Capitalogix

Trying to Understand Happiness ...

I am often amazed at how little human nature has changed throughout recorded history.

Despite the exponential progress we’ve made in health, wealth, society, tools, and understanding ... we still struggle to find meaning, purpose, and happiness in our lives and our existence.

Last month, I shared an article on Global Happiness Levels in 2025. Here are a few bullets that summarize the findings: 

• We underestimate others’ kindness, but it’s more common than we think.
• Community boosts happiness—eating and living with others matter.
• Despair is falling globally, except in isolated, low-trust places like the U.S.
• Hope remains—trust and happiness can rebound with connection and a sense of purpose.

Upon reflection, that post didn’t attempt to define happiness. This post will focus on how to do that.

While it seems like a simple concept, happiness is complex. We know many things that contribute to and detract from it; we know humans strive for it, but it is still surprisingly challenging to put a uniform definition on it. 

A few years ago, a hobbyist philosopher analyzed 93 philosophy books, spanning from 570 BC to 1588, in an attempt to find a universal definition of Happiness. Here are those findings.

 

via Reddit.

It starts with a simple list of definitions from various philosophers. It does a meta-analysis to create some meaningful categories of definition. Then it presents the admittingly subjective conclusion that:

 

Happiness is to accept and find harmony with reason. 

 

My son, Zach, pointed out that while “happiness” is a conscious choice, paradoxically, the “pursuit of happiness” often results in unhappiness. Why? Because happiness is a result of acceptance. However, when happiness is the goal, you often focus on what you’re lacking instead of what you already have. You start to live in the ‘Gap’ instead of the ‘Gain’. 

So, it got me thinking – and that got me to play around with search and AI, a little, to broaden my data sources and perspectives. If you would like to view the raw data, here are the notes I compiled (along with the AI-generated version of what this article could have been, had it been left to AI, rather than me and Zach).

Across centuries, philosophers have wrestled with a deceptively simple question: What does it mean to live a good life?

 

As entrepreneurs, investors, and leaders, we often chase performance, innovation, or edge — but underneath it all, there’s a quieter inquiry: Am I living well?

 

Happiness aside, across 93 influential philosophical texts spanning two millennia, one word consistently reappears: Eudaimonia. This is not happiness in the modern sense of pleasure, but a richer concept of human flourishing — a life filled with purpose, virtue, and meaning.

 

• Ancient thinkers saw happiness not as a mood, but as a life aligned with purpose and virtue.
• Some prioritized inner character; others emphasized harmony with the divine or nature.
• Debate endures over the role of external goods — wealth, luck, friends.
• During the Renaissance, the conversation shifted toward subjective experience.
• Across eras, the thread remains: Happiness is cultivated, not consumed.

 

Contradictions and Tensions

Thoughts on happiness contain paradoxes, contradictions, and tensions. Examining the boundaries between what you are certain of and what you are uncertain of is where insights occur. Here are a few to get you started.

 

• Virtue vs. External Goods: Aristotle acknowledges external goods (wealth, friends) as necessary for complete happiness, while Stoics claim virtue alone suffices. This tension challenges the simplicity of virtue-based happiness, suggesting a nuanced balance between inner character and outer circumstances.
• Subjective vs. Objective Happiness: Ancient philosophers often defined happiness as an objective state (living virtuously or intellectually flourishing), whereas modern definitions more often emphasize the subjective satisfaction varying by individual. This tension probes whether happiness is a universal or personal experience.
• Happiness as Pleasure vs. Happiness as Duty/Struggle: Epicureanism equates happiness with pleasure (absence of pain), but Cynics and Stoics emphasize enduring hardship and discipline as the path to happiness, which presents a paradox between comfort and resilience.

 

Three Metaphors To Help You Think About Happiness

Metaphors help make abstract ideas more concrete, memorable, and easier to grasp. Here are three to consider.

 

The Ship Captain (Stoicism)

• Metaphor: You can’t control the ocean (external events), but you can steer your ship (your mind). 
• Clarification: Highlights control over internal states despite external chaos.

The Team Soul (Plato’s Tripartite Soul)

• Metaphor: The soul is a team where reason is the coach, spirit is the player, and appetite is the goalie. Happiness is achieved when the coach directs the players well. 
• Clarification: Demonstrates the importance of internal harmony and self-governance.

The Garden (Aristotle’s Life Cultivation)

• Metaphor: Happiness is like tending a garden over time — it requires continuous effort, nurturing virtues (soil quality), and sometimes external help (sunlight, rain). 
• Clarification: This shows happiness as a process, not a momentary state.

Reach out – I’m curious to hear what you think!

Relics Of A Bygone Era ...

The U.S. Treasury is ceasing production of pennies - as they cost more to make than they’re worth.

According to a 2024 report from the U.S. Mint, we lose $85M a year minting pennies, as they cost 3.69 cents to make. 

That makes the phrase “penny wise and pound foolish” officially passé - at least in America. 

 

 

Many phrases like this still exist. It’s an interesting example of the power of language. Words take on meaning beyond their original usage ... and often remain relevant long after their origin has become irrelevant. 

For example:

• Burning the midnight oil means working hard, but it comes from a time before electricity, when you had to use candles and lamps to light a room after dark. 
• Time to face the music refers to dealing with the consequences of one’s actions, but originates from a time when disgraced military officers had to face a drumline upon discharge.
• More recently, hang-ups were what you did when you replaced a phone receiver in its cradle. Now, you can only really find a desk phone in an office. Even then, you don’t need to place it in its cradle to hang it up. 
• Put a sock in it comes from the act of putting a sock into the trumpet of a gramophone.
• And Stereotypes come from a type of printing plate commonly used in old-school newspaper publishing. While it still refers to impressions ... the origin is lost on the average user of this word. Filming is rarely done on film; footage is from when film was measured in feet and frames, and you don’t need to stay tuned because your television doesn’t need to be tuned to receive the channels you like. 

Until recently, technologies (and the phrases they spawned) lasted for decades, if not longer. As technology evolves at an ever-accelerating pace, new tools, platforms, and ways of communicating emerge almost daily. With these innovations come fresh slang, buzzwords, and cultural references that often catch on quickly—think “DM me,” “ghosting,” or “cloud computing.” Yet just as rapidly as they rise, many of these terms fade into obscurity, replaced by the next wave of trends. What was once cutting-edge can become outdated in a matter of years, if not months. This cycle of innovation and obsolescence is a hallmark of the modern digital era.

However, much like these old idioms, the fleeting nature of these technologies and jobs doesn’t mean they lack value or impact. Some expressions endure because they capture something universally human—emotion, conflict, humor—even if the context changes. Similarly, technologies may evolve, but their core functions or purposes often remain. The fax machine gives way to email, and email to instant messaging—but the need for communication is constant.

This principle also applies to work and tools. While job titles and methods may change, the underlying skills — such as critical thinking, collaboration, and creativity — remain timeless. A carpenter today might use laser-guided saws instead of hand tools, just as a marketer might use data analytics instead of intuition alone, but the essence of their work persists. Innovation reshapes how we do things, not always what we do.

Just as enduring phrases carry forward old meanings in new settings, so too will jobs, tools, and skills adapt and survive.

Onwards!

Global Happiness Levels in 2025

Are you Happy?

What does that mean? How do you define it? And how do you measure it?

Happiness is a surprisingly complex concept comprised of conditions that highlight positive emotions over negative ones. And upon a bit of reflection, happiness is bolstered by the support of comfort, freedom, wealth, and other things people aspire to experience. 

Regardless of how hard it is to describe (let alone quantify) ... humans strive for happiness.

Likewise, it is hard to imagine a well-balanced and objective "Happiness Report" because so much of the data required to compile it seems subjective and requires self-reporting. 

Nonetheless, the World Happiness Report takes an annual look at quantifiable factors (like health, wealth, GDP, and life expectancy) and more intangible factors (like social support, generosity, emotions, and perceptions of local government and businesses). Below is an infographic highlighting the World Happiness Report data for 2025.

World Happiness Report via Gallup

Click here to see a dashboard with the raw worldwide data.

I last shared this concept in 2022. At the time, we were still seeing the ramifications of COVID-19 on happiness levels. As you might expect, the pandemic caused a significant increase in negative emotions reported. Specifically, there were substantial increases in reports of worry and sadness across the ninety-five countries surveyed. The decline in mental health was higher in groups prone to disenfranchisement or other particular challenges – e.g., women, young people, and poorer people. 

Ultimately, happiness scores are relatively resilient and stable, and humanity persevered in the face of economic insecurity, anxiety, and more.

While scores in North America have dropped slightly, there are positive trends. 

The 2025 Report

In the 2025 report, one of the key focuses was an increase in pessimism about the benevolence of others. There seems to be a rise in distrust that doesn't match the actual statistics on acts of goodwill. For example, when researchers dropped wallets in the street, the proportion of returned wallets was far higher than people expected. 

Unfortunately, our well-being depends on our perception of others' benevolence, as well as their actual benevolence. 

Since we underestimate the kindness of others, our well-being can be improved by seeing acts of true benevolence. In fact, the people who benefit most from perceived benevolence are those who are the least happy. 

"Benevolence" increased during COVID-19 in every region of the world. People needed more help, and others responded. Even better, that bump in benevolence has been sustained, with benevolent acts still being about 10% higher than their pre-pandemic levels. 

Another thing that makes a big difference in happiness levels worldwide is a sense of community. People who eat with others are happier, and this effect holds across many other variables. People who live with others are also happier (even when it's family). 

The opposite of happiness is despair, and deaths of despair (suicide and substance abuse) are falling in the majority of countries. Deaths of despair are significantly lower in countries where more people are donating, volunteering, or helping strangers. 

Yet, Americans are increasingly eating alone and living alone, and are one of the few countries experiencing an increase in deaths of despair (especially among the younger population). In 2023, 19% of young adults across the world reported having no one they could count on for social support. This is a 39% increase compared to 2006. 

Takeaways

In the U.S., and a few other regions, the decline in happiness and social trust points to the rise in political polarisation and distrust of "the system". As life satisfaction lowers, there is a rise in anti-system votes.

Among unhappy people attracted by the extremes of the political spectrum, low-trust people are more often found on the far right, whereas high-trust people are more inclined to vote for the far left.

Despite that, when we feel like we're part of a community, spend time with others, and perform prosocial behavior, we significantly increase perceived personal benefit and reported happiness levels.

Do you think we can return to previous levels of trust in the States? I remember when it felt like both parties understood that the other side was looking to improve the country, just with different methods. 

On a broader note, while we have negative trends in the U.S., the decrease is lower than you might expect. The relative balance demonstrated in the face of such adversity may point towards the existence of a hedonic treadmill - or a set-point of happiness.

Regardless of the circumstances, people can focus on what they choose, define what it means to them, and choose their actions.

Remember, throughout history, things have gotten better. There are dips here and there, but like the S&P 500 ... we always rally eventually. 

Onwards!

Choosing To Be More Human in the Age of AI

Last week, I asked, “What do you do when AI gets better than you?” One of the key takeaways from that post was that AI is freeing you up to be more human.

My son (who helped write it) said he wished we used more examples and stories that dealt with “the future of being human” rather than “the future of work”. So, we decided that would be the “seed” idea for this post.

It’s funny, but when I started to gather my thoughts about it ... I felt a rush of emotions. 

Emotions and Logic

Emotions have frustratingly little to do with logic. Humans are driven by impulse and often by those that don’t represent our best nature. History shows that we’re driven by fear, greed, scarcity, and self-preservation. And, truthfully, that’s all “human”. But humans are also beautiful, meaning-making machines ... and throughout our often messy history, we’ve done amazing things and somehow survived.

Appreciating Life

Watching my father die was a catalyst for me to appreciate life and living more than I did. I gave a TEDx talk about that and wrote articles about the time value of a life worth living. At the end of his life, it was clear that he appreciated things more (a family dinner, a kiss goodbye, the beauty of a sunset) and that he would have done almost anything for more time. Two hidden gifts came from that “scarcity”. The first gift was recognizing that we got to choose how much more “life” we got out of the last part of my dad’s life. The second gift was realizing that you don’t have to wait for the end of life to “live like you only have a year left”.  

Final Goodbye

I have another memory from his deathbed as well. He had been out of it for a while, and I was worried that I wouldn’t get a chance to say a final goodbye and to tell him how much I loved him. Luckily, he woke up, and we had a few final lucid moments together. He looked me straight in the eyes, told me how much he loved me, and then with a touch of humor said, “Okay, so tell me how this relates to Veritas ...” which was the original name of the company I was running at that time. His final message to me was a reminder that life is not really about work.

Looking Beyond Work

Transparently, I still look at the world through a lens and filter that too often focuses on work. Yet I also recognize and strive to pay attention to the deeper meanings beyond that.

Getting back to the point of the article, it is easy to see how AI relates to work ... yet, it might be more important to consider how AI is going to affect the rest of your life. 

 

 

In the last article, we discussed how Lee Sedol, one of the world’s top Go players, retired after losing to AlphaGo. When asked about it, Lee said, “Losing to AI, in a sense, meant my entire world was collapsing.” He also explained, “I could no longer enjoy the game. So, I retired.” 

While it’s certainly his right to retire, I think it might have been the wrong choice ... or, at least, not what I would have done in that situation.

If playing Go was his passion, it might have been better for him to change how he “keeps score” to focus on his progress, rather than the distance between him and what AI could do.

As long as you believe you can get better (and have hope for continued improvements), there are many ways to leverage the capabilities and opportunities that come from that.

Many people engage in sports or games even though they know they won’t become the greatest of all time. The same is true for almost any hobby or pursuit (whether it’s in art, literature, philosophy, craftsmanship, or other fields). There will always be someone or something that can do it better, faster, or more efficiently. However, that shouldn’t be the sole determinant of whether you get joy or energy from pursuing a path of getting better at what you want to excel at.

One of my core beliefs is that the changes coming to the world will free us up to be more human. That means we have to choose what to pursue.

What’s more human than pursuing something difficult? 

The Beauty of Passion

In a world increasingly shaped by AI’s precision and efficiency, choosing to do something purely out of passion becomes a powerful act of self-expression. When a machine can paint more photorealistically or compose music with perfect mathematical harmony, human creativity finds new purpose not in competing, but in conveying emotion, imperfection, and lived experience.

 

As we focus on growing businesses and changing the world, I think it’s easy to lose sight of the passion that first got us into business. 

I do the research and write this newsletter, not because I expect it to make me a ton of money, or because AI can’t do it ... but because I enjoy it, and it’s almost like meditation for me. 

My son plays rugby despite enduring countless injuries, significant financial cost, and realizing that it takes increasing amounts of his time to stay competitive. From a logical standpoint, it makes almost no sense for him to spend scarce resources or risk such extreme bodily harm in his 30s. But he’s passionate about rugby, enjoys playing it, and recognizes how it improves other parts of his life. It is an excellent example of the time value of a life worth living. He made a conscious choice that this is what it takes to be, do, and have what he values most.

The Power of Fun 

Artificial Intelligence is probably better than you at poker ... does that mean you shouldn’t have some friends over and try to win their money?

Does it mean you shouldn’t try to learn a new instrument or write a book?

We often undervalue fun because it doesn’t always produce measurable outcomes, but fun is not frivolous. It’s how we bond, relax, and explore parts of ourselves we can’t access through obligation or structure.

We intrinsically understand this. You don’t worry about being the best when you’re playing pick-up basketball or throwing a football with your son. You’re focused on creating memories and having fun. 

Joy doesn’t need justification. 

 

Striving To Be The Best

Ultimately, you have to be willing to lose to be the best. In every pursuit, there will always be someone ahead of you. Whether it’s a faster runner, a sharper mind, or a newer technology, I want to be the man in the arena. 

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows the great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat. - Theodore Roosevelt, Citizenship in a Republic

The point has never been to be the best at everything ... but to strive for your best.

I’ve always believed the game isn’t over until I win, not because I can’t lose, but because the belief empowers me to get back up again. 

Being second best — or tenth, or just a beginner — doesn’t diminish your effort; it validates it. The climb matters, even if you never reach the summit. Humans are wired for persistence and purpose, not perfection. 

Humanity got where we are today because people weren’t happy with the status quo. They pursued greatness and innovation. Sometimes, what seems like failure ends up being the most significant success. 

AI is an incredible opportunity. It’s an opportunity to increase your productivity, to transform your business, and to redefine industries. It’s also an invitation to redefine your future and how you spend time. You can use it as an excuse to get smaller or bigger ... the power is in your perspective.

Hope that helps.

What Do You Do When AI is Better Than You?

When Beethoven was at the peak of his career, several of his contemporaries struggled to deal with the realization that they may never create anything that lived up to his creations. Brahms, for example, refused to make a symphony for 21 years. Schubert is quoted as saying, “Who can ever do anything after Beethoven?”

We’re seeing the same effect as a result of Artificial Intelligence. 

 

via visualcapitalist

The gap between human and machine reasoning is narrowing fast. I remember when AlphaGo, an AI program created by Google’s DeepMind, finally got better than humanity at Go. It was a big deal, and it prompted us to think seriously about competition in a post-AI world. If you can’t be the best, is it still worth competing? To one former Go champion, it wasn’t. He retired after “declaring AI invincible.” 

Over the past few years, AI systems have advanced rapidly, surpassing humans in many more tasks. Much like Beethoven, AI is discouraging competition. 

Was Lee Sedol, the former Go champ, wrong to quit? It’s hard to say ... but as AI gets better at more activities, it’s an issue we’ll encounter more often.

There’s always someone (or something) better. Taking a purely utilitarian approach isn’t always necessary or productive. It often helps to take a longer view of the issue.

Sometimes, it's okay to just do something because you enjoy doing it.

Sometimes you have to “embrace the suck” and be willing to put in the work to learn, grow, and progress.

Sometimes, you need to invest effort in understanding a process better to determine whether others (or automation) are achieving the right results.

The most successful people I know don’t try to avoid things with powerful potential. Instead, they leverage those things to achieve more and become better.

I advocate intelligently adopting AI, in part, because I expect the scale of AI’s “wins” will skyrocket. That means I know AI will soon be better than I am at things I do now.

It doesn’t mean I should give up. It means I have to raise the bar to stay competitive.

I have another belief that helps here. What if you believed, “The game isn’t over until I win ...”? With that belief in place, I won’t let a 2^nd place ceiling stop me if something gives me energy. AI may change how I play the game ... or even what game I choose to play ... but I will still choose to play.

 

 

What Happens to Human Work When Machines Get Smarter?

AI is changing the playing field at work, too. 

As a result, some say that AI-driven job displacement is not a future threat but a present reality.

This past week, several prominent  CEOs publicly mandated AI use, marking a shift to “AI-first” work culture, which prioritizes and integrates AI into the core of an organization’s strategy, operations, and overall culture.

Here is what I think (and you've probably heard me say this before): 

At this point, AI won't likely replace you ... but someone who uses AI better might.

Let’s face it, doing more with less is a core goal and strategy in business.

But that doesn’t mean humans are doomed. There are lots of historical parallels between AI integration and past technological revolutions. If you think about AI as a transformative force, you can hear the echoes of historical shifts that redefined work practices and intellectual labor (like the printing press, the calculator, or the internet).

We’re seeing significant changes in how we work. Instead of just having a mix of people working from home or the office (a hybrid workplace), we’re moving to a situation where people are working alongside smart computer programs, called AI agents (a hybrid workforce).

 

The rise of the hybrid workforce signifies a transformative shift in workplace dynamics. Gartner predicts that one-third of generative AI use cases will involve AI agents by 2028.

In the age of AI, success doesn’t come from battling technology — it comes from embracing our uniquely human powers and building systems that let those powers shine.

AI is coming - but it doesn’t have to be joy-sucking. Ideally, it should free you up to do MORE of the things that bring you joy, energy, and satisfaction. 

Onwards!

To Rebirth & Spring Cleaning

Next Sunday is Easter, but yesterday was the first night of Passover - an 8-day long Jewish holiday that recounts the story of Exodus. 

The overlap can be seen in DaVinci's Last Supper, depicting a Passover Seder and Jesus's last meal before his crucifixion. 

 

 

Part of the Passover Seder tradition involves discussing how to share the story in ways that connect with different types of people, recognizing that everyone understands and relates to things differently.

To do this, we examine the Passover story through the lens of four archetypal children — the Wise Child, the Wicked Child, the Simple Child, and the Child Who Does Not Know How to Ask.

The four children reflect different learning styles — intellectual (Wise), skeptical (Wicked), curious (Simple), and passive (Silent) — and highlight how we must adapt communication to the diverse personalities and developmental stages of our audience.

This seems even more relevant today, as we struggle to come to a consensus on what to believe and how to communicate with people who think differently. 

 

On a lighter note, one of the memorable phrases from Exodus is when Moses says, "Let my people go!"  For generations, people assumed he was talking to the Pharoah about his people's freedom.  But after a week of eating clogging food like matzoh, matzoh balls, and even fried matzoh … for many Jews, "Let my people go" takes on a different meaning.

After Passover, and as we enter a new season, it's a great time for a mental and physical 'Spring Cleaning,' and delve into your experiences to cultivate more of what you desire and less of what you don't.

Here is to Spring, Re-Birth, and Spring Cleaning.

Hope you had a great weekend.

Taking Lessons on AI from my Grandmom

Almost every event I go to nowadays ends up focused on AI. At a recent event, conversations ranged from use cases for generative AI (and the ethics of AI image creators) to the long-term effects of AI and its adoption.

Before I could chime in, the conversation had gone to the various comparisons from past generations. When electricity was harnessed, articles claimed that it would never catch on, it would hurt productivity – and woe be unto the artisans it would potentially put out of business if it were to gain traction. 

When the radio or TV was released, the older generation was sure it would lead to the death of productivity, have horrible ramifications, and ultimately lead to the next generation's failure. 

People resist change. We're wired to avoid harm more than to seek pleasure. The reason is that, evolutionarily, you have to survive to have fun. 

On the other hand, my grandmother used to say: "It's easy to get used to nice things." 

 

 

Here's a transcript of some of my comments during that discussion: 

 

With AI, getting from "Zero-to-One" was a surprisingly long and difficult process.  Meaning, getting AI tools and capabilities to the point where normal people felt called to use it because they believed it would be useful or necessary was a long and winding road.  But now that everybody thinks it's useful, AI use will no longer be "special".  Instead, it will become part of the playing field.  And because of that, deciding to use AI is no longer a strategy.  It becomes table stakes.

But that creates a potential problem and distraction.  Why?  Because, for most of us, our unique ability is not based on our ability to use ChatGPT or some other AI tool of the day.  As more people focus on what a particular tool can do, they risk losing sight of what really matters for their real business.

Right now, ChatGPT is hot!  But, if you go back to the beginning of the Internet, MySpace or Netscape (or some other tools that were first and big) aren't necessarily the things that caught on and became standards.

I'm not saying that OpenAI and ChatGPT aren't important.  But what I believe is more important is that we passed a turning point where, all of a sudden, tons of people started to use something new.  That means there will be an increase of focus, resources, and activity concentrated on getting to next in that space.

You don't have to predict the technology; it is often easier and better to predict human nature instead.  We're going to find opportunities and challenges we wouldn't because of the concentration of energy, focus, and effort.  Consequently, AI, business, and life will evolve.

For most of us, what that means is that over the next five years, our success will not be tied to how well we use a tool that exists today, but rather on how we develop our capabilities to leverage tools like that to grow our business and improve our lives. 

Realize that your success will not be determined by how well you learn to use ChatGPT.  It will be determined by how well you envision your future and recognize opportunities to use tools to start making progress toward the things you really want and to become more and more of who you really are.  Right?

So, think about your long-term bigger future.  Pick a time 5, 10,  or even 20 years from now.  What does your desired bigger future look like?  Can you create a vivid vision where you describe in detail what you'd like to happen in your personal, professional, and business life?  Once you've done that, try to imagine what a likely midpoint might look like.  And then, using that as a directional compass, try to imagine what you can do in this coming year that aligns your actions with the path you've chosen.

 

Ultimately, as you start finding ways to use emerging technologies in a way that excites you, the fear and gloom fade.

The best way to break through a wall isn't with a wide net ... but with a sharp blow. You should be decisive and focused. 

Commit to using AI in ways that give you energy, which may be entirely different from how you use it now. 

So much of what we do now is anchored in the past. This is an opportunity to transcend the old ways you did things and to shape and transform your future (and perhaps even what you believe is possible).

I was an entrepreneur in the late 90s (during the DotCom Bubble). And I remember watching people start to emulate Steve Jobs ... wearing black faux-turtlenecks and talking about how they were transforming their business to be in an Internet company – or which Internet company would be the "next big thing." Looking back, an early sign that a crash was coming was that seemingly everybody had an opinion about what would be hot, and too many people were overly confident in their views because seemingly everyone was saying the same things. 

Human nature has remained stubbornly consistent through many waves of technology. 

The point is that almost nobody talks about the Internet with the focus and intensity they did in the late 90s ... in part because the Internet is now part of the fabric of society. At this point, it would be weird if somebody didn't use the Internet. And you don't really even have to think about how to use the Internet anymore because there's a WHO to do almost all those HOWs (and many of them are digital WHOs that do those HOWs for you without you even knowing they were needed or being done). 

The same is going to be true for AI. Like with any technology, it will suffer from all the same hype-cycle blues of inflated expectations and then disillusionment. But, when we come out the other side, AI will be better for it ... and so will society. 

Understanding the Possibility Scale

It helps to understand how we bring things into existence. To start, it's nearly impossible to manifest something you can't first imagine. And there is a moment just before something happens - when it becomes inevitable. 

I created this Possibility Scale to help envision the stages of becoming.

 

 

As an aside, before today, I would not have attempted to create an image for a post like this. While I love thinking and writing, image creation was outside my area of expertise or unique ability. But now things are different. Today, I simply asked ChatGPT to create that image. Yes, it took me four tries ... each retry starting with "that was great, now help me improve the prompt to (fix the thing I wanted done differently)."  At the end, I asked it to give me the complete prompt I could reuse. Contact me if you want the prompt.

Earlier, I mentioned how long it took to get from "Zero-to-One" with AI. But don't fret; things are speeding up, and we're just at the beginning of the process. If I created a scale to show the capabilities of AI, and set the endpoint at 100 to represent AI's potential when I die - even though I'm in my early 60s, I'd put us at only a 3 or 4 on that 100-point scale. Meaning, we are at the beginning of one of the biggest and most asymptotic curves that you can imagine. That also means that you're not late. You're early! Even the fact that you're thinking about stuff like this now means that you are massively ahead of most.

The trick isn't to figure out how to use AI or some AI tool. The trick is to keep the main thing the main thing. Build your ability to recognize when and how to use these new capabilities to bring the future forward faster.

Investing resources into your company is one thing. Realize that there are 1000s of these tools out there, and many more coming. You don't have to build something yourself. It is often faster and better to acquire a tool than it is to spend money on developing and building it.

Think of the Medici family. They invested in people, which in turn triggered the Renaissance. A key to moving forward in the Age of AI will be to invest in the right WHOs, seeking to create the kind of world you want to see or the types of capabilities you desire. Think of this as a strategic investment into creators and entrepreneurs with a vision or who are on a path that aligns with yours.

As you get better and better at doing that, you'll see increasing opportunities to use tools to engage people to collaborate with and create joint ventures. Ultimately, you will collaborate with technology (like it's your thought partner and then your business partner). We are entering exciting times where AI, automation, and innovation will make extraordinary things possible for people looking for opportunities to do extraordinary things.

As my grandmother said, it's easy to get used to nice things.

Onwards!

Starting With Why

Ideas don’t have to be complex to be valuable. Twice this week, I heard someone say, “Start with Why.” As a tech entrepreneur, I often ignore that aphorism.  Someone who embodies it (and made it famous) is Simon Sinek.  He is a motivational speaker and organizational consultant who gained widespread recognition after his 2009 TED Talk, “How Great Leaders Inspire Action,” which remains one of the most-viewed TED Talks ever, with almost 70 million views. This talk introduced his core framework: The Golden Circle, the concept that catapulted him to fame. It is a simple but powerful model for understanding why some leaders and organizations inspire while others don’t. It consists of three concentric circles, like a bullseye. At the center is Why, the middle ring is How, and the outermost ring is What.

Most people and organizations focus on the outermost circle first—what they do—and then work inward. Sinek flips this approach, arguing that great leaders and companies start from the inside out: start with Why. Why Start with Why? Here’s an analogy: Think of a magnet. The strongest force comes from its core. Similarly, in leadership and business, the Why is your core—it’s what attracts people to you. It’s not just about selling a product; it’s about sharing a belief or vision that resonates emotionally with others. For example: Apple doesn’t just sell computers (What). They believe in challenging the status quo and thinking differently (Why). Their How—innovative design and user-friendly technology—flows naturally from this belief. Martin Luther King Jr. didn’t say, “I have a plan.” He said, “I have a dream.” His Why inspired millions because it connected with their values and emotions. The Biological Connection Sinek ties this idea to how our brains work. The outer layer of the brain (the neocortex) processes logical information like facts and figures (What), but decisions are driven by the limbic brain, which controls emotions and instincts (Why). When you lead with Why, you speak directly to people’s feelings, inspiring trust and loyalty. Simplified Takeaway Think of it like this: If you want people to join your cause or buy into your vision, don’t just tell them what you’re selling or how great it is. Tell them why it matters—to you and to them. Starting with Why connects hearts before minds, creating a lasting impact. In short, the Golden Circle isn’t just a business strategy; it’s a way to inspire action by leading with purpose. I met Simon through friends before his first book came out. Then, in 2009, he gave a speech to the Dallas Chapter of EO, and then visited my office to speak with our team afterwards.  I still remember how well-received he was. It was right at the beginning of his meteoric rise, two short months after the release of his famous book "Start With Why." Here's the article I wrote in 2009 after that visit:

___________________

Inspiration is stronger than persuasion.  It gives people a sense of purpose and belonging that has little to do with external incentives or benefits.

Simon Sinek, who is quite charismatic and well-spoken, is delivering this message to a rapidly growing fan base. 

My team thought Simon was inspiring, engaging, and insightful.

You can watch a short video that introduces his material below. 

In addition, you can explore more of his ideas in his book, Start with Why: How Great Leaders Inspire Everyone to Take Action.

 

An Example of Finding the Right Person for a Job.

Who do you believe will do a better job, someone who takes a job because of the salary and benefits ... or someone truly inspired to accomplish the job's purpose? 

Phrased that way, of course, you know the answer.  Still, how can you leverage this to better select customers and employees?

For example, Simon uses the story of Sir Ernest Shackleton to illustrate this concept.  Shackleton was preparing to lead the first expedition across Antarctica in 1914.  Legend has it that when seeking crew members for his journey, Shackleton placed the following ad in a newspaper:

"MEN WANTED FOR HAZARDOUS JOURNEY. SMALL WAGES, BITTER COLD, LONG MONTHS OF COMPLETE DARKNESS, CONSTANT DANGER, SAFE RETURN DOUBTFUL. HONOUR AND RECOGNITION IN CASE OF SUCCESS.
     -  SIR ERNEST SHACKLETON"

When the expedition became stuck in the ice and could not be rescued for 22 months, not a single man was lost.  The reason Simon gave for their unlikely survival was that Shackleton hired survivors that could deal with the situation and were aligned with the mission and purpose.

Can you imagine writing an ad like that to attract the right people to your cause?

Watch This Video.

Here is a video of Simon speaking at a TED Conference.  It is an excellent intro to his stuff. 

Other Resources:

• Here is a link to Simon's Blog.  (2023 Note: this now links to his old blog, which is poorly formatted but interesting to see.  His new website/blog can be found here.)
• Here is a link to Videos of Simon.
• Here is a link to an article on why to know someone else's Why.  (PDF Version)
• Here is a link to Simon's Book: Start with Why.

_____________________

It's now more than ten years later, and Simon is one of the most prominent leaders in leadership development and has published five books, to much acclaim. 

Part of his success is the charisma and pith with which Simon speaks and writes - but a large part is his focus on what makes humans human.  He's not preaching a leadership mantra focused on the bottom line and revenue; he's focused on the aspects of human nature that don't change.  He's focused on purpose and the elements of leadership that apply to everyone - not just CEOs. 

As we move into an era of increased volatility – both in markets and business - these leadership principles will become more important. 

Understanding your "WHY" is vital if you want to make a difference (and not be replaced by an AI). It’s also vital in making discipline the easier choice.

If you haven't read any of his books, they're all good, but I suggest "Start With Why" and "The Infinite Game."

Most people and organizations focus on the outermost circle first—what they do—and then work inward. Sinek flips this approach, arguing that great leaders and companies start from the inside out: start with Why.

Why Start with Why?

Here’s an analogy: Think of a magnet. The strongest force comes from its core. Similarly, in leadership and business, the Why is your core—it’s what attracts people to you. It’s not just about selling a product; it’s about sharing a belief or vision that resonates emotionally with others.

For example:

• Apple doesn’t just sell computers (What). They believe in challenging the status quo and thinking differently (Why). Their How—innovative design and user-friendly technology—flows naturally from this belief.
• Martin Luther King Jr. didn’t say, “I have a plan.” He said, “I have a dream.” His Why inspired millions because it connected with their values and emotions.

The Biological Connection

Sinek ties this idea to how our brains work. The outer layer of the brain (the neocortex) processes logical information like facts and figures (What), but decisions are driven by the limbic brain, which controls emotions and instincts (Why). When you lead with Why, you speak directly to people’s feelings, inspiring trust and loyalty.

Simplified Takeaway

Think of it like this: If you want people to join your cause or buy into your vision, don’t just tell them what you’re selling or how great it is. Tell them why it matters—to you and to them. Starting with Why connects hearts before minds, creating a lasting impact.

In short, the Golden Circle isn’t just a business strategy; it’s a way to inspire action by leading with purpose.

I met Simon through friends before his first book came out.

Then, in 2009, he gave a speech to the Dallas Chapter of EO, and then visited my office to speak with our team afterwards.  I still remember how well-received he was. It was right at the beginning of his meteoric rise, two short months after the release of his famous book "Start With Why."

Here's the article I wrote in 2009 after that visit:

Why Leave The House When You Can Shop Online ...

The holidays are almost here! Time's running out to get your gifts in time. 

Luckily, it's never been easier to get stuff. On top of online shopping, Amazon has stewarded the switch to almost instantaneous shipping. 

I remember when malls were filled to the brim, and Black Friday led to stampedes and people dying. Now, it's brick-and-mortar stores that are dying.

Not only are the in-store deals not as good, but the best deals are online. Here's a chart showing the surge of online shopping.

 

via visualcapitalist

Online shopping now accounts for about 15% of consumer spending, up from 4.1% in 2010. 

In addition, Q4 always sees a massive spike, with online spending accounting for 17.1% of consumer spending in 2023. 

This year, Cyber Monday attracted over 64 million U.S. shoppers, three times the number who shopped in stores. 

You can find change everywhere, but one place to look hasn't changed. Amazon is all about infrastructure and disruption. 

• Amazon announced Rufus, a new generative AI-powered conversational shopping experience.
• Amazon announced a way to get your prescriptions online faster and cheaper than a traditional pharmacy.
• Now, you can even buy cars on Amazon.

It's interesting to consider how drastically this changes supply chain management. People now expect free and fast shipping and the ability to return items if they don't work out (instead of trying them in-store). Meanwhile, brands have high fixed costs due to their existing retail locations, yet they need to keep most of their stock in warehouses instead of their box stores to deal with the surplus of online orders. 

We're already seeing the failure of malls and the bust of commercial real estate. If this trend continues of work-from-home and online shopping, we could see a $250 billion decrease in commercial property value by 2026.  

What do you think it would take to stop the bleeding and encourage both consumers and employees to leave their homes?

Ready Fire Aim!

Michael Masterson wrote a book called Ready Fire Aim: Zero to $100 Million In No Time Flat. It is a practical guide for entrepreneurs and business leaders, focusing on the different stages of business growth and the key challenges and priorities at each stage.

A core message of the book is to start taking action quickly (instead of getting bogged down in over-planning) and use rapid iteration and real-world feedback to refine strategies.

The concept is presented in the context of growing a business – yet the lessons apply broadly. 

Swift action should be your focus ... not over-planning or perfect timing.

Too many companies get stuck in a cycle of brainstorming, getting internal feedback, making changes, and failing to release the product.

Even for released products, too many fail because they took too long to launch or ignored market feedback. 

Masterson stresses that the value of live performance is that it helps you course-correct. He also cautions that there is no such thing as perfect timing. The best timing is almost always ‘Now!’

Now, let’s extrapolate. 

Let’s say you’re pondering a tricky work problem. You know you need to figure it out before the end of the week ... but your brain keeps going in circles. 

You don’t believe you can take decisive action and course-correct because you feel you have to get it right. 

So, what can you do? Write it out. Write out the potential paths, ramifications, and worst-case scenarios as holistically as possible. 

You’ll find that simply by writing it out instead of just ‘thinking,’ you end up more creative with more insight. 

Writing aids in organizing and clarifying your thoughts. 

AI As Your ‘Action’ Partner 

AI can make this process easier, faster, and more manageable. Tools like ChatGPT can help you explore complex topics, run scenarios for you, and provide external feedback. 

It’s not the same as real-world feedback, but it can shorten the ‘Aim’ part of the process. 

As you externalize your thoughts in writing them to whatever AI you choose, you also get the same benefit you did writing your thoughts out in our previous example. 

The business environment is changing faster than ever. Technology is advancing faster, adoption is getting easier, and the average Joe is becoming bullish on AI. Because of that, Masterson’s book is even more relevant now than it was in 2007. Here are a few of the other key takeaways from Ready, Fire, Aim.

• Adapt Your Role: As a company scales, leaders must shift from “doing” to guiding and from tactics to strategy.
• Be Sales-Focused: Keep revenue generation as a core priority, especially in the early stages.
• Build Scalable Systems: Invest in operations and leadership at the right time to support sustainable growth.
• Innovate Continuously: Avoid complacency by fostering an organizational culture that balances efficiency with creativity.

AI and exponential technologies are going to compress cycle types. What used to be long-term planning will just be planning. You have to act fast, not only to capitalize on these trends but also to avoid being wiped out by them. 

Are you keeping up?