Charlie Munger, Daily Journal, 2022 Your life could get five times better than it is right now. It still wouldn't feel like enough. That's not just a mood. It's a documented pattern, and a 98-year-old billionaire spent thirty years writing down exactly why. "The world is not driven by greed. It is driven by envy." The moment someone near you has more, your own progress quietly stops feeling like progress. That's Munger's answer for why people today, living better than any generation before them, somehow feel less satisfied than the generations that had far less. You already know exactly whose life you compare yours to, don't you. Envy is one of 25 psychological tendencies Munger spent decades cataloging as the standard causes of bad decisions. Here are five worth checking your own trades against tonight: Social proof. You trust a trade more just because other people are already in it, not because the setup is actually good. Doubt avoidance. Not knowing feels unbearable, so you close a position or open one just to make the discomfort stop. Deprival reaction. Losing something hurts far more than gaining the same amount feels good. That's exactly why cutting a loser is so hard. Overconfidence in your own judgment. You remember your past calls as better than they actually were, every single time. Contrast bias. You judge a price against whatever number sat next to it recently, not against what it's actually worth. Sit with that for a second. He spent thirty years refining this list, and envy made the cut every time he rewrote it. The full list runs to 25. Almost nobody checks their own decisions against it before making them.

JPMorgan CEO Jamie Dimon on the day he was fired from Citigroup after 15 years: "my boss called me in and said we want you to resign - to which I said, OK. I went home. the youngest one said, Dad, do we have to sleep on the streets?" this is him explaining how he rebuilt a bank from a $511 million loss into the largest in America, what he does every Sunday with the problems he is avoiding, and what he told the man who fired him a year later "it was my net worth, not my self-worth" "I called him a year later. I told him I didn't think he did the right thing for Citigroup. then I told him the mistakes I made. he acknowledged my mistakes" "if you split a taxi receipt, that's stealing. if I caught you doing that, I'd fire you" "would you have your child work for that person? half the time we promote people, we would not let our kid work for them" bookmark & watch the full conversation ↓

Anthropic engineer: "You're not supposed to prompt Claude. You're supposed to build a system that prompts itself." In 45 minutes she shows exactly how Anthropic builds agents that remember, fix their own mistakes and get smarter with every run. This beats any paid course on agents I've seen. Watch it, then read the guide on building loops below.

Elon Musk explains how he picks the one tiny detail that decides whether a company wins: 1. Treat every order of magnitude as a different management job. Musk lists the sizes out loud: a 50 person company, a 500 person company, a 5,000 person company, a 50,000 person company. He says it is not always the same team that can help manage them. 2. Expect executive turnover to track your growth rate. Musk says that if a company is growing very rapidly, the rate at which executive positions change will be proportionate to the rapidity of that growth. He puts Tesla's fastest years in exactly that category, saying things were just somewhat sped up. 3. Read a long-tenured senior team as a fact about today. Musk says Tesla's senior team at this point averages 10 or 12 years. That number describes a company that has already come through its rapid growth phase. 4. Accept that your day stays the same length. Musk says he has a fixed amount of time in the day, so his time is necessarily diluted as things grow and the span of activity increases. The company scales and the founder's hours stay where they were. 5. Micromanaging everything is an arithmetic problem. When the host raises his reputation for getting into the details, Musk says "nano management, please," then does the math on it out loud: actually micromanaging would imply he has thousands of hours per day, which he calls a logical impossibility. 6. Spend your depth on whatever is currently blocking the company. Musk says he drills down into a specific issue when that issue is the limiting factor on the progress of the company. The constraint is what earns his attention. 7. Understand what the wrong depth costs. Musk says arbitrarily going into tiny things that do not matter would result in failure. He follows it immediately with the other half of the rule: sometimes the tiny things are decisive in victory. The host asks Musk about micromanagement and gets arithmetic back. His day did not get longer while Tesla and SpaceX grew, so he spends it on whatever the company is currently stuck behind and leaves the rest alone. He does not give a test for telling a decisive tiny thing from a worthless one, and a founder running his rule will spend the same week on either. Elon Musk, Dwarkesh Podcast, February 2026 @elonmusk It's the same pattern in my client work. When a founder's account stalls, there is usually one specific thing holding it back, and finding that thing early is most of how my clients have picked up 500M+ views. If you want that found and owned on your X, check the first reply.

An MIT professor opened his first finance lecture by auctioning a sealed box and in 90 seconds his students accidentally learned more about finance than most people learn in a lifetime. Bookmark & watch today, no matter what.

Sam Altman (CEO of OpenAI): "You no longer need to write prompts." In just 38 minutes, he explains how to use ChatGPT at a level that most people can't even imagine. It's a talk he gave to Stanford students. A friend sent me the recording last night. After watching it, I realized I was only taking advantage of about 15% of what this tool can really do. Watch it in full and then read the guide I leave below on how to create a system that prompts itself. Follow @AnishJaitwar for more

Shaquille O'Neal spent his first $1 million in one hour - then Magic Johnson gave him one line that turned him into a $500 million owner of Google, Five Guys, and 24 Hour Fitness as a rookie he treated the $1M check like $1M net. bought a $150,000 Mercedes without negotiating. his dad asked where his was - Shaq bought him the same one. then his mom. three Mercedes, custom suits, jewelry - all in one afternoon after taxes the $1M was really $600,000. he ended the year $80,000 in the hole. "I was $80,000 in the hole and I was embarrassed" 60% of NBA players go broke within five years of retiring. Shaq was on that exact path then Magic Johnson pulled him aside: "it's okay to be famous and well-liked - but you've got to start owning things" Shaq took it literally. at his peak he owned 155 Five Guys locations - roughly 10% of the entire chain. 24 Hour Fitness gyms. Papa John's. Auntie Anne's. car washes. and when a neighbor pitched him a search engine he didn't understand, he wrote a check anyway - an early stake in Google today Shaq earns over $95 million a year from businesses - more than triple his peak NBA salary. his $500 million fortune is mostly built off the court he made $292 million playing basketball. he nearly doubled it owning things that pay him whether he shows up or not the paycheck is luck. ownership is math - every real fortune ever built comes down to the same rule: stop trading time for money, start owning systems that print it while you sleep bookmark & watch ↓\

Most people see @moodewji accelerating towards $10 Billion. I see a lesson. The wealthiest indigenous businesses don't sell one product, at least not Africa. They become part of everyday life. If people can eat it, drink it, wear it, build with it, clean with it, farm it, transport it, or consume it... chances are MeTL is somewhere in the value chain. ■ That's not diversification. That's becoming indispensable. ■ The biggest companies don't ask, "What business are we in?" ■ They ask, "How many moments in a customer's day can we create value?" The future belongs to businesses that solve more problems for the same customer—not those that sell more products. Congratulations to Mohammed Dewji and the entire MeTL Group team on the bold vision. It resonates deeply with our philosophy at The ODOTE Group (TOG) LLC | 🌐 and House of Procurement (HOP GLOBAL) : If it doesn't improve an essential, it doesn't belong here. Our mandate has never been to build more businesses; it is to make life's essentials more accessible, more affordable, and more sustainable—at scale. Scale is rarely an accident. It's usually the outcome of relentless execution over decades. 🦏 The Thinking Rhino (TTR) | ONAGI ODOTE @DavidNdii

Interesting idea: why did BlackBerry’s BBM not reach the heights of market penetration that WhatsApp has? My view: BBM was only available on BlackBerry hardware. It's the classic open vs closed source.

Great deals, straight from the source. The UN regularly auctions off vehicles, machinery, and equipment from its global operations — and now there's one central place to find them all. Transparent, verified auctions Vehicles, machinery & equipment Direct from UN disposal services ungds.unhcr.org/auctions/?ut… No middlemen. No guesswork. Just genuine UN surplus assets, sold to the public. #ungdsauction #unonlineauctions

Poverty does not just take your money. It takes your BELIEF that you have options. And the moment you stop believing you have options you stop making choices. And the moment you stop making choices someone else starts making them for you.

Dr Julius Kipngetich advises men to outsmart their ever rising women. Men are facing imense pressure from rising women in the society. Kipngetich has the following advice to men: 1. Increase knowledge by reading a book every week 2. On personal finance, save money and stop overspending in huge SUVs, emulate Chinese minimalist expenditure. 3. Generate more income by having more than one income source since women are earning more than men nowadays. 4. Farming maize when you're in Nairobi doesn't make economic sense. Invest in money market, bonds and treasury bills instead. 5. Don't overspend on relatives instead encourage them to develop their own revenue generating avenues. 6. Always be present, don't stay in pubs until 12AM. Kipngetich personallly gets home by 8pm daily. 7. Learn at least one sports activity, language and music instrument. For example, learn darts or chess or football, local languages such as Kikuyu, Luo or Kalenjin and perfect one music instrument like guitar or piano. 8. Go to church every Sunday, build your relationship with God. The core of the matter is: keep rising as a man. Don't stagnate.

The #ToFoRB National Learning and Policy Dialogue Forum brings together government actors, faith leaders, civil society organizations, women, youth, security agencies and development partners to reflect on lessons learned and identify pathways for sustaining religious freedom and social cohesion beyond the project lifecycle. @MUHURIkenya @KeshoAlliance @SFCG_Kenya @NCTC_Kenya @NCIC_Kenya @HakiKNCHR @NSCpeace @YPSinKenya @IPOA_KE #TogetherForReligiousFreedom #ToFoRBKe

Today, we celebrate the legacy of the Together for Religious Freedom (#ToFoRB) Project and the transformative impact it has had in advancing Freedom of Religion or Belief, strengthening social cohesion and fostering peaceful coexistence across communities in Kenya. @MUHURIkenya @KeshoAlliance @SFCG_Kenya @NCTC_Kenya @NCIC_Kenya @HakiKNCHR @NSCpeace @YPSinKenya @IPOA_KE #TogetherForReligiousFreedom #ToFoRBKe

We have started The National Learning and Policy Forum on Freedom of Religion and Belief. Celebrating the legacy of our project #TogetherForFoRB with our partners @SFCG_Kenya @KECOSCE & @MUHURIkenya

A man spends 50 years teaching at MIT. He knows his time is running out. So he records one last lecture — everything he knows, distilled into a single hour. He died 5 months later. This is that lecture. The most important hour you'll watch this week. Bookmark it for later!

Charlie Munger literally explained how "Inversion Thinking" helped him become a billionaire: 1. He solves every problem backwards. Munger calls it inversion, and he uses it constantly. Most people ask how do I succeed at this. He asks the opposite: what would guarantee failure here, and then he simply avoids that. He says it works like algebra. Some problems you cannot solve forwards, but invert them and the answer falls out easily. 2. As a young weather forecaster, he asked how he could kill pilots. Stationed in the Air Corps ferry command, drawing weather maps alone in a hangar at night, he didn't ask how to forecast well. He asked: how would I most easily kill these pilots? He worked it through in reverse and found only two answers. Send them into icing their plane couldn't handle, or send them somewhere they'd run out of fuel before any airport was clear. He became fanatical about avoiding exactly those two things. 3. He points out that inversion could have saved Kobe Bryant. The two ways he found to kill a pilot, icing and getting caught out with nowhere to land, are flight risks a disciplined person simply refuses to take. If someone around Kobe had thought that way, Munger says, he'd still be here. It was so stupid, in his words, to die that way. The whole point of inversion is that the fatal error is usually obvious once you go looking for it on purpose. 4. His grandfather taught him the same trick as a boy. When Munger went swimming, his grandfather told him to swim as long as he wanted, but stay near the shore. It sounds simple enough to laugh at, but it's inversion in one sentence: don't optimize for the best swim, eliminate the way you drown. Munger insists the man was genuinely wise. 5. The military gave him a second trick: bracketing. In ROTC he was taught to fire mortar shells one long, one short, then correct to land the next one on target. He says he never fired a real shell in his life, but he has used that bracketing method to size decisions ever since. When he needs to know how big or small to make something, he brackets it high and low and closes in. Kapow. 6. His best inversion turned $125,000 into $600,000. As a young lawyer he had a client whose ranch land the Edison Company wanted an easement through. The client's famous, pompous appraiser valued it at $125,000, using the standard two-dimensional method: comparable sales, price per acre, acreage. Munger, who wasn't even an appraiser, saw the flaw. The land was hilly. 7. He forced the problem into three dimensions and the answer changed completely. Hilly land gets developed by lopping off the tops of hills and filling the valleys. The transmission towers would freeze the grade and make that impossible, doing enormous damage the flat, two-dimensional appraisal never captured. The old appraiser refused to change a thing, so Munger told his client to fire the twit, hired one who could think in three dimensions, and got $600,000 out of honest engineers who also thought that way. 8. The more due diligence someone does, the weaker a thinker they usually are. This is his sharpest line. Munger says endless analysis is often just a way of soothing an inner insecurity, and it doesn't actually work. The genuinely capable thinkers understand a situation fast and act. The armies of young lawyers billing by the hour to comb through every purchase order are, more often than not, papering over the fact that they can't see the answer. 9. You don't need certainty. You need to be about 96% sure. Munger is blunt that waiting for 100% is a mistake, because in most cases 96% is all you're ever entitled to, and the rest is wasted motion. The skill is knowing when you already have enough to act, and having the nerve to move on it. 10. He and Buffett closed a multibillion-dollar oil deal in about two days. When Occidental needed money fast to buy Anadarko, Munger didn't fly anywhere or run endless analytics. He and Buffett talked by phone, and after decades together, he says, one grunt speaks a volume. It was obvious: the Permian Basin is America's best oil, layer after layer with nothing comparable, and they'd get an 8% preferred dividend from a reputable operator plus upside. A no-brainer, he says, as long as you don't insist on making it hard.

Default is failure… success requires unlearning the dangerous myth that it is guaranteed. In a culture that often prizes polished optics and immediate, effortless prestige, we lose sight of the fact that the natural default state of any endeavor is actually failure. Building anything of lasting value demands that we move past the surface level desire for easy visibility and instead get comfortable with the messy, exhausting, and repetitive work of trying, failing, and starting all over again.

Don't joke with the Bond between Man and His Machine. This is one of the cleanest and well maintained Peugeot 504 in Kenya!

Comparing Arvocap, Mansa X, and Etica highlights distinct differences in how their management and performance fees operate. Both Mansa X and Arvocap leverage a mix of annual management and performance fees, whereas Etica structures its fees using separate management, custodian, and trustee charges. A direct breakdown of the management and performance fee structures for their core or Special Funds highlights key differences: 1. Mansa X (Standard Investment Bank) Annual Management Fee: 5% p.a. Performance Fee: 10% on returns exceeding a 25% hurdle rate. Structure: Designed with a slightly lower base management fee than rivals but a higher cap on what they retain once strong profits are realized. 2. Arvocap Annual Management Fee: Typically 2% p.a. across its flagship and Sharia-compliant funds (e.g., Almasi, Mabruk). Performance Fee: 20% on returns that beat a set benchmark rate. Structure: Features a lower base fee, but takes a more aggressive 20% share of profits once hurdle rates are passed. 3. Etica (Special Multi-Asset Fund) Annual Management Fee: Up to 5% p.a. Trustee Fee: 0.25% p.a. Custodian Fee: 0.15% p.a. Structure: Unlike the others, Etica incorporates additional structural costs in addition to the base management fee. There is generally no performance fee, yielding a flatter, albeit higher overall annual maintenance cost.