Intolerance is a trait of a leader who elevates everyone around him.

If you want to lead, you must become intolerant.

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Men need to know when to take responsibility.

They also need to know when to refuse it.

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The word responsibility is being used as if its a mandatory quality for men to possess.

It's not. The conditions that make up the responsibility is what determines whether it should be upheld or not.

If a man is to take responsibility, he should first determine which domain it falls under.

If its family, unless they reached a level of disownment, responsibility meets no conditions.

It's a mans duty to carry as much as responsibility to alleviate his family's burden.

Outside family, responsibility should have at least one of 3 elements in exchange for upholding it:

1. An incentive
2. Authority
3. Leverage

Ideally you want responsibility to beget all three. Most of the time, you start off with only one.

Your new found duty must be rewarded in one way or another. Theres no reason to uphold anything unless you are rewarded. Its a waste of your time, effort & devalues your worth.

You might learn a thing or two, which can be valuable, but overall, it is value exchanged for nothing.

Stop reacting & start responding.

Here’s how you speak slowly.

Shadow Integration method.

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One quality that separates a man from children is how he responds to interactions.

Any time someone interacts with you, you have two choices; you can either react, or you can respond.

A response is a thought out reply.

A reaction is emotional.

A reaction is urge driven. Its when you instantly reply without thinking.

Its very easy to identify those who are impulsive simply by looking at this trait.

Its a trait that frames you to be weak through several subliminal effects.

If you react, you communicate that you have no urge control and that you act on emotions.

This assumes you to be unreliable & not dependable.

Whether you like it or not, high-end professional people will notice these small details in your behaviour.

A dead give away of a reactive man is when he talks fast.

Talking fast shows that you dont think & operate on other people's time while not respecting your own.

It also makes the credibility of your dialogue shaky at best.

Because it indicates no thought was provided.

I have never come across a moment in my professional career where I have found arrogance to be useful.

It costs you every time you employ it.

But there are times when the benefit of being arrogant outweighs the damage it does.

Restricted to certain conditions only.

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Arrogance is the quality of being 'unpleasantly proud and behaving as if you are better, or know more than other people'.

This is the actual definition of it.

And it means the only time arrogance serves well is when being unpleasant & up yourself, works in your favour.

Arrogance makes it easy to repel people you don't want to associate yourself with.

If you're a leader or in a position of influence, its very easy for your pleasantness to be mistaken for availability,

in which everyone would flock to abuse it with no regard or respect.

Allowing everyone your time will devalue your credibility down to those who have none.

So it makes sense to be unpleasant around those you don't want to waste time around.

It also makes others work hard to get your recognition & availability.

If you've worked hard to get to where you are, not everyone has the right for your availability.

Arrogance insulates you from those who seek clout & extract value off you. Its a useful tool to employ to preserve your time.

But even then, you risk repelling people of value.

Every time you meet someone above you, you have a chance to move up.

It’s a rare golden opportunity to encounter those at the top.

Here's how you attract a founder, investor or an executive (FIEs) as your mentor.

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You NEVER know who the person you’ve encountered really is. You don’t know what he knows, what he is capable of, who he knows, who his connections are.

Assume they are the 1%.

Founders/Investors/Executives (FIEs) look for specific qualities before deciding to invest in someone.

You need to know WHY you want to be a mentee under FIEs.

You need EVERYTHING mapped out & prepped.

If it’s for an idea: know your strategy, distribution channel, market, competitors, biz plan etc.

If it’s a job seek: know your aim, your plan & career objective etc.

Then you need a 2 step approach.

1. Provide value that makes you worthy enough to be mentored.

2. Receive value in exchange, that will help progress whatever it was that made you sought out a mentor in the first place.

If you do this, ascension is inevitable.

FIEs read body language.

They can instantly tell whether you’ve got it or not.

Focus on 3 things:

-Chest out
-Eye contact
-Speak slowly

Nod. Accommodate your words with hand gestures. And don’t interrupt.

Ever.

If you do, apologise & let them speak.

How to vet a woman. Qualify her by setting your standards.

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If you want to vet a woman properly, you need to separate two components that makes up who she is;

Macro scale - her deep values that make up her belief system.

Micro scale - her everyday habits & behaviours.

Macro cannot be easily modified, the micros can.

A woman's belief system in life takes one of two pathways,

she either chooses a path of independence, where her values shape around it,

or she chooses to seek femininity.

One directly conflicts with the other. The more independent she becomes, the less feminine she is.

Obviously you want a feminine woman. And that would mean to vet how far she is willing to go in her line of career. If career ascension is her aim, her belief system does not align with yours.

Her career must stop somewhere for her to be able to regain her feminine nature.

Determine how agreeable she is. By default, all women are more agreeable than disagreeable.

That means a woman who's gone out of her way to become disagreeable (for example career ascension) is a red flag, unless circumstances justify it.

THREAD: We filed RTIs on behalf of @no2uid asking the Ministry of Health and Family Welfare questions about how your personal data will be protected while you're using CO-WIN, the COVID-19 vaccination registration platform.

We got answers... kind of. Here's the new info.

1/n

Just like with Aarogya Setu, many Indians are worried that about the potential CO-WIN has to leak your data or threaten your privacy in the name of dealing with a pandemic. So, we asked the MOHFW some questions about data protection under the Right to Information Act.
2/n

In the responses we received, MOHFW said that it cannot provide us with a privacy policy on CO-WIN (?!).

Thankfully it was clarified that Aadhaar is not mandatory for registration on Aarogya Setu or CO-WIN, and that physical vaccine certificates will be provided to everyone.
3/n

The data it says it will collect will be your name, gender, date of birth, photo ID, and number.

National, State, and District level admins will have access to use the app, but there is not much further clarity on this point.

But most importantly...
4/n

The responses (or rather lack of them) related to your data privacy and protection are completely vague. We received no clear answers on which Ministries/Depts will have access to your personal data, the permissions provided, etc. This is a failure in terms of transparency.
5/n

Today is also death anniversary of P.V.Narasimha Rao, the man who liberalized the Indian economy, and opened it up. And more than anything else, provided the much needed stability for India in the turbulent 90s. One of the best PMs IMO. #PVNarasimhaRao

The man who dismantled India's Licence Raj, opened up relations with Israel, adopted a Look East Policy. P.V.Narasimha Rao took over as PM, when India was faced with multiple challenges both on political and economic front in 1991.

Assasination of Rajiv Gandhi, Economic crisis, India was facing a bleak scenario, in 1991 when PVNR became the PM. It is to PVNR's credit that when he stepped down as PM in 1996,more people in India were optimistic about their future, more confident. #PVNarasimhaRao

I was one of those who grew up during the PVNR era, experienced the initial changes he bought along. He introduced far sweeping reforms( forced or otherwise) , when he was just running a minority Govt dependent on allies support. #PVNarasimhaRao

Heading a minority Govt,PVNR managed to pass through crucial bills on economy, not a mean feat at all. He had to deal with the Nehruvian-Socialist lobby in his own party, apart from the Left, but managed to push through the economic reforms. #PVNarsimhaRao

Thread: Rush Limbaugh and the conservative Id

On the day of his passing, it's worth doing a brief retrospective on how Rush Limbaugh's personal life almost perfectly paralleled American conservatism...

One thing that's not commonly known about Rush Limbaugh is that he began his career in sports, doing sales for the Kansas City Royals baseball team. That's significant because much of the tribalism and dumbed-down rhetoric in American TV news directly came from sports media.

Television journalism in its earliest days was a fantastic product with real investigative reporting, no filibustering live interviews, and no soundbites. This began changing in the 1970s when ABC Sports president Roone Arledge was put in charge of ABC News.

Limbaugh tried to be a conventional FM deejay but kept getting fired because his personality was too abrasive. After working with the Royals, he began a small political talk show for a Sacremento station. The Reagan repeal of the Fairness Doctrine made his show possible.

Rush Limbaugh's Sacramento show started in 1984 (he replaced Morton Downey Jr) and after 5 years, he was picked up by ABC Radio which was trying to copy some of the sensationalism that ABC News television had started. It was a perfect fit.