Changes to typical western diet can improve life expectancy by up to 10 years
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Changes to typical western diet can improve life expectancy by up to 10 years
by msimbao
If this isn’t nice, I don’t know what is
Some simple wisdom from Kurt Vonnegut: notice when you’re happy.
“My uncle Alex Vonnegut, a Harvard-educated life insurance salesman who lived at 5033 North Pennsylvania Street, taught me something very important.
He said that when things were really going well we should be sure to NOTICE it. He was talking about simple occasions, not great victories: maybe drinking lemonade on a hot afternoon in the shade, or smelling the aroma of a nearby bakery; or fishing, and not caring if we catch anything or not, or hearing somebody all alone playing a piano really well in the house next door.
Uncle Alex urged me to say this out loud during such epiphanies: “If this isn’t nice, I don’t know what is”
Kurt goes on to say:
"So I do the same now, and so do my kids and grandkids. And I urge you to please notice when you are happy, and exclaim or murmur or think at some point, ‘If this isn’t nice, I don’t know what is.”
Perhaps needless to say, so do I.
More on wellbeing? Here are 5 ways to wellbeing.
Rich pink flowers create a carpet of color.
(via American Iris Society)
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The deeper into winter darkness we go the brighter the stars seem to shine.
(all rights reserved leave credits please reblog but not to nsfw 18+) To buy or use online contact me at rosemarydanielis.com
Joining hypergrowth startups 😬
I am writing this for a friend joining an early-stage breakout startup (year 2; $200M+ valuation). I wrote it as bullet points as it was meant to have an audience of one. He suggested that I share it here as well so that it is more widely available.
About this format: Normally, people write multiple paragraphs with stories and repeating examples to drive home “a point”. In contrast, the format of this blog post is a bit more “raw”. So please feedback me and let me know what you think.
Disclaimer: The advice is meant for anyone joining the early stages of a hypergrowth team (15-150 people; multiplying in revenue, investments and/or headcount). Usually in the first 1-3 years of a startup. Most of the advice I would not give in larger, more established teams. I also did not try to sugarcoat nor glorify things. It’s just a download of my “recommendations” i would give in a 1on1 discussion.
Who am I
Worked for multiple hyper-growth companies in different stages
Was founding team at producthunt.com; led product & engineering project teams at coinlist.com and angel.co.
Currently leading the product engineering team at beondeck.com
Invested in multiple breakout startups of the last year
As always: Everything is IMHO & YMMV. 🙏
My advice to people joining hypergrowth startups
Your mindset
Say; Do
people rely on you; don’t drop; don’t backtrack
before you make promises take time to think about stuff if needed
speak up if there is an issue
Don’t think in “roles”; but understand problems and apply skills
be the person everyone wants to ask to fix something
go in; fix/create/setup/improve; hire someone better; move to next
first in a weekly rhythm; then monthly; then quarterly; then yearly
Example: In my first startup, the job title on my business card was “CWTFO” because my job was to establish or fix areas of the company.
In reality, every job in a fast-growing company is – with different degrees of variance – a CWTFO role.
Everyone is in every role interim
the best early people will have ten defacto roles in 2 years
sometimes titles will sound lower; don’t worry
hire better people than yourself; find something else you are impactful in
Example: Leaders should avoid throwing around titles but instead use comma titles
Instead of “Head of XYZ” – do “Operations Lead, XYZ”
Solve problems
You are hired to fix problems; not to point them out
most problems your company faces are not hard
there are just lots of them
you are not hired to point them out but to solve them
A half-fixed problem is a not-fixed problem
it’s easy to implement the 20% of the solution
don’t drop stuff there
make sure stuff gets adequately finished either by you or someone else
it’s done when it’s solved
Example: I frequently worked with people who were good at spotting problems, coming up with a solution, but then not pulling through.
You can barely reuse a 20% approach if the originator isn’t leading it. You start from scratch
Nobody is hired to “point out obvious solutions” - most problems we face are not that hard - just too many.
Have default solutions
have a solution for every problem you bring
don’t hand over problems upwards
bring solutions you want feedback on
Stress and Chaos
Stuff is stressful
but remember
stress is you losing control; not you working too much
you can burn out, barely working at all
being overwhelmed is ok; temporary; if you can stay in control
Example: managers frequently burn out people by letting them face the consequence of rapid changes without shared control over reasoning nor impact on them
Example: when you feel stressed:
regain overview/control
or decrease boundaries of authority/responsibility
Build order and structures
early stage can be chaos
bring process and structure
just as much as needed; not much more
improve as it’s needed later
Example: Processes are not chains of bureaucracy.
They are expectations made explicit. It can be 1-step actions.
Processes allow you to scale as you don’t need to discuss continuously one-offs.
Stuff is urgent, important, critical, stressful
know the differences and how/when to handle differently
stuff will go wrong; that’s normal
risk mitigation is important
have paths to fix things
move forward
compare the cost of waiting
to how much better
or less risky
the future solution most likely will be.
Example: Can you revert your change? Can you avoid brand damage if it goes wrong? Is the potential damage manageable?
If yes: move forward
Your goal is not to work “a lot” but fast & effective
extra work time won’t compensate for you not scaling yourself
Find ways to recharge
family, sport, hobbies, passions
whatever works for you
actively make time for those
fast-growing work and related problems will otherwise use up every crank of time you have
establish boundaries
Scale your work
Never wait; never get stuck
switch quickly between issues if stuff is stuck
make sure balls don’t get dropped
never “wait”
consider if you can do a good-enough solution by yourself
consider what alternative thing is most impactful instead
Get autonomy through transparency
be publicly transparent in what you will do
docs, posts, tasks, etc
to make sure people don’t need to feel they need to check-in
it creates trust; this creates autonomy
Acknowledge sync; solve async
people are nervous
acknowledge stuff asap; even on the weekend (early on)
do it async whenever you can fit it in unless urgent
Scale yourself
automate
hire
empower
Your Team
If you lead teams
hand problems downwards in your team to share authority
but you are responsible
every success is the success of people in the team
every fail yours
treat people like adults
give them information
trust them to make decisions
trust them even if you feel they make mistakes
ensure people have a fair setup
keep information and power differences in mind
[Sidenote: Management advice will be a separate blogpost]
Hypergrowth teams compensate half-done products with effort
no balls dropped when it comes to customers
extra effort whenever possible
early on, that’s required
later on, you want to establish process, automation, and solutions to avoid those one-offs
Differ between frustration with a situation and a person
treat those separate
by default, you are frustrated with the situation even if it doesn’t feel like it
typical exception: situations that happen repetitively
Your coworkers are not your therapists
never load your stress on “people below you”
avoid loading stress/frustration to people “beside” or “above you”
telling/sharing is ok
but “handing over to solve” is typically useless
they don’t have the time nor competence
most likely, they just end up frustrated too
most likely, they do this the first time too
if you share also have a default solution to avoid “passing the burden”
get a coach
Your career
Do a tour of duty
you won’t be there forever
people who fit in well early don’t fit well later unless they level up a lot into top management (most don’t)
most founders don’t want to work for large bureaucratic companies
so they “instead” end up creating large bureaucratic companies by themselves
but it’s a large company they have power in and can stay longer term
other early people not necessarily
plan 1-3 years of a strong learning experience
Optimize for equity
not because it’s worth more
that too
but because its easier to get a salary boost later on
equity increases are hard as the company valuation increases
Disclaimer: This is only true for early-stage companies
Have fun
don’t take yourself or anything else too serious
never sacrifice long-term health
never sacrifice family-time
you can’t get back, neither
I hope this is useful to others as well
✌️ Andreas
Introduction to Hardy Cyclamen My first encounter with hardy cyclamen was in the garden of the late Rachel Dunham of Cary, NC in the 1960s. I was amazed to see what I thought was a rare perennial, seeding all through her woodland lawn and was immediately struck by how tough cyclamen were, and obviously, how easy they w
Andrea Zittel: These things I know for sure
– as of January 6th, 2020
1. It is a human trait to want to organize things into categories. Inventing categories creates an illusion that there is an overriding rationale in the way that the world works.
2. Surfaces that are “easy to clean” also show dirt more. In reality, a surface that camouflages dirt is much more practical than one that is easy to clean.
3. Maintenance takes time and energy that can sometimes impede other forms of progress such as learning about new things.
4. All materials ultimately deteriorate and show signs of wear. It is therefore important to create designs that will look better after years of distress.
5. A perfected filing system can sometimes decrease efficiency. For instance, when letters and bills are led away too quickly, it is easy to forget to respond to them.
6. Many “progressive” designs actually hark back towards an ideal of something lost – for instance a more “natural” or “original” form.
7. AAmbiguity in visual design ultimately leads to a greater variety of functions than designs that are functionally fixed.
8. No matter how many options there are, it seems to be human nature to narrow things down to two polar, yet inextricably linked, choices.
9. The construction of rules is more creative than the destruction of them. Creation demands a higher level of reasoning and draws connections between cause and effect. The best rules are never stable or permanent but evolve naturally according to context or need.
10. What makes us feel liberated (and consequently more creative) is not total freedom, but rather living in a set of limitations that we have created and prescribed for ourselves.
11. Things that we think are liberating can often become restrictive and things that we think of as controlling can sometimes give us a sense of comfort and security.
12. Ideas seem to gestate best in a void—when that void is filled, it is more difficult to access them. In our consumption-driven society, almost all voids are filled, blocking moments of greater clarity and creativity. Things that block voids are called “avoids.”
13. Sometimes, if you can’t change a situation, you just have to change the way that you think about the situation.
14. People are most happy when they are moving forward toward something not quite yet attained. (I also wonder if this extends as well to the sensation of physical motion in space… I believe that I am happier when I am in a plane or car because I am moving towards an identifiable and attainable goal.)
15. What you own, owns you.
16. Personal truths are often perceived as universal truths. For instance, it is easy to imagine that a system or design that works well for oneself will also work for everyone else.
17. Thoughts are “designed” just like everything else around us.
18. The easiest way to establish a new desirable habit is by bundling it with an already established habit or pattern. For instance, I remember to feed the dogs and cats while I am waiting for water to boil for my morning tea. Or, I water the plants when I am waiting for the bathtub to fill.
19. Demands are more oppressive than restrictions. A to-do list is an example of a demand – you become so caught up in the list that you lose the ability to actively prioritize what is most important at any given moment. Restrictions, however, create parameters that limit certain activities in order to allow room for other things that are often hard to find time for (reading, listening to oneself think, crocheting sweaters). In other words, it is better to restrict yourself from doing certain activities than it is to add more things to your to-do list.
20. Space can’t be “made”, instead it is denoted by boundaries, divisions, walls, compartments, etc. In essence, space is created by the physical boundaries that we build to contain it.
21. Creating quotas is the best way to make sure that basic needs are met without falling into the mindset of always wanting more. Once your quota is met, you must give up something that you already own in order to acquire something new. Sample quotas for an individual are: seven t- shirts, seven pairs of underwear, seven socks, two skirts or pairs of jeans, two fitted sheets, four pillowcases, two comforter covers, and two bath-towels.
Thoughts are “designed” just like everything else around us.
Solvitur ambulando
This phrase from the Greek philosopher Diogenes translates more or less to ‘it is solved by walking’. And, indeed, there is something about walking that helps both clear the mind and think clearly.
Try a walk to get a different perspective on a problem when you’ve been banging your head against one sat at your desk. Or try a walking a meeting with the bonus that you get a bit of exercise in too.
It's easy to download your Twitter archive. Here's how.
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