As an investor and CEO of AngelList, you’re paid to be right when other people are wrong.Do you have a process around how you make decisions?Yes.Decision-making is everything.In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.I think people have a hard time understanding a fundamental fact of leverage.If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.With modern technology and large workforces and capital, our decisions are leveraged more and more.If you can be more right and more rational, you’re going to get nonlinear returns in your life.I love the blog Farnam Street because it really focuses on helping you be more accurate, an overall better decision-maker.Decision-making is everything.The more you know, the less you diversify.
作为AngelList的投资者和首席执行官,当其他人犯错时,您会因正确而获得报酬。您是否有一个关于如何做出决策的流程?
是。决策就是一切。事实上,在80%而不是70%的时间里做出正确决策的人在市场上的价值和报酬会高出数百倍。
我认为人们很难理解杠杆的基本事实。如果我管理$ 10亿,并且我比其他人多10 %的频率是正确的,我的决策在判断电话中创造了价值$ 1亿的价值。凭借现代技术以及庞大的劳动力和资本,我们的决策得到了越来越多的利用。
如果你能更正确、更理性,你的生活将获得非线性回报。我喜欢博客Farnam Street ,因为它真的专注于帮助您更准确,成为一个整体上更好的决策者。决策就是一切。
您了解的越多,多元化程度就越低。
As an investor and CEO of AngelList, you’re paid to be right when other people are wrong.
作为AngelList的投资者和首席执行官,当其他人犯错时,您会因正确而获得报酬。
investor/ˌɪnˈvɛstər/
投资者
Ex: As an investor and CEO of AngelList, you’re paid to be right when other people are wrong.
In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
事实上,在80%而不是70%的时间里做出正确决策的人在市场上的价值和报酬会高出数百倍。
fact/fækt/
事实
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
Ex: In fact, someone who makes decisions right 80 percent of the time instead of 70 percent of the time will be valued and compensated in the market hundreds of times more.
If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.
Ex: If I manage $1 billion and I’m right 10 percent more often than somebody else, my decision-making creates $100 million worth of value on a judgment call.