Sam

[Sam @samlofi]

bs at work ranks

[Sam @samlofi]

Half of the battle is getting organised enough to be operational.

[Sam @samlofi]

@kvministries Appreciate the response. Thanks for the reply :)

[Sam @samlofi]

I've come to appreciate the Wozniaks of the world over the Steve Jobses

[Sam @samlofi]

Travelling triggers perspective

[Sam @samlofi]

@kvministries But how!? I mean if you're serving under someone who lacks integrity, shouldn't we challenge that?

[Sam @samlofi]

A rested mind is a better mind.

[Brian Cox @ProfBrianCox]

We need a major structural review of UK science. A series of government decisions over the last decade (including but not limited to the Brexit referendum and the subsequent fall out) have undermined this vital foundation of our economy - that is unarguable. The problems have been exacerbated by the recent hasty and opaque decision making in UKRI. What links these things together for me is the lack of a coherent analysis of the impact of each small decision on the whole ecosystem, from Universities to industry. Example: It may look reasonable on paper to move money from astrophysics to AI. But is it sensible if that precipitates the closure of a number of physics departments? Do those closures damage our AI industry more than the redirection of funds enhances it? I have seen no evidence of a careful analysis of this and many other questions.

[Sam @samlofi]

https://t.co/Rk9vxp1Oso

[Sam @samlofi]

https://t.co/IVISSTB32K

[Sam @samlofi]

https://t.co/azM4mpBwDL

[Sam @samlofi]

https://t.co/li5BWkRKWw

[Sam @samlofi]

Nice

[Thariq @trq212]

people keep asking me what it's like to work on Claude Code

[Sam @samlofi]

True

[Bear Grylls OBE @BearGrylls]

The 3 stages of acquiring any skill:

1. Awkward & Inefficient
2. Conscious & Deliberate
3. Effortless & Instinctive

99% of people quit at stage 1.

[Sam @samlofi]

Painful but true

[George Pu @TheGeorgePu]

Caught myself redesigning the website last week.

Told myself it was important.

Was actually avoiding sales.

The thing I'm avoiding is usually the thing that matters.

[Lenny Rachitsky @lennysan]

I asked Claude Cowork to identify the 10 most important skills for thriving in the age of AI, based on my 320 podcast conversations.

Impressed with the results.

Part 1: Timeless Skills (become more valuable)

1. Taste and judgment — The bottleneck when AI generates unlimited options. Develop through "exposure hours." — @rauchg

2. Curiosity — The meta-skill that enables all other learning. @mikeyk says it's what he'd prioritize for children in an AI world.

3. Becoming a cross-functional "builder" — "Dissolve role boundaries and call ourselves builders." — @joulee

4. Clear communication and storytelling — As execution is automated, articulation becomes your primary output.

5. Strategic thinking — "The leverage of getting strategy right goes up when execution costs go down."

Part 2: AI-native skills (must develop)

1. Writing evals — "AI is almost capped by how good we are at evals." — @kevinweil

2. Prompting and context engineering — "Great prompters are great writers."

3. AI fluency through constant use — You can't understand AI by reading about it. Cancel your meetings and play with every AI product.

4. Understanding systems under the hood — Paradoxically, fundamentals become MORE valuable as AI abstracts them away.

5. Working with AI Agents as teammates — Management skills transfer directly. "Used to be people, but now it's basically AI models." — @joulee

[Lenny Rachitsky @lennysan]

My biggest takeaways from @molly_g:

1. No company needs more than three goals. Facebook ran on just three goals for five years while growing 10x: growth (MAUs), engagement, and revenue. One goal must also “win in a fight” to create true clarity (at Facebook, engagement trumped all). Goals should be simple enough that “an intern who started Monday should understand them,” and they should hurt—if your prioritization process isn’t painful, you’re not making real tradeoffs.

2. In rapidly scaling organizations, you need to over-communicate by a factor of 10x. Molly observed at Facebook that Zuck would repeat the same message in multiple formats (all-hands, email, 1:1s, team meetings), because people need to hear something seven to 10 times before it actually sinks in. Leaders often assume everyone heard and understood them the first time, but in chaotic, fast-growing environments, repetition is key.

3. “Give away your Legos.” Hand off the things you built and love doing—your “Legos”—to others as the company grows. Even when it feels painful. Clinging to work/projects/teams stunts your career growth.

4. "Snorkel before you scuba." 80% of team issues stem from structural company problems (unclear goals, roles, expectations) or team dynamics, not individual performance. So before assuming the person is flawed or unfit, start at the surface level by asking, “Does everyone know what their job is and what success looks like?” Only dive deeper into interpersonal or individual issues if structural fixes aren’t the issue.

5. The best careers look like J-curves, not stairs. The most valuable career moves feel like jumping off cliffs. You’ll fall for six to nine months, feeling incompetent and asking “dumb” questions. But when you climb out, you’ll reach heights the “stairs” approach could never access. Molly’s advice: “Different kinds of fear tell you different things. Financial fear might be worth listening to, but the fear of ‘I can’t do this’ is a flashing green light to go for it.”

6. Escalation is a tool, not a failure. When two people with equal power disagree, they often waste weeks debating. Instead, go together to someone with more context or authority as soon as you’re stuck. This isn’t tattling—it’s using management for its intended purpose: unblocking teams.

7. Molly's six rules for effective goal-setting: goals must be specific, measurable, time-bound, public, few, and actually used to make decisions. Most companies fail because they set too many goals, make them too vague, or never reference them after the kickoff meeting.

8. The biggest mistake leaders make during hypergrowth is trying to preserve how things used to work. Molly saw this repeatedly at Google, Facebook, and Quip: The leaders who clung to old structures, old ways of working, or old team cultures became obstacles. The companies that scaled successfully were the ones where leaders embraced that their job was to constantly reinvent how the org operated.

[Sam @samlofi]

AI performs as well as traditional methods at identifying Alzheimer’s risk genes https://t.co/hrUoMOm5da

[Sam @samlofi]

“Healthy fats” could protect against motor neuron disease https://t.co/MzSmejuJoZ

[Sam @samlofi]

Scientists uncover how the brain falls asleep | UK DRI https://t.co/NSjhtHi3dF