @RobertGreene]

Displaying anger and emotion are signs of weakness; you cannot control yourself, so how can you control anything?

[Suryansh Tiwari @Suryanshti777]

Apple fired Steve Jobs.

He walked into MIT and gave the most honest 60-minute business lecture ever recorded.

No PR filter. No image to protect. Just raw thinking from the guy who built Apple once — and was about to do it again.

Watch this instead of Netflix tonight.
Bookmark it for later

[48 Laws Of Power Bot @48_quotes]

Henry Kissinger too knew that in negotiation, bold demands work better than starting off with piecemeal concessions and trying to meet the other person halfway.

Set your value high, and then, as Count Lustig did, set it higher.

[Robert Greene @RobertGreene]

The brain is designed to learn through constant repetition and active, hands-on involvement. Through such practice and persistence, any skill can be mastered.