On solutions, flexibility, and sharing

On solutions If you're solving a problem, you might think there is only one solution, but you'd be wrong a lot of the time. No billionaire gained their wealth in the exact same way. They are not all following the exact same rules (though there may be common principles and practices). No one company grows in the exact same manner as another. The copycats, of course, try to, and they fail quickly because they present nothing new or specially valuable to the market. You have to recognize when you are looking for a silver bullet, 100% solution to a problem that doesn't exist. Alternatively, you might be paralyzed by an array of solutions to choose from—most of which are equal in risk and reward. In those situations, you have to ask yourself if there is a standout, or if the difference between them is negligible. If the differences don't matter, then you shouldn't waste your time deciding. Rather, you should seize the initiative and start making things happen, even if it means you make a small mistake in the beginning. At least you will learn quickly rather than waste your life away contemplating.

On flexibility For all the structure you pride yourself on, I warn you not to become so engrossed in it so as to be inflexible at all times. For new experiences, will have to break routine. Do not view this as discomfort or even a necessary evil. In fact, your routines are more evil than the unexpected events that will occur in your life. That's not to say you shouldn't have some sort of  expectation every day—it keeps you productive and progressing. However, it can quickly turn into a matter of comfort to stick to those things. It is secure, and you know the outcomes of those activities. So long as your habits, schedules, and routines don't hinder your ability to break your own laws, you should be fine. Consider this a call to break form and rebel against your own expectations every once in a while. 

On sharing One of the best ways to foster a connection between two people or a group is to share a vision or desire for the future. You also have to make that vision of the future clear with a strategy. If it's only you on the mission, you still have to have this vision and grand strategy—as Robert Greene would call it—even if nobody else knows. But if you're leading a team and nobody knows the final vision, that could be problematic. Robert Greene would also advise you to create a deceptive end goal and rally your troops with that, even though you have an alternate scheme. I can't recommend such artifice to you, but it serves the point that an army with an enemy (and thus a goal) fights well.

Diego Segura