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Transcript of Top 3 Interviews - Branson, Huffington & Ferriss
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The youngentrepreneur’sguide to success
according to
r a n s o n
.
UCCESS
TORY
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f there is one man who has defined entrepreneurialsuccess for a generation of young and ambitiousbusiness hopefuls, it’s Sir Richard Branson. Poster-boy for the anti-establishment and underdog turnedbenchmark-of-accomplishment, his sincere smile
and candid approach to business are wonderfullyalluring. He also evokes an every-man quality that
says, “hey, if I can do this, you can too”, and since Foundr Magazine isfounded on many of the values and driving forces that Branson is famousfor, we thought he would be an absolute goldmine of advice for those ofus who are starting out on our own entrepreneurial journeys. He’s also abit of a rock star of the business world, so we were a little bit star-struck
by his offer to answer some of our questions in an exclusive interview.
Does the world’sgreatest mentorhave a mentor of hisown?
Something that many peopledefine as critical to their successis identifying great mentors.For most of us, that meansfinding someone who can helpyou develop your business andleadership skills, or coach and
guide you through specific challenges. Andwhen you’re starting out, it might seem likethere is the potential for mentoring from lotsof the people you meet. But what about whenyou’re at the top of your game – is having agreat mentor still important? Branson claimsthat it is, but when you’re already at the top,who is it you can look to for guidance?
“In the past, I’ve had some wonderful mentors.Outside my friends, family and staff [there hasbeen] Freddie Laker, Nelson Mandela, DesmondTutu, Peter Gabriel, the late, great Mo Mowlamand the aviation genius Burt Rutan [have] allgiven me some great guidance and inspiration.”
Branson offers a stellar list of heavy hitters tosay the least.
But he also recognises the potential for a kindof mentoring from those he works with on aday-to-day basis:
“With all my employees,
I listen to them, trust inthem, believe in them,respect them and letthem have a go. I neverbelieve I know better thanthey do and have beenfortunate over the years
to build up a very strongmanagement team whomI can trust and takeadvice from.”It’s this respect for each individual person that alot of people find so irresistible about Branson’sleadership style. Regardless of status or title, hehas an uncanny ability to distinguish the valuein a person’s ideas and their contribution to his
business.
I
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When it comes to facing setbacks and dealing with
failure, Branson has had his fair share of experi-
ence:
“I’ve had many challenges
every entrepreneur does.It’s the nature of the beast.”
But what it is about the way that he deals with
these challenges that sets him apart from the rest
of us? How is he able to consistently turn failure
into success?
Everyone’sfavourite
underdog
“It can be a challenge not tolet failure, or negativity fromothers, prevent you from goingafter what you believe in, andwhat in your gut you know canwork. However, it’s important toface these challenges head onand give them a go – and im-portantly, don’t beat yourself upif you fail. Just pick yourself up,learn as much as you can fromthe experience and get on withthe next challenge.”
Photo by:Mark Greenber
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2011Branson Centre inJamaica launched
Published ScrewBusiness as Usual
Served on the GlobalCommission on Drug Policy with former political andcultural leaders of LatinAmerica and elsewhere, "in a
bid to boost the effort toachieve more humane andrational drug laws”
2011
Formation of the B Team aglobal nonprofit initiativeco-founded by Sir RichardBranson and Jochen Zeitz thatbrings together internationalCEOs and business leaders to"make business work better”
Virgin Money
was launched
2012
2012Virgin Galactic announces the developmentof orbital space launch system LauncherOne
2012Assura Medical becomesVirgin Care
2012Virgin Money acquiresNorthern Rock
2010Virgin launches Virgin Produced, afilm and television development,packaging and production companybased in Los Angeles, California
Virgin launchesVirgin Racing, a
Formula One teampreviously knownas Manor Grand Prix
20102010
Unless you dre
am, you’re not
going to achieve anything.
www.keytosuccessmag.com
Business
Business as a force for good
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Thestratosphericrise of VirginGalactic
Never has Branson’s reputation as a bravevisionary been more evident than in hisVirgin Galactic business. This once-in-comprehensible venture was consistently
championed by Branson, despite facing unfavour-able odds of success. But his unfaltering belief inthe concept, and his trust in his team’s ability toexecute the concept successfully, has meant thatVirgin Galactic trips are no longer just an ‘if’, but
are a ‘when’.
It can seem hard to relate such a huge endeavourto the everyday goals we set ourselves in our livesand businesses. But even though sending a pas-senger aircraft into space might seem dispropor-tionate to what you think is achievable, rememberthat it is the process of dreaming, and of goal set-ting, that gets you to the endpoint:
[I started dreaming up the concept] “back in 1969at my family home in England [while] watching the
live pictures of astronauts travelling to the moon. Iwas spellbound, and from then on was determinedthat one day I would follow them into space.”
Dreams. Determination. This stuff isn’t rocket sci-ence (well, apart from in the example of Virgin Ga-lactic). Branson has a brave imagination, and he’sfearless in his pursuit. After all, who else can layclaim to having sailed across the Atlantic in recordtime, completed the fastest crossing of the EnglishChannel in an amphibious vehicle and attemptingto circumnavigate the entire planet in a hot air
balloon? His appetite for extreme achievement isinsatiable:
It’s a trait you’ll see time and timeagain in successful leaders, andBranson’s optimistic nature andpositive outlook are critical to hisability to bounce back. After all,
the hardest lesson to learn aboutfulfilling your potential as an en-trepreneur is that the path to suc-cess is often paved with slabs offailure – but it’s what you learnfrom the process of creating thatpath that makes it smoother thefurther you progress. And if youcan keep on smiling the wholeway, as Branson does, even in the
face of adversity, your journey to-wards your dream future will beall the more rewarding. “You’vegot one go in life,” Bransonquotes his grandma, “so makethe most of it.”
SUCCESS STORY
Photo by : Richard Burdett
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D
r e a m
s .
D
e t e r m
i n a t i o
n
SUCCESS
STORY
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“I like challenges in life andpushing myself out of my comfortzone… I was very impressed, and
must say a little jealous, of FelixBaumgartner’s recent record forthe highest and fastest everskydive jump from space.”
he reality is,that could
very well havebeen Branson
jumping fromthe deck downto Earth – hehas set himself
a precedent for this kind of fearlessactivity, and we probably wouldn’t havebeen that shocked if it was Branson inthe space suit. It’s what we’ve come toexpect from him. So what’s next?
“I am yet to decidewhat my next bigchallenge will be, butwatch this space…”
We absolutely will Sir Richard!
Improver to innovator
Until the creation of Virgin Galactic,Branson’s businesses within theVirgin group were largely pitched asalternatives sent into an establishedsector to act as an activist brand.Branson purposely pursued the bestperformers in stable categories:British Airways, British Rail, BritishTelecom – he even chased down CocaCola and Pepsi. And what stood outto many people (and was likely a
contributing factor to his immensepopularity and success) was the
remarkable and endearing panachewith which he launched each venture.
However, coming at an existingcategory from the angle of disruptorto the status quo, is very differentfrom what he is now attempting to dowith Galactic: that is, to become theinnovator. Does it require a differentapproach when switching fromimprover to innovator?
“Not really. The core principles are the
same,” was Branson’s response. “Ibelieve that a great company, whetherimproving a sector or creating anew one, needs to have an excellentproduct or service at its core, needsstrong management to execute theplan and [needs] a good brand to giveit the edge over its competitors.” – allof the qualities that the Virgin Groupare known and respected for.
And it’s more than just theoretical
principles: “providing quality service,combined with value for money[achieved] in an innovative wayensures you offer real value.” Bransonis also very passionate about, “beingresponsible to society and the planet.”
SUCCESS
STORY
T
So what if he were to start fromscratch, or had his time over again.Which project or business would hechoose to work on if he could
only pick one?
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“It’s difficult to pick just one, as wehave had many successes to be proudof over the years! For me, the triumphsthat stand out the most are when, despitea lot of doubt and criticism, Virgin has
entered a sector and truly turned it on itshead in a positive way.”
Branson’ssatisfac-tion in dis-proving thehypothesisis one of his
most endearing char-acteristics. In a mar-
ketplace where Virginbrands are quite oftenthe underdog when go-ing head to head against
the category leaders,the reward of success ismore than just profit:
“Watching my staff’sfaces, whether thatbe at Virgin Atlanticwhen we first launched
in 1984 or at VirginTrains in 1997, whenthe doubters and thecritics – who said we’d
never do it, we’d neverturn an industry around,we’d fall flat on ourbacksides – were beingproved wrong. There’sno better satisfactionthan watching the peo-ple around you, who
have worked day andnight to get somethingright, realising thatdream.”
Advice for youngentrepreneurs of todayThe opportunity to tap Bran-son’s brain for insights intobeing a young entrepreneur atthe start of their career gaveus the chance to ask him whathe would do if he were a start-up with no money today:
“First and foremost, asuccessful businessmust have a soundknowledge of its mar-ket, and work on how itsproduct or service willbe different, stand outand improve people’slives. If you can ensure
it responds to a realneed out there in themarketplace, yourbusiness can punchwell above its weight.”
That’s encouraging advice forthe majority of us who havevery little to leverage finan-cially. As long as your marketresearch is accurate and thor-
ough, and you’ve identified theneed for your product, a suc-cessful business is possible.
What about the internet? Backwhen Branson created StudentMagazine and Virgin Records,the lay of the land was verydifferent, especially in terms ofpublishing and marketing. Weasked if he thought that the in-
ternet had levelled the playingfield for young entrepreneurs:Photo by : Bing Norton
Photo by : Burt Rutan
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SUCCESSSTORY
“I am yet todecide whatmy next bigchallenge
will be, butwatch thisspace…”
Photo by : Hardo Mülle
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So essentially yes, the internet hascreated a more level playing fieldin terms of finding your opportu-nities and getting your messageout there, but ultimately, you still
need to be focused on refining thatcore idea that drives your business.After all, without exacting researchand planning, no business will suc-ceed on internet exposure alone.
When it comes to deciding whichof your ideas to focus on fully de-veloping, Branson says there’s nowinning formula to help decidewhich ideas will work and which
won’t:
“I definitely go on gut instinct, butit has always had the back up ofresearch and information. Never…be frightened of taking risks, andalways follow your instincts! Don’tbe afraid to take that leap into theunknown.”
The wonderful thing about Bran-son is, he could be meaning that
quite literally.
“I’ve taken many knocks over theyears, but it has only made mestronger and more determined tosucceed. I always say: the bravemay not live forever, but the cau-tious do not live at all!”
And if fortune favours the bold,Branson’s personal wealth is sure-
ly testament to the fact that helives by his statement.
On
leadershipStudying the qualities that arepresent in successful leaders isthe fastest way to nurture your ownfledgling potential. Determining thestrengths you admire in others, aswell as identifying areas for per-sonal development, can help youbecome a successful leader in yourown business and projects. Bran-son offers perspective on his own
approach:
“I believe a good leaderbrings out the best in peo-ple by listening to them,trusting them, believingin them, respecting themand letting them havea go.”
A
Photo by : Jedimentat44
with access to an incredible wealthof information. This has changedthe way we see the world and isalso a great source of innovationand entrepreneurial opportunities.
ll in all,the In-ternet isa forcefor good,provid-ing youngentre-
preneurs
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Providing this crucialdevelopment for thenext generation ofleaders means that
Branson is able to ensurehe has a positive impact,even after his own entre-preneurial days are over. Bycoaching and empoweringyoung entrepreneurs, he isnot only gifting them witha head start in terms ofknowledge, but also in termsof networks. Branson rec-ognises that it is the rela-tionships that you form withyour peers that are criticalto success: bouncing ideasaround, getting constructive
feedback, picking holes ineach other’s plans in orderto make them better, this iswhat turns a great idea intoa brilliant idea, and inevita-bly helps you achieve yourdream.
So what would his advice
be to a young version of
himself if he could speak to
him from the other side of
success? What would be the
question that a young Bran-
son would have valued the
answer to the most?
“That’s a very difficult ques-tion, as I have learnt somuch over my forty years ofbusiness which would havebeen valuable to me when Iwas younger. Maybe: is it ok
to take big risks?”
Judging by his own prece-dent, the answer is yes – aslong as the risks are miti-gated as far as possible (ashe states previously, marketresearch and an accurateassessment of the public de-sire or need for your productand service helps to answer
this question).
Branson’s key to success?For a man who has broughtmany ideas to fruition overthe years, clearly there mustbe some consistent process-es or definitive steps to de-livery. Branson summarisessome of his keys to success:
“First we develop a soundknowledge of the marketusing many different chan-nels including social me-dia, and then we work onhow our product or servicewill be different, stand outand improve people’s livescompared to other existingones.”
“Our brand appreciateswhat the customer wantsand is always delivering anextremely high standard ofproduct and service. Ourstaff believes in what theysell and would buy the prod-uct themselves. We wouldneed to ensure that ourbrand is not at risk of dis-repute and would adopt itto local cultures whilst stillstaying true to the core ofwhat the brand stands for, atVirgin that is: quality, valuefor money, innovation, com-petitive challenge and fun.”
“I am a great believer thatyou need passion and energyto create a truly successfulbusiness. Remember, many
new businesses do not makeit and running a businesswill be a tough experience,involving long hours andmany hard decisions – ithelps to have that passion tokeep you going.”
And there you have it, theFoundr Magazines gospelaccording to an entrepre-
neur of the highest order –Sir Richard Branson.
Lucy Piper is a freelance writerspecialising in sport, travel, health &wellbeing, and motivation. A monthlycolumnist in Triathlon & MultisportMagazine, she’s on track to be triathlon’sanswer to Carrie Bradshaw.
Search out good mentors bothon a peer level and a more
senior level than your own
Mistakes are inevitable – it’s howyou use them to your advantagethat defines your path tosuccess.
Set goals, and then pursuethem fearlessly and withdetermination.
Lots of people will tell you thatsomething isn’t going to work.It’s your choice whether youlisten to them, or prove them
wrong.
Research meticulously. Mitigateas much risk as you can sothat as soon as you’re readyto launch, you know that yourproduct and service will be indemand.
Build a reliable, enthusiastic andenergetic team, and trust themto develop and lead projects.
Branson’sKeys to Success
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Beyond Money & Power
The NewUnderstanding ofSuccess with
Huffington
Success
Story
ARIANN
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Undisputedly Americanmedia royalty, Arianna
Hufngton is the
editor-in-chief of theHufngton Post MediaGroup. She graces the
covers of magazines,makes and maintains
myriad connectionsacross industry and
political divides, and
is considered amongthe foremost thought
leaders in digital mediaand business.
SUCCESS STORY
Now, after a lifetime of
success, her most recent
book Thrive is about the
need to unplug, rest, and
re-instill a sense of wonder
and appreciation for the
world. All this, in order to
best answer the questiononce famously posed by
Socrates: What is the
good life?
Arianna Hufngton is a hard woman to dene. She
dons many hats, her most widely-recognized onebeing editor-in-chief of The Hufngton Post MediaGroup. It’s no stretch to say that Hufngton is oneof the titans of the world of digital media. She
was named in the Forbes World’s Most Powerful
Women list in 2013, graced the TIME 100 list both
in 2006 and in 2011, and was also named in TIMEmagazine’s list of the world’s 100 most inuentialpeople. Now, in an exclusive interview with Foundr
Magazine, Arianna Hufngton expounds on her life,her achievements, and the reasons behind needing
to redene the way western culture understandssuccess.
Success Story
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tarted by Hufngtonin 2005, news outlet,content aggregator, and
blog The Hufngton Postis currently listed amongst
the most popular 100
sites on the Internet. In
2012 it was named asthe most popular political
site by eBizMBA Rank,with over 110,000,000
monthly visitors. The
Hufngton Post has beena tremendous force of
change in the news, bothin the way it’s reported
and the way we consume it. The site boasts 9,000 bloggers,
many of whom are high-prole personalities, including
President Barack Obama, who penned an Op Ed in June
2014 touting the needs of a family-friendly workplace.
THE HUFFINGTON POST
Hufngton has repeatedlytaken on the big guns in
the media industry, and
repeatedly come out on top,with The Hufngton Post nowreceiving more web trafcthan the New York Times. Theonline publication was the rstdigital media enterprise to win
a Pulitzer Prize — generally
considered journalism’s
highest honour — in 2012,less than a decade after the
news site was launched.
Hufngton has since sold it to AOL for $315 million.
SUCCESS STORY
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orn in Athens,
Hungton grew up inGreece nurtured onthe works of famousphilosophers. Despitegrowing up with afather who worked
as a newspaperman, she cites her
mother as her biggest inuence —a humble and powerful womanof simplicity and vision.
ARIANNA HUFFINGTON
From an early age, Hufngton
had a knack for visualizing
and planning long-term goals.
In a widely known anecdote, a
young Arianna found a picture of
Cambridge University in a magazine
while still in her mid-teens. On the
spot, she decided that would be
the university she would one day
attend. In support of her daughter’s
dream, her mother moved the family
to England and within a handful of
years, Hufngton was attending
Cambridge on a partial scholarshipand later became Cambridge
University’s rst female captainof the famed debating society,
Cambridge Union.
SUCCESS STORY
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hroughout her career, Hufngton
has captured the essence of anidea that drives the information age:that social connections and socialmedia are our new entertainment.More than anything else, sheunderstands the addictive appealof media devices, herself owningthree BlackBerrys. Yet through thisendless connectivity also comesthe knowledge of its price.
ADDICTION TO DEVICES
Hufngton argues that
technological deviceshave a place, and at
night, that place is not in
the bedroom. According
to Hufngton, sleep is asacred thing. Now she
relegates all devices to
the bathroom to charge
overnight. Sleep is valued
to the point that in 2012,The Hufngton Postinstalled “nap pods” in its
ofces for employees tocatch up on some much-
needed shut-eye.
It’s only when one of the
most connected people
in the world suggests that
we disconnect from our
devices and re-establish
a sense of connection
with the physical world
that we sit up and takenotice.
SUCCESS STORY
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S
The inspiration behind
Hufngton’s newestbook came when,
chronically exhausted
and lacking sleep
in 2007, Hufngtoncollapsed, breaking
her cheekbone and
receiving a gash
over one eye. As a
celebrated personality
who has achievedwide-reaching
international success,
she was compelled
to wonder whether
success came at too
high a price, and in
fact, whether we might
have our thinking on
success all wrong.
uccess is traditionallybased around the
pursuit of two metrics:
power and money.
Chasing these at the
expense of all else,
Hufngton found,leads to a decline
in quality of work,relationships, and
eventually, complete
burnout. The mad
drive for these two
conventional goals can
be unhealthy to the
point of being fatal.Hufngton realized
that there’s more to
success than the size
of your paycheck or
the location of your
ofce. And that as a
society, we need acomplete overhaul of
what we deem to be
successful. In thinking
this, she’s not alone.
So if the rst twometrics are power
and money, what is
the third metric? Put
simply, it’s rounding
out your life bypursuing four pillars:
well-being, wisdom,
wonder and giving
with equal vigor as youwould pursue wealth
and inuence.
Throughout Thrive,
Hufngton maintainsthat despite all our
connectivity, we
have lost touch withwhat matters. She
shares the wisdom
gleaned from ancient
philosophy and
corridors of inuence,and communicates it
in simple, digestible
language. And her
advice is so practical
it’s refreshing.
THRIVE AND THE THIRD METRIC
Arianna Hungton’s most
recent book,Thrive, looks at
what it means to besuccessful in today’s
hyper-connectedworld. Throughout,Hungton arguesa compelling casefor the necessityof resetting theparameters by
which our successes
are measured.She provides aninsightful look into
the challenges facingwork practices
globally, enhancedwith guidance on
how we might best
adjust to the often-negative impacttechnology is having
on our wayof life.
SUCCESS STORY
S
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QFOUNDR: Your
book Thrivecovers just about
every facet ofhuman life and aplethora of wise
writings fromauthors acrosshistory. Thesewritings seem
more ttingand necessarynow than ever. At what pointdo you think
humanity lostits way focusingon money andpower at the
expense of allelse?
ARIANNA HUFFINGTON:
“What is a good life?”
has been a questionasked by philosophersgoing back to the ancient
Greeks. But somewhere
along the line we
abandoned the question
and shifted our attention
to how much money we
can make, how big a
house we can buy, and
how high we can climb
up the career ladder.
As Jean-Francois Revelput it, the “conjunction
of intellectual
contemplation of truth
and the attainment
of happiness through
wisdom … was only seen
for the last time at the
end of the seventeenth
century in Spinoza’s
Ethic. From that time on,
Socrates’ question, ‘Howshould I live?’ was
abandoned.”
AH: I wouldn’t say
my inner voice was
silenced, but it didn’t
have the strength it
could have, or that
it deserved to have,
because all the signals
the world sends us do
not value or reinforcethis voice. It’s a little
bit like that great Iain
Thomas line: “And
every day, the world
will drag you by the
hand, yelling, ‘This isimportant! And this is
important! And this is
important! You needto worry about this!
And this! And this!’
And each day, it’s upto you to yank your
hand back, put it on
your heart and say,
‘No. This is what’s
important.’”
ut I
remember it
as if it were
yesterday,
that rstrevelation: I was
twenty-three years
old and I was on a
promotional tour for
my rst book, TheFemale Woman,
which had become
an unexpected
international bestseller.
I was sitting in
my room in some
anonymous European
hotel. The room could
have been a beautifully
arranged still life.
There were yellow
roses on the desk,
Swiss chocolates by
my bed, and French
champagne on ice.
The only noise was
the crackling of theice as it slowly melted
into water. The voice
in my head was
much louder. “Is that
all there is?” Like a
broken record, the
question famouslyposed by Peggy Lee
(for those old enough
to remember) keptrepeating itself in my
brain, robbing me ofthe joy I had expected
to nd in my success.“Is that really all there
is?” If this is “living,”
then what is life? Can
the goal of life really
be just about money
and recognition?
From a part of myself,
deep inside me—
from the part of methat is my mother’s
daughter— came a
resounding “No!” It is
an answer that turned
me gradually but rmlyaway from lucrative
offers to speak and
write again and again
on the subject of “the
female woman.” It
started me instead on
the rst step of a long journey.
Q FOUNDR: Your rst
revelation that life wasmore than just money andrecognition came when youwere only 23. What happenedin your story that led to that
inner voice being silenced?
S U C C E S S S
T O R Y
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W h at i s a G o o d L i f e ?
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FOUNDR: Scienticdata has suggested thatthe modern way of lifeis damaging. (Stress-related illness is the
leading cause of doctors’visits in the UK). Whythen is the third metric anew discovery in the ageof information? Why as aspecies have the majorityof us opted to live in away that is fundamentallyunfullling to us?
Q
Q
Q AH: The rst stages of the Internet wereabout data and more data. But now we
have plenty of data — indeed, we’re
drowning in it — and all the distraction
we could ever hope for. Technology has
been very good at giving us what we want,but not always what we need. Wherever
we look around the world, we see smart
leaders — in politics, in business, in media
— making terrible decisions. What they’re
lacking is not IQ, but wisdom. Which is no
surprise; it has never been harder to tap
into our inner wisdom, because in order
to do so, we have to disconnect from all
our omnipresent devices — our gadgets,
our screens, our social media — and
reconnect with ourselves.
AH: Growing up in Athens, I was
brought up on the classics and the
Greek myths. They were taught
to me not as ancient history, as
my children learned them in their
American classrooms, but as my
personal roots and the sourceof my identity. Athena was the
goddess of wisdom, and, for me,
the idea of wisdom is forever
identied with her — weavingtogether strength and vulnerability,
creativity and nurturing, passion
and discipline, pragmatism and
intuition, intellect and imagination,
claiming them all, the masculine
and the feminine, as part of our
essence and expression.
AH: We are living through an incredible time, when
modern science is validating a lot of ancient wisdom.
That’s why, in Thrive, I’ve included 55 pages of
endnotes to convince even the most stubborn skeptic
that we need to unplug, recharge and reconnect with
ourselves, and by doing so, actually improve every
aspect of our lives.
So many of us have opted to live in a way that’s
fundamentally unhealthy and unfullling because, as asociety, we have been operating under the collective
delusion that burning out is the necessary price for
accomplishment and success. Recent scienticndings make it clear that this couldn’t be less true.Not only is there no tradeoff between living a well-
rounded life and high performance, performance is
actually improved when our lives include time for
renewal, wisdom, wonder and giving.
FOUNDR: On thesubject of wisdom, weseem to be information-rich and wisdom-poor.Could you explainfurther the paradoxthat connectednessisn’t making us wiser?
What sort of effect haveyou noticed this lackof wisdom having onsociety?
FOUNDR: Much ofThrive’s beauty lies inembracing the tenetsof ancient philosophyand wisdom andshowing how valuableand applicable it is inour lives. Was therea specic time whenyou came to thisrealization?
S U C C E S S
S T O R Y
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FOUNDR: Ifyou had to startyour careerall over again,what would youdo differently inyour approachto business?
AH: I wish I could
go back and tell
myself that not only
is there no trade-
off between living a
well-rounded life and
high performance,
performance isactually improved
when our lives
include time for
renewal, wisdom,
wonder and giving.
That would have
saved me a lot
of unnecessary
stress, burnout and
exhaustion.
FOUNDR: Arguably, youare where you are todaybecause you workedextremely hard. How muchof the success of TheHufngton Post is owed
to ceaseless dedicationto the point of physicaland spiritual exhaustion? And do you think if youhad adopted third metricprinciples earlier, TheHufngton Post would bewhere it is today?
AH: I’m convinced that if I hadincorporated these practices into my
life much earlier, I would still have
achieved all I have achieved with less
stress, worry and anxiety, and HuffPost
would be just as much of a success.
And most of HuffPost’s successes
have been over the past seven years,
after my wakeup call!
FOUNDR. Who do youlearn from currently?
Who are your mentorsand how do they differfrom the ones you had
in your formativeyears?
AH: I learn a lot from my daughters
— it’s one of the many joys of
being a parent that no one ever
tells you about. And though she’s
no longer here, I still learn a great
deal from my mother. One of her
favorite sayings, which embodied
the philosophy of her life, was
“Don’t miss the moment.” Earlier
in my life I was more likely to
look up to people for intellectual
reasons, but now it’s much more
about wisdom.
FOUNDR: Finally,could you explain whythe third metric is soimportant for youngentrepreneurs to learn?
AH: Young entrepreneursespecially can benet from thesepractices. The Western workplace
culture — exported to many
other parts of the world — is
practically fueled by stress, sleep
deprivation, and burnout. Even
as stress undermines our health,
the sleep deprivation so many of
us experience in striving to get
ahead at work is profoundly —
and negatively — affecting our
creativity, our productivity, and our
decision making: the very things
entrepreneurs need in order tosucceed.
Q Q
QQ
S
U C C E S S S T O R Y
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Let Go of
Something. At the end of the day, let
go of something that isn’t
serving your interests.
Examine your grudges,
resentments, or projects
that you don’t care about
enough to complete, and
pick one to jettison. Dropit and feel that weight
slide away. You’ll besurprised at how much
mental energy is wasted
needlessly on fruitless
burdens.
THRIVING: 3 STEPS YOU CAN EMBRACE TODAY
Arianna Huffingtonshares three tips guaranteedto change your life for the
more productiveand fulfilling.
David Halliday is a journalist and screenwriter. He’s written for creative studios in
Melbourne and New York, and a range of publications including GQ. He has authoreda book on food history and has received awards for screenwriting.
Sleep more. Wise people get enough
sleep. As little as 30minutes extra sleep
every night is enough
to transform your
quality of life markedly.We tend to value
being exhausted and
overworked as badges
of honor, but ultimately
burning yourself out is
an inherently unhealthy
practice. If you can’t
sleep at night, embrace
the idea of naps during
the day.
1 2 3Unplug.Turning off devices is hard,
but endless connectivity will
be harder on your health
in the long run. Pick a time
after work when you and
your devices part ways for
the night. That means they
should be switched off,
and out of the bedroom.
And don’t sleep with your
smartphone by your bed. Any
friends’ messages, tweets,
Facebook posts, or breaking
news can wait ‘til morning.Your sleep will be morerestorative without them.
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WHAT YOU CAN LEARNFROM
ARIANNAby
HUFFINGTON
THRIVE
Arianna Huffingon wroe Trive because we need o rehink success.
Why do hese mater? How can we ac on hem? Le’s look.
{ WELL-BEING } { WISDOM }{ WONDER } { GIVING }
Sociey’s old idea of success is cenered on wo hings: money
and power . Bu money and power are like a wo-legged sool
– wihou a third leg , you’ll fall. Ta hird leg manifess in he
Tird Metric of success. o lead worhwhile lives, we mus
welcome he four pillars of he Tird Meric:
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-
We shouldn't neglect our lives infavor of work – that's what well-
being is about.WHY?
.
MOVE MORE. Physical activity –
walking, running,
stretching, dancing – is
integral to well-being.
We need to refocus on well-being – for the sakeof our work, and the sake of ourselves. HOW?
96%of leaderssay they'reburnt out. Tat damages their
decision-making.
MEDITATE TODAY. start with just five minutes ofmeditation. find a quiet place at an uninterrupted
time, relax your body, and observe your breath.
. t
. ' ,
, . : Set an alarm to alert you when
it's time to go to bed.
Science shows that SLEEP DEPRIVATIONcripples our mood, focus, and high-level cognitive functions.
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Wonder is about our state of mind – weneed a perspective that embraces good things.
Tat state of mind must center on love.WHY?
. 75-
:
IMAGINE JOY.Find a mental picture that ignites
your joy: your kid, your pet, a
natural scene, artwork.
When you hit rough
times, summon
this image to renew
your wonder.
BE FORGIVING. Holding judgments againstyourself? Forgive yourself. Holding judgments
against other people? Forgive them.
.
?
– , , , .
10 .
Let's reinvigorate our sense of wonder about the worldaround us – and let's love the people in our lives. HOW?
E = m c 2
LIFE NEEDS WONDER.
HAPPINESS ISLOVE.
FULL STOP.
Einstein wrote that whoever sits is
unable to wonder, “whoever cannot
contemplate or know the deepshudder of the soul in
enchantment, might just as well
be dead for he has already
closed his eyes upon life.”
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Arianna says ha “wisdom is abourecognizing wha we’re really seeking:
connecion and love.”WHY?
'
,
.
LET GO. Pick somehing –oday – ha drains your energy
wihou benefiing you or your loved
ones, and cu i ou of your life.
WISDOMfrees us from he rap of
obsessing over money
and power.
Wih wisdom, we can undersand why he Tird Meric maters. HOW?
Perspective on what's importantGEARS US UP TO DEAL WITH THE TRULYTOUGH THINGS: death, sickness, loss.
.
.
: You can also list ten things you're grateful for, and count them on your fingers.
BE THANKFUL. Start a “gratitude list” andwrite down things you're thankful for.
Share it with friends.
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Giving encompasses love, care,compassion – going beyond
ourselves.WHY?
BETTER
BUSINESS. Companies led byCEOs who are “givers”
see higher, more sable
reurns. Oher business
areas see his, oo – givers
ge ahead.
It's key to SOLVING PROBLEMS atevery level, local to global.
-
$20,000
$75,000.
START SMALL.Litle gesures of kindness for hose
around you will beter heir lives.
You'll also improve your emoional
ouloook.
.
.
: 43%
,
,.
Helping ohers helps ourselves.WHAT CAN WE DO TO GIVE?
CONNECT MORE. Make the important effort to make apersonal connection with people you normally take for granted.
This connects you to the moment. And it brightens their day!
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CLICK HERE TO PURCHASE ARIANNA’S BOOK
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We’ve all been curious about the best way toget better at languages, sports, cooking, tness, and ofcourse, how to start a business. Using a grand total of fourhours per week, Tim Ferriss showed us how. Ferriss needs
no introduction. Multiple New York Times best-sellingauthor. Entrepreneur. Self-help guru. Investor. Celebrity.And now star of his own television show.
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A recentstudy fromStanfordfound thatproductivityper hourdeclines
sharplywhen theworkweekexceeds50 hours.What’s more,productivitydrops oso muchafter a 55-hour week,that there’sno point inworking anymore.
Newsflash: If you’re workinga 70-hour week, you’re
getting about as much doneas someone working 55.Tim Ferriss was one of thefirst voices decrying longwork hours and the needto rethink time priorities,and this study only servedto reinforce his work. Ofcourse, like most thingsFerriss takes on, he tookthings to the extreme.
Even if you know nothingof entrepreneurialism, youprobably know the workof Tim Ferriss. The 4-hourWorkweek ring any bells?Chances are, it’s that bookyour roommate is alwaysgushing about. A #1 New
York Times and Wall Street Journal best-seller, it hasseeped into the zeitgeist
and changed more livesthan its detractors would
like to admit. The 4-HourWorkweek was on the New
York Times best-seller listfor four-and-a-half yearsstraight and stayed on otherlists for seven consecutiveyears. Released in 2007,this seductive and seminalbook was about escapingthe workaholic lifestyle to“find your muse.” For theuninitiated, that means abusiness that takes up littletime, yet turns over enough
revenue for you to enjoy asort of freedom from theoffice bullpen.
It’s a seductive enoughidea to nudge your careerinto a different directionpermanently. It might behard to admit, but it’s true: ifit weren’t for Tim Ferriss andThe 4 Hour Workweek, a lotof us wouldn’t be where we
are today.
SUCCESSSTORY
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The New
Yorker oncedescribedFerrissas “thisgeneration’s
self-help guru.”
Wired called Ferriss“The Superman ofSilicon Valley.” SinceWorkweek, Ferrisswent on to write twomore bestsellers,tackling fitness andthen cooking. He nowcommands legions ofdevotees, equal partsinspired and intrigued
by the number ofimpressive—albeitpeculiar—accoladeshe’s amassed. Theskills he’s masteredare as disparateas tango dancing,kickboxing, and curling.But for Ferriss, theachievements are neverthe focus; they’re morelike decor, useful when
swag points are neededin a hurry.
Speaking with Ferriss,you get the impressionthat he has a voracioushunger for learning,and an excessive thirstfor experimentationand novelty. Couplethose traits with endless
reserves of energy, andyou have somethingakin to a small, blonde,human hurricane.
With square-jawed,photogenic Scandinavianfeatures, Ferriss speakswith an easy baritonelilt. And despite hisunorthodox approachto work, it would be a
mistake to think thathe’s laid back or lazy. Onthe contrary, beneaththe veneer of boyishrecklessness and a devil-may-care thirst foradventure, he’s a man ofquite startling intensity.Affable? Yes. But intense.
Tim Ferriss is also a
divisive figure. Hisdetractors question hismethods, or get hungup on what they see asa focus on obtainingthe maximum effect forthe minimum effort, orchampioning shortcutsfor their own sake. Butto his followers, it’s moreabout working smarter.Taking apart traditional
constructs, analyzingtheir core componentslike a curious child withan old clock, and figuringout which parts makeit go. In a sense, he isthe ultimate pragmatist.Deconstructing the timeand energy traditionallyrequired to perform atask, he sifts through the
necessary componentsand delivers a new modelthat is sleeker, faster, andmore effective.
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S
o who is this guy? Ferrissgrew up with his parents andyounger brother in the townof East Hampton, which he
describes as “rural Long Island,” onlytwo-and-a-half hours from New YorkCity. “It’s a seasonal town, meaningit attracts a lot of rich Manhattanitesout of the Hamptons who are out forthe summer,” he says.
If there’s one thing that usuallyisn’t helpful to a writer, it’s a happychildhood. But Ferriss recalls thetime with fondness. “We were middleclass, and my parents probably nevermade more than 50 or 60 thousanddollars per year combined.” Ferrissmaintains that didn’t affect hischildhood at all. “If anything, Ithink it helped,” he says. “If I lookat the kids I met who were comingout of wealthy families in the city,they struck me as being unhappyand miserable. I spent a lot of time
skateboarding, biking around to seemy friends.”
Education was always top priorityin the Ferriss household. “Despitenot having much money, myparents made it really clear thatI couldn’t get the new bike or BBgun, but there was always a budgetfor books. If I wanted to read, theywould find the money.” So, was he
the most precocious child in New York State? Possibly. “I had a rat tailat one point,” he confesses with atrademark grin. “I owe my parentsa debt of gratitude. They allowedme to find things that excited me.But I’ve always been a weird kidthough,” he admits. “I’ve always beenan odd fellow who marched to hisown drummer. That malfunction orblessing or both has alwaysbeen with me.”
ORIGIN STORY
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Even at early age, the trademarkdiversity of Ferriss’ ranging interestsbecame evident. “I wanted to be acomic book penciller for about 10years. And so I did a lot of illustration.My grandfather was an artist, my
uncle was an artist. And I continuedthat all through college where I wasa paid illustrator. And that fell bythe wayside when I graduated andresigned myself at the time to being a‘serious’ adult and doing‘serious’ work.”
Ferriss completed a degree in East Asianstudies at Princeton, graduating in 2000,before working in a data storage company.It was there where he toyed seriously withentrepreneurialism. When recalling howhe started his first company, Ferriss isquick to note that he had a number of other“ill-fated attempts at entrepreneurship,”before finally selling nutritionalsupplements online
SUCCESS STORY
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STARTING OUT
B
rainQuicken (laterrenamed Body Quick)was in his view, Ferriss’
first attempt at a “proper”company. “All the documentswere in order, accountants,payment processors and so on,”he says. “I launched the companywhile I was still employed at afull-time job, because I didn’twant to jump and then find thesafety net. I wanted to test [thenet] and only jump when I knewit could work.”
After making his first saleonline, Ferriss describes themoment as “this incredibleepiphany and happiness, whereI realized I don’t need to be inone location and I don’t needto sell my services by the hourto make money. I had alwaysbelieved that, but it was always
a speculative hope. I knew it waspossible, but I hadn’t tasted it.”
Regarding the first 12 months ofrunning a business, he says, “It’sa rollercoaster. If you’re thinkingof doing your own thing, it’s aneducation. You’ll learn more inthe first six months than in twoyears at the best business schoolin the country, bar none. It’s a
real experience. Emotionally.Psychologically. Financially.Physically. It’s a hell of a lotcompressed into a really shortperiod of time.”
SUCCESS STORY
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Yet even goodcompanies can turnugly. BrainQuickentransformed quicklyfrom a startup laborof love into an all-consuming, 80-hour-
per-week slog. It was around this timeFerriss realized all his waking hours
were spent on his business, and notchasing any of the dreams that werebubbling through his mind.
Which led to testing out various timehacks and starting the work thatwould lead to The 4-Hour Workweek.He transformed a business that wasbecoming a behemoth into a sleek andsimple operation that required very
little of his time daily.
Ferriss admits that The 4-HourWorkweek was written to scratch hisown itch. “It’s the book that I alwayslooked for, but couldn’t find. So I wroteit for myself. I always found these work/life books that told you money wasn’timportant, or books by Jack Welch onhow to build a Fortune 500 company.But I didn’t want either-or. I wanted
something in the middle.”
SUCCESS STORY
80-HOUR WORKWEEK?
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Even traditionalmarketing methodscan be hacked.Once a publisher
accepted The 4-Hour Workweek (afterit was rejected byno less than 25publishers), Ferrisstook the marketingeorts upon himself.So how did he createthe snowball eect?
It wasn’t accidental, and did not areup overnight. Its success was the result
of careful planning and highly targetedmarketing.
Describing how The 4-Hour Workweekgained such traction, Ferriss explainshis rst two steps to marketing. First,he recommends people read The 22
Immutable Laws of Marketing. “Readthe old version, not the updated Internetone.” Second, “before you can makeintelligent marketing, promotional, andeven product decisions, you have to knowwho your customer is.” In fact, you couldcomfortably say much of his success couldbe attributed to Ferriss’ encyclopaedicknowledge of his target market.
THE MAKING OF A BESTSELLER
SUCCESS STORY
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“You donot need toappeal to
the entireworld. If youtry to appealto everyone,you’ll getnowhere,” hesays. “It’s tooexpensive
and doesn’twork.” Histarget marketis narroweddown to “techsavvy malesbetween20 and 40,primarilyon the coastof the USmainland,either in NewYork or SanFrancisco. Youcan create abestselling
book by justtargetingthose peopleif you do itright.”
Whenmarketingyourproduct,“dene
specic target numbers.Mine were ten to twenty
thousand books per week. Iknew I could achieve that ifI targeted my demographiccorrectly.”
To his credit, Ferriss didn’tstart o with any outlandishadvertising gimmickry;rather, he just went wherehis audience was. “I askedmyself who are these peopleand where are they already
going? Who are the thoughtleaders in that space? Whatare the ve to 10 websitesthey visit? And I foundwho the trac leadersread, the highly regardedthinkers who might not havemassive platforms of theirown. And I chose the leastcrowded channel to try toconnect with them.” That
ruled out email and phone.He contacted his thoughtleaders at conferences.
“I spent my [book] launchbudget ying to conferencesand trying to spend timewith thought leaders overcoee in the hallway orin bars. I bought a lot ofdrinks for a lot of people,”he confesses. “It was Southby Southwest specically, ina couple of lounges wherethey served drinks.” Ferrissdescribes his process ofmeeting people, havingorganic conversations, andonly bringing up the topic ofhis book when asked aboutwhat he did. “I never pitchedvery hard,” he says. “That iswhat created the snowball
that turned into a massive
monster: those one-on-onepersonal interactions thatwere not cold, hard sells. Andninety-plus percent of thosepeople I am still friends with.I identied exactly who wasmost interested and who was
most receptive.”
His books are now knownfor his application of boththe Pareto Principle (the80/20 rule) and Parkinson’sLaw (work expands so as toll the time available for itscompletion) to business andpersonal life. Which wereobviously both used to greateect in the book’s launch
phase.
Ferriss refers to histeachings broadly as“lifestyle design.” Thepopularization of notabletechniques like nding“muses,” virtual assistants,and drop-shipping signaled aparadigm shift for wannabeentrepreneurs globally.
The fact that those termshave entered the commonparlance? You’ve got TimFerriss to thank for that. Butperhaps more importantly,the beneciaries of The4-Hour Workweek includedregular business peoplelooking for a way to stopbusiness hours gobblingup their private lives. In anendlessly connected society,it granted many the abilityto reclaim their time from24/7 business demands. Andtherein lies one of the keysthe books’—and Ferriss’—success. It was the perfectmessage for a time of ultra-connectivity, when everyonewas getting more than a littleweary with the boss emailingat 2 a.m. and expecting a
quick reply.SUCCESSSTORY
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THE TIM FERRISSEXPERIMENT
Studying under
Pulitzer Prize-winning authorJohn McPhee at
Princeton must have hadsomething to do with it.Ferriss learned that youcould jump to the frontof the line if you learnedstraight from the best,mano a mano. And maybethat’s revealing of Tim
Ferriss’ major gifting:the simple ability to talkhimself into anything, withan air of genial authority.
And by doing so, learnfrom the best.
That’s more or less whathe does in his show, TheTim Ferriss Experiment,
which lets the viewer intohis process of turninghimself into a guinea pigto try out his newest ideas.“It’s Mythbusters meetsJackass,” Ferriss says.“Or how to become JasonBourne.” Each episodesees him tackling a newskill. With 13 episodes intotal, he is both producer
and presenter, all inservice of demonstrating
accelerated learning.
“And then I have a crazytest at the end of eachepisode.” The frst episodesdebuted in late 2013,but only two ever aired.Now Ferriss has boughtthe rights himself. “It’s afascinating explorationof human potential,” hesays. “And what seemingly‘normal’ people can do
to appear superhuman. You get to see somehorrifc accidents and theoccasional miracle.”
Finally, as our allotted timedraws to a close, we pitchhim the question: Out of allthe success he’s achieved,what does he value the
most? The cars? Thehouses? The social kudos?He muses for a moment.“The freedom to work onwhat I want to work on,”he says fnally. “It’s not abelonging. It’s the abilityto say ‘no.’ And just workon what I want to work on.
And I hope it’s a force forgood. That’s the intention
anyway.”
In his Commentaries
on the Civil War,Julius Caesar wrote
that experience is theteacher of all things.It’s a good axiom to
remember, but toughwhen your interestsare far-reaching. In
the highly specialized21st century economy,
where every industryis broken down
into innite niches,you might think
that having diverseprofessional interests
would be a quickroad to the land ofcareer stagnation.However, Ferriss’
personal missionseems to prove that
anyone is capable of,well, anything. And
that competencyin any skill isn’t as
distant as traditionaleducational models
would have youbelieve.
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1. Evernote. Full disclosure: Ferriss is anadviser to Evernote, but he says he used
it before he became involved. “It’s whereI do all my note taking, all my research-gathering. It’s also how I do all of myscreenshots with Skitch, which is part ofEvernote.” 2. Onepassword. Losing track of all yourpasswords? This sorts it out for you. Theycan help you generate very difficult-to-crack passwords without it taking upmental real estate.
3. Emailgame and Boomerang. “Thesetwo tools will increase your emailprocessing speed 50 to 100 percent, I kidyou not,” Ferriss says. You can scheduleemails to be sent later. It also reminds youautomatically if someone hasn’t replied,removing the need to remember to follow
you back on track. Every time you opena new tab, it reminds you of your main
focus for the day. It also shows a beautifulphotograph, an inspirational quote andthe time. 5. Headspace or Calm, both meditationapps. “Use these to start meditating for10 to 20 minutes at the start of everyday. Meditating in the morning beforeyou go into any kind of reactive mode isa complete game changer.”
PRESS PLAY TO LISTEN TO
THE FULL INTERVIEW
David Halliday is a journalistand screenwriter. He’s writtenfor creative studios in Melbourneand New York, and a range of
TIM FERRISS’TOP 5 PRODUCTIVITY
TOOLS
SUCCESS STORY
Curious as to which apps Tim Ferriss
uses every day without fail? These are hisessentials for hacking time and gettingthings done, in no particular order. Don’tleave home without them.