From 600+ conversations with the world’s leading thinkers.
We've found that innovation really happens when you constrain a problem very specifically and then throw it out to the world to solve. It's a slightly different way of thinking.
Politicians often forget that people are much more complex, and are a mix of many identities – and each of these identities can be of differing importance to the individual.
Anyone who takes the DMT space seriously is forced to live a kind of parallel life. You slip back into 'normal life mode' and almost have to ignore the implications of what you saw. It shows you that this tawdry, flimsy domain we think is foundational to reality is actually nothing more than a theatre screen.
Without understanding the rules of the game, you might assume that your outcomes are determined mostly by luck. People who end up unhappy about what they get conclude that they were unlucky or that the system was rigged against them. After enough of these experiences, they believe that's just how the world works.
Our brain was designed for survival and was developed in the 99.9% of human history that occurred before culture and civilisation. As a result, there are situations in our lives today where the brain doesn't work so-well. We call this an emotional hijack.
When individuals express a desire for a stress-free life, I often remind them of two things: First, the only beings without stress are no longer living. Second, when you plot stress against performance, you observe an inverse U-shaped curve. At zero stress, performance is at its lowest.
One of the greatest myths in the lives of the people I coach is, 'I will be happy when…' as if there is some place to go to. There's only one book that ends with the phrase happily ever after, that's a fairy-tale.
I don't think it's a coincidence that globally, we're having the biggest crisis of democracy since the 1930s. At the same time as we're finding it hard to focus and pay attention, we also can't listen to each other.
People often talk about life hacks, but for me, the real 'hack' is simply to remain curious and willing. It's about living in a space between willingness and curiosity—willing to embrace discomfort as you pursue questions, without a clear idea of the answers.
One of the best analogies I've heard in this scenario is that, just as you wouldn't want a surgeon to go from one operating theater to the next without having washed their hands, you don't want a manager to go from one context to the next without being in a position where they can actually do some good—or at least do no harm.
I think behavioural economics has now become an accepted part of the thinking on markets- it's generally accepted that people's decision making is heavily influenced by emotional state and various other behavioural biases in comparison to previous models that assumed rational decision making in the markets.
The world of business is scared without realising that it, itself, is the cure.