Principle · MoneyMarc Klingen recommends using AI to propose fixes to agents when you have production traces, eval criteria, and datasets of how to reproduce issues found in production. When you see usual error patterns, reproduce them and propose new eval criteria on the offline datasets — for example, adding an eval criterion that a customer support agent answers in the same language as the user's question. Teams also use AI in their loops to maintain eval criteria and maintain datasets.
AI Engineer · The Self-Improving OSS Agent Stack — Marc Klingen, Langfuse
Principle · MindAlzheimer's pathology does not necessarily lead to dementia; 20-30% of people with the pathology never develop dementia. Cognitive resilience is supported by physical exercise, controlled blood pressure, avoiding diabetes, controlled cholesterol, a sense of purpose, social connection, and curiosity, with the psychological factors almost as important as the physical ones.
Andrew Huberman · How to Improve Motivation & Overcome Procrastination | Dr. Masud Husain
Principle · BodyAnchors are what the training is based around: one box cleans serve as the primary peak-velocity indicator of athlete readiness and twitchiness, the back squat is the leg strength anchor whose numbers dictate how heavy to go on other lower body lifts, the bench press is the upper body anchor, and the flying 10 sprint (measured with lasers, not VBT) is the anchor for max speed, targeting 22+ miles per hour.
Garage Strength · I Had 10 Athletes STOP Lifting Heavy. They Got STRONGER.
Principle · BodyUse VBT bar speed data to catch fatigue and prevent injury before it happens instead of adding extra sets on feel alone. Skip an extra set when bar speed drops below the target velocity for that lift, even if the athlete feels strong enough to do it.
Consequential creator advice requires independent verification before Today can promote it.
Garage Strength · I Had 10 Athletes STOP Lifting Heavy. They Got STRONGER.
Creator perspective · MindWhen Mike pushed back — 'Then why are you having me talking about this bullshit? Stop, motherfucker. Stop.' — Theo was in a tight spot somewhere between a joke and a warning. If he immediately changed the subject, he risks retreating too far and coming across as weak; if he kept asking personal questions, he risks escalating to the point of no return. Instead, Theo zoomed out a level on the same topic, which takes the pressure off without totally shutting the topic down. As a result, Mike went even deeper.
Charisma on Command · When Someone Intimidates You, Do This...
Principle · SocialThe host lays out the small, subtle signs to pay attention to: her asking questions, responding positively to displayed intent, staying planted and holding eye contact, staying in the interaction, and asking your name. These differ from how men display interest, and recognizing them gives you confidence to move the interaction forward — though it's not yet time to ask for a date or number.
Coach Kyle · She’s Dropping Hints, Are You Catching Them?
Principle · SocialWhen someone withdraws, the natural thing to do is try to get them to open up — and if someone actually wants to connect but is just being shy, that can work. But if someone is playing an attachment-style power game, trying to draw them out with questions won't work: they learn that withdrawal gives them control over the relationship. If you get angry at someone using withdrawal as a tactic, they learn that the tactic gives them power. Instead of chasing someone playing a withdrawal power game, do nothing — literally. The ultimate form of control is someone who is so relaxed that they don't have to do anything, not someone laying down the law. When someone finally feels that you aren't going to chase them, that is when they finally re-engage.
Charisma on Command · The Psychology That Disarms Emotional Games
Creator perspective · SocialThe speaker starts the conversation in an innocent, safe position and closes the distance gradually as flirtation builds, eventually getting close enough that he could have kissed her.
Coach Kyle · A Realistic Approach at a Deli (Infield)
Creator perspective · SocialOnce intent is established and she's comfortable standing close, the speaker shifts to vibing, then a mutual get-to-know-you phase (work, fun, living situation, upcoming plans), then moves toward the phone number and setting up a meetup.
Coach Kyle · A Realistic Approach at a Deli (Infield)
Creator perspective · SocialThe speaker argues that when a woman peels away to order, you should let the conversation breathe and then reopen it as a simple extension of the initial conversation rather than assuming it's over.
Coach Kyle · A Realistic Approach at a Deli (Infield)
Creator perspective · SocialThe speaker describes moving the conversation from ethnicity to shared preferences to personal compliments, inching toward a flirtatious direction without flipping a switch.
Coach Kyle · A Realistic Approach at a Deli (Infield)
Creator perspective · SocialBy saying 'I like Albanian people' rather than 'I like you,' the speaker prompts the woman to qualify herself by explaining why Albanians are the best, which he frames as her investing in the interaction.
Coach Kyle · A Realistic Approach at a Deli (Infield)
Principle · MindA major reason people apologize is to get forgiveness and absolve their guilt — children especially apologize to get something. The natural move after a cold reception is to double down on convincing the person you're sorry, but the coach does nothing; he hopes Ray accepts the apology without begging. Joe Hudson calls this an upright apology: neither begging for forgiveness nor escaping blame, just standing in it because you want to change. Dropping into convincing mode puts pressure on the other person instead of offering something, so adopt the mindset 'I don't need to convince anyone of anything.'
Charisma on Command · 6 Mindsets That Make People Respect You During Conflict
Principle · MindWhen people screw up, their instinct is to make excuses to protect their image. The host draws a line: an excuse gives a reason and then uses it to dodge responsibility. The recommended move is to give an explanation for what happened while still taking full responsibility — as the coach does — because blaming or deflecting would have made him look weak and defensive.
Charisma on Command · 6 Mindsets That Make People Respect You During Conflict
Principle · MindBefore entering a conflict, adopt the mindset 'no matter what, I will be okay.' The host says this is less positive thinking than flipping a switch in your brain: it reframes the situation from a threat to a challenge, so you approach the conflict instead of withdrawing.
Charisma on Command · 6 Mindsets That Make People Respect You During Conflict
Principle · MindThe coach names not just the stolen goods but the inconvenience, time, and headache Ray's organization suffered. Apologies often fail because they don't acknowledge the full scope of the wrong — e.g., a partner not doing dishes makes you feel disrespected, not just burdened. Acknowledging the full depth makes the other person feel understood, like you share a reality, and therefore trustworthy.
Charisma on Command · 6 Mindsets That Make People Respect You During Conflict
Principle · MoneyMatt Paulson's counterintuitive advice is that when you don't know what to do, do nothing. Big inflection-point decisions don't get better by spending more time thinking about them, and seeking opinions from 15 different people drowns out your own voice. Instead, step back and get still through meditation, breathing exercises, music, or working out to remove noise and reconnect with your initial intuition. He notes there are neurons in your gut and heart, so information comes through outside your brain that you should listen to.
Foundr · The Near-Death Experience That Built a $400M Year Business
Principle · MoneyMost of the time, the person with the problem you want to solve is not actively experiencing it at that moment, so they'll have to think back. You want to know what users do instead — their workarounds — and how much that workaround costs them and how often the problem happens. Find out how much effort the user is already putting into solving the problem: that is gold and really strong evidence the problem is worth solving. If the user can't remember the last time the problem happened, that's a signal — not the one you want, but one you want to have. Conversely, if users say they don't remember and just gave up, that's a signal they probably won't pay or change workflows. If they are actively experiencing the problem right now, that's a good signal and you'll get really direct answers.
AI Engineer · Build the Right Thing: Product Engineering (Part 1) — Kent C. Dodds, EpicProduct.engineer
Principle · MoneyPer the Mom Test, Kent C. Dodds says you don't want to ask users to evaluate your idea or diagnose the problem for you; people naturally look for someone to say the problem is huge and they'd spend untold sums to solve it, and talking about your specific solution before users agree the problem is worth solving is a mistake. Weak questions include 'Would you use this?', 'Is this a problem?', and 'What is the problem? Help me define the problem.'
AI Engineer · Build the Right Thing: Product Engineering (Part 1) — Kent C. Dodds, EpicProduct.engineer
Principle · MoneyJim Clark's maxim: the right number of credentials to have in a sandbox is always zero — credentials should never be in there. If there are absolutely no credentials in a sandbox, the blast radius of an agent doing something incorrect is reduced. He also says never have any credentials anywhere in any harnesses.
AI Engineer · How Many Credentials Should Your AI Agent Have? Zero. — Jim Clark, Docker