How to Turn Work into Play: The Secret to Finding Your Superpowers

What if the key to making great money wasn't grinding harder, but discovering what feels like play to you but looks like work to everyone else?

In this game-changing episode of the Earn Your Worth series, Terry dives deep into the most crucial question of your career: How do you find work that doesn't feel like work?

🎯 You'll discover:
• The "Einstein fish test" - why you might be climbing the wrong tree (and how to find your water)
• Two ingredients that transform any job from drudgery to flow state
• The counterintuitive wisdom from the man who made more billionaires than anyone else (hint: it's NOT about the money)
• A little-known computer science algorithm that helps you find your perfect career fit faster
• Why loving your work but not getting paid kills your soul - and what to do about it
• The real reason career conversations feel so scary (and how to push through)

💡 Featuring insights from:

• Charlie Munger on finding your circle of competence
• Paul Graham's framework for doing great work
• Clayton Christensen's research on why Harvard grads end up miserable
• The "Slumdog Millionaire" approach to building unstoppable expertise

Warning: This episode will make you think. Hard. Terry doesn't just give you feel-good platitudes - he gives you the mental models and frameworks to actually figure out where you belong.

Whether you're stuck in a job that's sucking your soul, or you like your work but don't love it, this episode will help you find your thing - the work that only you can do.

Ready to stop being a fish trying to climb trees?

Access the free companion guide with all the tools, diagnostics, and reflection questions and resources mentioned in this episode.

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Transcript

Tex: 0:29

Hey there, it's Terry, and welcome to the third episode of this Earn Your Worth Series for the Money Minded Podcast. Now this series has been all about the gangster move of personal finance, which is making more money doing work that you find meaningful. and so far we've explored how the law of supply and demand dictates the amount that you can earn. This is the universal money mechanic, and knowing how to work with it dictates the vast majority of your results. In the last episode, we explored two big questions. The first one was, how and why do we get stuck in jobs that suck the life out of us? And that's where we uncovered the mercenary mentality, which is money without meaning. and also the martyr mentality, which is status without security. The second question that we covered in that episode was, how can we cultivate a career that allows us to make great money doing work that we find meaningful? How do we have both at the same time? And that's where we talked about the missionary mentality. The missionary mentality combines the commitment of the mata with the commercial nouse of the mercenary. You're not trapped by money or identity. Instead, you're inspired by making a unique contribution. And I shared a three part framework for redesigning your work to adopt that missionary mentality. the first part is knowing yourself. Second part is serving others. And the third part is amplifying your impact. And in order to bring this to life, I gave a bit of a superhero analogy. Knowing yourself is about honing your superpowers and avoiding kryptonite. Serving others is about saving those who need you and need your talents, need your skills, need your strengths and gifts. And then amplifying your impact is about helping as many people as possible. These three things work together to help you earn your worth, and as I said before, make great money doing work that you find meaningful. So in this episode, we're gonna be decoding the first step and doing a bit of a deep dive into knowing self. And remember, this is all about honing your superpowers. And when I say knowing yourself, what I mean is knowing what you want, knowing what you like, knowing what you are like, knowing what you're good at, and knowing where and when you shine. And the big question that we're gonna be covering off in this episode is how do I turn my work into play? And to explain why this matters. I wanna give you yet another Einstein quote. This is such a brilliant one as well. he says, everybody's a genius, but if you judge a fish by its ability to climb a tree, it's gonna live its whole life believing that it's stupid. So if you are a fish, you wanna make sure that you're in water. If you're a monkey, you wanna make sure you're on the tree. You wanna make sure you're in the right spot, because if you find yourself in the right spot in your thing, the thing that you do particularly well, then you'll stick at it long enough to develop deep domain expertise. And being great at something is its own reward. But it's not just about meaning and how you feel about the work, it's also about money. There's also great commercial reasons why it matters. To find the thing that you're really good at mastery. It's the only true way to escape competition, and this is what gets the law of supply and demand on your side. Now, I wanna give you an example of this. Years ago when I was working in the A FL, I had to accompany one of our athletes across to Germany, and he was injured. He was a very important player, and the club sent him across to Germany to work with one of the most world renowned sports doctors over there. his name was Hans Muer Wolfhard. And there was a massive waiting list to work with this guy. And to be able to skip that queue, you had to pay a pretty penny. I think we paid 20 or 30 grand to get this guy in and get treatment for a week to be able to do that. And when I met this guy, I knew exactly why he was where he was, and he just had this kind of. energy to him, this aura about him where he was just doing what he loved and had got to the level where everything was played for him and he was making unbelievable money doing it. And when we sat down there and got treatment from him, I could see all these other like absolute superstars of different sports sitting down waiting as well. So it was quite interesting. and it was a really good example of somebody who had really achieved mastery in their field. And when I went into his office and we saw. Everything that was in there, all the different books and things, it was clear to me this guy had really, really thought about healing from all these different angles, and had absolutely looked at it from, from all sides. and this guy didn't have any problem making money. He had that massive wait list, and he decided to tell you what you were gonna pay. I think that's such a great example of this. Another really good example, if you haven't heard me talk about it before, Giro Dreams of Sushi, is a sushi chef that works in Ginza Tokyo, and just to have the privilege of sitting in his restaurant. You'll have to pay$250 before he tells you what you are going to eat, and then you pay for that meal as well. These are really good examples of marshy, right? Because if you get to that point where you are so sought after, you're the only Hans Wolf heart. you're the only Giro. People aren't asking for a sushi chef, and they're not asking for a doctor. They're asking for Hans Muller Wolf Heart, and they're asking for Jro. And when you are that sought after, you are the only person that comes to mind, you will be able to set your price basically. So there is really good commercial reasons to find your thing,'cause that's where you're gonna achieve mastery. And if you achieve mastery, then there'll be only a supply of one. and when there's only one you, you will set the price. So in this episode, that's what we're gonna be talking about. How do we figure out how to find that fit for us? So what we're gonna cover is the two ingredients that transform your work into play. There's two things that must work together, and there's two things you need to think about and in order to be able to explore these, I'm gonna share with you the counterintuitive anti-capitalist wisdom from a man who made more billionaires than anyone else on the planet. What he says about this might shock you. It's not at all about making money. He's not even concerned about that at all. It's something completely different. The second thing we're gonna cover in this episode is how do you find your best fit? If you feel a bit like a fish climbing a tree, maybe you're playing yourself out of position and you are somebody who knows you could be doing more and doing better somewhere else. how do you find that best fit If you haven't found it yet, there's a little known computer science algorithm for hill climbing of all things that can help you maximize your return on effort and figure that out quicker. the third thing we're gonna cover is what do you do? If you like your work, but you don't love it? I'm gonna share with you some powerful insights from a man who helped Steve Jobs come back into Apple and turn it into the most valuable company in the world and the most valued executive in the world as well. Some really powerful research and science that shows what is going wrong, where we go wrong, and what to do about it. And finally, what I'm gonna cover off on is why do we find these decisions and these conversations so unsettling? I've had a bunch of conversations with folks in between the different episodes of this series so far, and it does come with a sense of trepidation and weight and sometimes fear. Fear of getting it wrong. Fear that if I'm not loving my work right now, then I must have made a big mistake. I wanna normalize that and I wanna talk about why that's the case and help you move through it, because a lot of people move away from that discomfort instead of recognizing that is a sign of how important this is And how important it can be for your wealth and your wellbeing. There's an economist philosopher who thinks that economics is very limited when it comes to this, and he's very good at, I guess, pulling that apart and helping solve these big life puzzles. And I wanna share some of his wisdom with you as well. So I know that this thinking is kind of dense and it's dense because it's more introspective. And I want you to come into this episode realizing that it's gonna make you think a lot and that thinking is going to suck the cognitive resources from your brain. But that's not a bad thing. This is really important stuff, and it's important that you take the time to think about it. And I can't give you the answers'cause I've never met you, but I can help you find them. and that's what this episode and this part of the framework is all about. But I wanna make this easier. So I've put everything that we're gonna discuss in this episode into one resource companion that you can access with this. So everything you hear me say, all the big questions, the tools, the diagnostic, everything that I talk about here, you can download all that at once. Get access to everything here. So there's no need to stop, make notes. You can just listen through to once, consider all this sort of stuff. Then get the companion and start to apply this information to your context as it suits you. So let's talk about the big question. How do we turn work into play? Well, there's two parts to this. The first part is tapping into your mission, and the second part is using your superpowers. Now, coming back to Naval, who's the inspiration for this series, he talks about this concept called specific knowledge. And specific knowledge is the stack of skills, knowledge, abilities that you build that your life will lead you to, that society can't teach you. You don't go to university to build specific knowledge. you build specific knowledge because your life demands it of you in some way, shape, or form. It actually just happens. And once you know what this is, you can start to figure out how you can use that and use it to help other people achieve things in a way that really is meaningful for you. And one of the best ways to understand this concept of specific knowledge is to think about the movie Slum Dog Millionaire. Now you may or may not have watched this movie, but it's a very good movie. I believe it may have won some awards, but what it is, it's a story of a young boy in India, who wins the chance to be on the show, who wants to be a millionaire, and what happens is he gets into the show and he just seemingly has an answer for every question, every single question that comes up. Even the really tough ones, the hard ones. For some reason, he knows exactly what the answer is. And for the people who aren't him. They're completely shocked. All the people who run this show are kind of thinking to themselves, how is he cheating? What, how does he know all this sort of stuff? What is going wrong? What are we missing here? And they're trying to figure out how he's cheating. But what the movie shows you is how he's come to these answers and how his life, all these different experiences had throughout the whole course of his life has led him to be perfectly positioned in that moment to win. And the movie is just a really beautiful example of how your life has led you, all your struggles, all your trials, all your tribulations, all your experiences have molded, you have shaped you, and have helped you become a particular type of person who's really good at some things and knows some really important things. And I think that's the best example that I could give of specific knowledge. And in order to be able to uncover it, as I said, we need to do those two things. We need to tap into a mission that we have Some of those deeper drivers that actually give us a sense of purpose and meaning in our work. And then when we need to figure out what our superpowers are, and those two things are linked, right? Because your superpowers frequently are the result of you pursuing this mission. So I wanna do a bit of a deeper dive into each of these points that you can start to figure out what this means for you. And again, I just wanna remind you, I'm gonna cover off some stuff here. I'm gonna give you some questions, tools, reflections, things like that. Don't stress about writing anything down. you can access all of this in the download that goes along with this episode, that companion that I talked about earlier. now to understand mission. There's a few components to this and I think the best way to understand it is through some well-known examples. And I talked about an Australian character that I wanted to reintroduce you to. It's Steve Irwin. So Steve Irwin is such a good example of the power of mission. if you don't know much about Steve Irwin, he had a very interesting childhood. He grew up in suburban Melbourne, and his parents were both enthusiasts. They weren't employed full-time in the animal space, but they were kind of like obsessed amateurs. His mom was all about rehabilitating animals, and his dad was all about reptiles and he learned all this stuff. The house was full of these animals. And so he grew up with this fascination and wonder of understanding and learning all about these animals and what they did and how they interacted. and he had these very elevated moments of kind of learning in that way, immersing himself. and so to Steve Jobs nature was a gift and animals were to be treasured. But as he moved through his life and he went to school, he noticed that he was the only one that felt that way. Most people feared animals in some way, particularly the kind of animals that he loved. And what he noticed was people kill. What they fear or they don't understand. and so his mission consciously or unconsciously, was to help the world see what he saw. He wanted them to experience the wonder that he saw when he was looking at a crocodile or a snake or those kind of animals. And the contribution for him was all about conservation. And it would be hard to argue that there'll be many people on the planet who have had a bigger impact on conservation because of, I guess the scale, and the scope of how big he got as an icon in that space. so I think he's a really good example tapping into that mission. The second one I wanna share is Misty Copeland. Now, Misty Copeland was the first black woman, promoted to be a principal dancer at the American Ballet, and this was very, very unlikely because she didn't start out, she didn't have any history in ballet or anything like that. She didn't know anyone that did it. She actually had a lot of chaos in her early years and a lot of big feelings about that. She was, you know, coming from a broken home. and so she had that sense of like, what is going on? I would love some structure. and I've got a lot of feelings about this, but music was a big part of this as well. And so her first forays into sort of dance and those sort of things is more around, drilling and cheerleading. And these people saw that she had a particular talent for this. She had that kind of rhythm. And at one point she was kind of recommended to try out ballet. and the moment she did, she realized that ballet could give her a voice. She could actually say things through her movement. But the big problem for her was there weren't many black ballerinas. And so that became her mission. She wanted to become. A pioneer in that space. And even though there had been black ballerinas, she wanted to get to the highest level and she wanted to be a beacon of hope for others in this space to break down these stereotypes. And that's ultimately the contribution that she made. And one of the things she said was, I had no real role models in ballet that looked like me, so I had to become that for others. And these are, I think, really good examples of mission, right? And this can come from very unlikely places, but it's really like peak moments in your life. And this can be positive or they can be negative. Like for me, when I was seven years old, my mom walked outta my house, one version of herself, and she had some sort of spiritual religious experience and she walked in a completely different person. and I've never really understood or been able to connect to her ever since. And as you can imagine, this is kind of a painful realization to realize that your mom in some sense is gone and somebody else is here. But what it did was it taught me that people can change and they can change really quickly. But the big question that I've had my whole life is how can we change for the better? Not the worst. So my mission has always been to help people escape these self-imposed prisons and reach their potential, do the things that they're here to do.'cause I kind of saw the opposite of that. And so every time I get to help somebody achieve something they didn't think they could do, it's almost like I get to pay back this karmic debt and I dunno why the debt is mine, but that's just kind of how it feels. and that's kind of driven me all the way through. So there's no amount of money that can make me feel as good as the way it feels when I just help somebody accomplish something they didn't think it was possible. Money is a byproduct and a consequence of doing that, but it's not the reason, but. And my contribution is to be confirmed. I'm still in the middle of that process and I'm still very much on the journey and I'm still thinking about how I can have a bigger impact over time. But these three stories can give you a bit of a sense of what it looks like to understand your mission. You need to think about the early years that you've had. You need to think about these peak moments in your life, how they've shaped you in different ways, and how they've pushed you in certain directions and given you a sense of curiosity, given you a sense of wonder, given you a sense of drive, giving you a sense of focus, discipline, all those kind of things. And I wanna share with you some things to think about, maybe some questions to consider as you're doing this. Think about those peak moments from your past. How did they shape or change you? What happened and what are you always trying to understand? What are you trying to fix? What are you trying to explore? What do you spend inordinate amounts of time and money on being a nerd? Where do you feel like a nerd? Where does it feel like you are? Kind of strange in that sense, where people are like, why do you always talk about that? Why are you so obsessed with that? Where people are judging you or where you feel judged? That is an area that you wanna pay attention to. Where does your mind go when it wanders? When you're not working? What questions and problems or puzzles does it gravitate towards trying to solve all the time? Where and when do you display uncommon levels of persistence and grit? Where do you see problems as challenges? Not obstacles. There's a part of your life where problems don't stop you. They get you started, they get you focused. Think about that for a second, and if you had to guess what is the burning question that you have? My burning question is, how do we help people change and how can we help'em change for the better? What's that burning question you've been trying to solve your whole life? And this is a key one, what are you more and more interested in over time? The more you learn about it, the more interested you are in it, that there is such a strong signal to think about, What was your role in the family? What did you have to do and who did you have to be to be able to feel accepted and differentiated in that space? What did you have to do for people and what did you have to get really good at? That's a really important question as well. And if you had to claim an identity or a set of identities, how would you describe yourself in these terms? These are all questions to consider that can help you start to shine a light on this area, that sense of mission. What is it that drives you? so I'd encourage you, once you've listened to this episode, to come back to this part and take 15 to 20 minutes to really think your way through these questions. Because these questions can help you start to uncover some insights where you can start to hone in on the answer to this question, what is the mission? What's the thing that I'm driven by? Where is the purpose that I can find in my work? But I wanna give you something else as well. It's a bit of a thought experiment that'll help you just add a little bit more nuance to this as well. I want you to imagine that you are given a golden key that allows you to have anything you want. No money is required. All you have to do is show up, present this key, and it pays for literally anything you desire and the key works forever on one single condition. You need to spend at least six hours of every day applying your time and talent to one single problem, one puzzle that you're trying to solve and dig into every single day. The first day that you don't do this, your key loses its power forever. so this is something that you're gonna be spending a lot of your time and talent on. The big question is, what would you spend those days doing? the answer to that question can help you start to figure out where to find more meaning in your work. now that we've taken a little bit of time to think about and reflect on a mission and where that might be for us, the second part of this equation is using your superpowers and your superpowers. They're the things that you do uncommonly well as a result of the lifetime's deliberate practice unconsciously or consciously pursuing that mission of yours. And so I wanna come back to the three examples to kind of help you see how your mission creates kind of an identity that pushes you in a direction of building certain skills. And I call it like a talent stack. So if we think about Steve IWiN. The first identity that he would adopt would be, I'm a conservationist. So he had to learn a lot of deep domain knowledge around species and behavior. He had to understand how to safely capture animals, transport them, and medically intervene at times. He needed to understand bushcraft and reading the terrain, he needed to understand feeding, breeding and also enclosure design in his role running Australia Zoo. And so these are all the skills that sit underneath the conservationist identity. But he had another part to him as well, which was Guardian. And to be a good guardian, he had to learn and master a completely different set of skills. He had to understand the laws and ethics of wildlife relocation. He had to understand the politics of conservation. He also had to be a showman. He had to understand showmanship to be able to get people engaged and connected to this, he had to know how to break these big ideas down and educate people to help them understand these animals, and he had to be a brilliant communicator. So David Attenborough says he was a born communicator. He never seen anyone like him, and over time he had to really understand media and storytelling through media as well, and that's how he built this global brand. So you can start to see how the mission gave rise to these different identities of conservationists and guardian. And then those identities started to inform how he invested his time and talent to build these skills. And that specific knowledge that we talked about earlier. the stack of these talents combined together that creates Steve Rowland's superpowers. If we think about Misty Copeland, she had two different identities as well. She was the classical dancer where she had to develop athletic intelligence and mastery of her own body. she had to understand musical rhythm And how to move in time with the music to be able to make the kind of shapes that she needed to make. She needed to understand how to interpret that music and do it in a way that the experts wanted their stories told. She needed to understand how to express that in a physical way. But that was her first identity. The second identity was cultural disruptor. And this is where she had to understand leadership and mentoring in a role as the top of that Australian Ballet theater company. She had to understand those things. She had to mentor people, but she also, as she went through her career, had to understand advocacy, branding, public speaking, writing, and building a body of work to help people understand what it was like to be a minority in this space, and to break down some of these barriers to humanize herself in the eyes of people who considered her an outsider. And so you can see her talent stack was quite unique as well. And if you think about my talent stack, I got two identities that informed me, and it was kind of cool to go through this and apply this to myself at the same time, right? The first one is coach. And as a coach, I've had to learn how to deeply connect with people and understand them, understand where they're coming from in order to be able to influence them in certain ways. I need to be able to respectfully challenge limiting beliefs. I need to be able to help people shape new identities and pursue goals and pursue dreams. I need to be able to help people make plans and build systems and structures that can help them take the right actions, persist with the right behaviors, and achieve those goals. I need to be able to help people build those habits and break bad ones. I need to be able to design environments for change and achievement, and I need to be able to make my expertise accessible. And I first did this in the space of health and fitness for elite athletes and for the last six years I've been doing it in the space of money and the podcast as a manifestation of that. But I've got this other identity as well, which is the philosopher, and as a philosopher, I focus on spotting patterns, making observations so that we can look at things differently. holding opposing ideas in my mind at the same time to be able to seek the truth. I'm good at challenging inventions. value driven thinking, where we come back to understanding what we're really doing this for. Asking the right questions to be able to help people draw out insight and information from themselves. Sorting signal from noise, synthesizing ideas, framing problems, and sharing wisdom in the way that sticks. Those things light me up because if I can do those things really well, I can help people see things differently and I can help'em change for the better. And you can see how the stack of those talents has allowed me to create value in different realms. I'm taking you into these talent stacks and decoding'em in a bit more detail.'cause I want you to see how the specific knowledge that you've built is essentially the end result of some sort of identity that you've adopted in pursuit of some kind of mission that matters to you. Now again, this may be conscious or it may be unconscious. The key is to think about it. The key is to consider where you've come from, the things that have shaped you, and start to try to reverse engineer this. So some questions that you might want to consider is, when was the last time you got lost in something and what were you doing? What are the kind of things that people seek you out for help with? What feels like play to you, but looks like work to others? when did you feel a moment of elevation? Like something more than just work a moment of elevation and energy. What kind of activities would it feel weird to get paid for? Like you were cheating. What kind of things would you happily keep doing even if you knew you would fail? Once again, these questions are really just designed to help you start to think about the kind of things you're really good at. But we don't see ourselves in 2020, so I wanna give you another little activity to go along with this. It's worth pondering these questions, considering them and thinking through them. Absolutely. But this activity is the 80 20 of this. If you really wanna understand yourself and what you're good at, what your talent stack is, then do this activity. Now this is from Adam Grant. Adam Grant is an author. He's a, organizational psychologist, very famous for writing some really cool books like give and Take, originals and, there's a bunch of'em. But he's a really smart guy. And this reflected best self exercise. This is where I heard it from him. He says, ask five people who know you well in personal and professional context to tell you about a time when you were at your best. Just tell them, give a bit of context and say, I'm trying to understand myself better. It's a professional development project that I'm working on. Would you be able to help me answer this one simple question? Just tell me about a time that I was at my best And I promise you, if you ask five people who know you really well, you are gonna learn some really interesting stuff about this. I did this exercise a few years back and I asked somebody that did know me quite well and his answer was so interesting to me because something that I used to judge myself for. It was something that he said is your absolute gift. and it's kind of interesting'cause your gifts and your curse are two sides of the same coin, right? And I could only see the curse side of this. And he saw it as a gift. And he said, I have never met anybody who has been able to delve in, do the work and really understand some sort of subject matter, tease it apart, break it apart, synthesize it, and then make sense of it, and then make it accessible. He says, I've never met anyone that will just keep doing that. Keep obsessing until they understand it, to make it understandable for others. And I used to judge myself for that. I used to think that was a problem. And he said, look, it's only a problem when you're not in control of it, when you just won't let go of something that doesn't matter as much. Or maybe the time has passed or something has changed. but most of all, it's a gift and it's something that you need to keep leaning into. And that conversation was so valuable to me to understand that. and you'll get something like that. You're gonna get some kind of kernel of truth that you never would've been able to see yourself.'cause you don't see yourself in 2020. So I know it's probably gonna feel weird, but I still encourage you to do it ask five people who know you well in a personal professional context. Tell me about a time when I was at my best. I promise that'll be one of the most valuable things you do. I know there's heaps of diagnostics out there that'll tell you about you, and some of them are like 360 feedback and those kind of things. But just this one simple question is very, very valuable and you don't have to use any software for it. And if I could just decode this section for a second, and there's a couple of really wise experts here that I wanna share some wisdom from. The first one's Charlie Munger, and he's like the investor's investor, right? Most people who wanna get good at investing are gonna read a bunch of Charlie Munger, but he doesn't just talk about investing. He talks about life because investing is life, and life is investing. Every time that you spend your time and talent doing something, you're investing. And he does a great job being able to bring these two worlds together. And one of the things that he says, and it's echoed elsewhere, is great work often stems from excited curiosity and a deep interest that drives harder work than mere diligence. It's something that you are doing that you can work hard at that others just don't have the energy for. That is such a signal and he says, knowing what you don't know, knowing the edges of your circle, right? The things where your energy drops off, where you're not as good, where you don't have that aptitude, that's more useful, that being brilliant at something. Because it requires intellectual honesty and it requires humility. So don't try to succeed in areas where you're weakest'cause it's gonna lead to a very lousy career. That's what he says. Instead, what you wanna do is you wanna identify your strengths and you want to identify your edge, and you wanna play within that circle of competence and rigorously define its boundaries. Once you know what it is, stay within it and do it better than anybody else. And do it the best that you can in the way that only you can. and here's another thing, he says, when in doubt you should optimize for interestingness because a field that you are in and a problem that you're trying to solve, it should become more engaging the more that you learn about it. And again, that's what I said earlier. This is where it comes from. If you just take one thing from this episode, that's what you're looking for. You are looking for something where you have an insatiable desire to learn and understand more, and it becomes more interesting the more you learn about it. and Paul Graham is a guy who's made more billionaires than anybody else on the planet. He's the founder of Y Combinator. You can think of Y Combinator, like the Hogwarts Academy for the world's best entrepreneurs. so think like Uber, Airbnb, menu log, all these big tech sort of companies, these big unicorns. There's more unicorns coming out of Y Combinator than anywhere else, right? And Paul Graham's a guy who kind of started this and he's the guide. He's the kind of sage that sits in the middle and he says the same thing. When you doubt you wanna optimize for interestingness feels change, the more you learn about them. And so he sort of says, like with mathematicians, he says, what mathematicians do is very different from what you learn in high school math classes. So you need to give different types of work a chance to show you what they're like. But a field should become increasingly interesting as you learn more about it. And if it doesn't, it's probably not for you. It's worth really thinking about that for a second,'cause if you can figure out where those superpowers are, you're gonna be able to figure out what you can excel at in a way where it doesn't feel like effort. It'll actually just be natural for you. Now the obvious Next question is, what if you have no idea what you're good at? What do you do? What if you don't know what that mission is and it's not clear to you? And what if you're not even sure what that talent stack is? You can't really define what you're really good at right now. The short answer is you need to try more things and you need to be aggressive in doing that as many things as you possibly can, as quick as you possibly can. And there's an algorithm in computer science called Simulated and Kneeling. And in geek speak, this is what it is. It's a hill climbing algorithm used to identify a global optima over a large search space. So let me translate that into real talk for you. it's a way of finding the best solution among many good solutions, even when you can't see all of'em at once. And the way that it works is simple. It adds a lot of randomness initially, and it decreases that randomness over time. And I first heard about this from a guy called Chris Dixon, and he wrote this essay called Climbing the Wrong Hill. and it's a really short essay, and I'll make sure that it's in the resource guide as well. And here's how he explains it. In the essay, imagine that you are dropped at a random spot on a hilly terrain where you can only see a few feet in each direction. Assume that it's foggy or something. And the goal is to get to the highest hill. Consider the simplest algorithm at any given moment. Take a step in the direction that takes you higher. The risk with this method is that if you happen to start near a lower hill, you'll end up at the top of that lower hill, not at the top of the tallest hill. A more sophisticated version of this algorithm adds some randomness into your walk. You start out with lots of randomness to reduce the amount of randomness over time. This gives you a better chance of meandering near the bigger hill before you start your focused non-random climb. Another and generally better algorithm has you repeatedly drop yourself in random parts of the terrain, do simple hill climbing, and then after many such attempts, step back and decide which of the hills were highest And essentially what Chris Dixon's talking about here is this concept of explore versus exploit. You want to explore before you exploit. You wanna do a lot of exploring because it's only in relation to others and the experiences we have in our life that we begin to understand ourselves. So if you are not sure what you're good at and there's nothing popping out at you from what I've said so far, you need to try more stuff and you need to do more exploring before you try to exploit. one of the biggest traps that we get into is jumping into work.'cause we just, you know, we're starting to, you know, pay the bills and that sort of thing. but there's no clear reason why that's the best work for us. and there's a bunch of research that shows that the more people move earlier on in their career and they move around, the more likely it is they find a better fit and earn better later on in life. But importantly, it doesn't start out that way. The people that stay on that linear path, they actually look like they're doing better in the short term. But over time they kind of cap out, whereas the people who move around more and have more randomness early on in their careers, they figure out what they're really good at, what they really like, where they add value. And later on they outperform on every single measure and not just earning more. They enjoy their work a whole lot more as well. and Paul Graham the guy from Y Combina, he's got some more wisdom to share here as well. He's done this whole essay called How to Do Great Work. And if you read one thing this year, please read this Because I think it's one of the most valuable essays that you'll ever read, and there's ways to listen to it if you'd rather do that. this, I think there's a YouTube. Yeah, there is a YouTube video that you can listen to it on where somebody's cloned his voice with ai and it sounds like a Tim talking. That's a great way to listen to this as well. But it is worth listening to and it's worth internalizing because there is some deep, deep wisdom in this essay. and I wanna give you a few quotes from this essay that I think makes sense for what we're talking about here. One of the things he says is, don't let work be something that other people tell you to do. You wanna have your own projects and you wanna be working on things. You don't just have to think about work as something that you get paid for. Think about it as something that you wanna do that'll change your relationship to work. Always have a project that you're working on. Like, for example, just this weekend I've been wanting to learn more about ai, right? And I've been trying to, digging into like all the different ways that I can use it. I think it's really important to be using it every single day. So I'm just on the lookout for projects and my wife came to me today and she said, I'm really struggling with this meal planning that we're doing. We've got these great meals that we've done with this health challenge. but actually trying to extrapolate this out for a family of four and then trying to meal plan for this and figure out what the shopping lists are, it's exhausting and it takes a lot of thinking and I'm done with it. Could you put your. Weird, mad professor, brain on and figure out a system, some kind of way that makes this easier. and in about two or three hours I came up with a way of doing it, worked with AI to kind of consider what this would look like, like a meal planning system and a structure that basically allows us to choose the meals that we want for each week. And it'll organize and spit out a shopping list that we can then use as kinda like custom shopping lists that we can use as click and collect. So we basically just flip between these different shopping lists and when we wanna make a change, we just come back to this app, choose different set of meals and it'll spit out a new shopping list. And it probably took me about an hour to kind of think about the brief of that and the spec of what that would look like. And then I worked with an AI coding tool to actually build a web app that does that, interactively and takes that process from maybe 15 to 20 minutes to about three minutes. and that's a really good example of a project, right? A project that I'm working on that has nothing to do with my work that I'm open with, that I wanna just learn. I just wanna understand because I believe it's really important to understand how to use these new tools. So I'm always on the lookout for that at the moment and I'm thinking about this every single day. And as I said before, I think it's really important to do that because it changes the way you think about work. It doesn't have to be something you get paid for, it's something that you wanna do. And that'll change the way that you feel about work that you actually do get paid for. You can realize that you can push it in the direction of the things that you wanna do. And Paul Graham says, what should your projects be? And he says, whatever seems excitingly ambitious. And he says, there's a kind of excited curiosity that's both the engine and the rudder of great work. it won't only just drive you, but if you let it have its way, it'll also show you what to work on. And he breaks it down into four steps. He says, choose a field, learn enough to get to the frontier, notice the gaps, and explore the promising ones. That's how practically everyone who's done great work has done it from painters to physicists, the three most powerful motives are curiosity, delight, and the desire to do something impressive. And sometimes they converge. and that combination is the most powerful of all. and another really important thing that he says is fields aren't people. You don't owe them anything. If in the course of working on one thing you discover another, that's more exciting. Don't be afraid to switch. If you do work that compounds, you are gonna get to exponential growth. And most people who do this do it unconsciously, but it's worth stopping to think about. Learning, for example, is an instance of this phenomenon. The more you learn about something, the easier it's to learn more.'cause you've got these different scaffolds. but he says the trouble with exponential growth is that the curve feels flat at the beginning. It isn't. It's still a wonderful exponential curve. but we can't grasp that intuitively. So we underestimate exponential growth in its early stages. And what he's getting at here is if you allow that curiosity, if you allow that desire, if you allow that excited interestingness to be the thing that you're pursuing, you are going to be doing work that compounds. You are going to be compounding your strengths and skills on top of that, and it's gonna be very hard to beat you because you're gonna build a talent stack that nobody else can really compare to. So some questions to reflect on for this section. How many different projects are you working on at the moment? Are you working on something for its own sake? When was the last time you worked on a project outside of work? When was the last time you experienced that excited curiosity at work? What was happening and what were you working on? Who were you working with? And how can you take on and try more things to increase the amount of learning that you do about what you're good at and where you can do great work? How could you do that at work and how could you do it outside of work if you're somebody who has no idea what you're good at and you're not sure where you can shine in Excel? You need to think about how to experience more, more quickly to be able to figure it out. So a little activity to go alongside this. Make a list of all the projects that you've ever done in your personal and professional life, and think about the things that you are proud to have accomplished or contributed to. Now list those projects and then just go back in and think about what was it about that project that lit me up? What was it that made that feel exciting and interesting, and why am I proud of it? What skills did I learn along the way? Who did I connect or collaborate with and what did I learn from the process? Just consider those things. Make a list of those things. And if you haven't done those projects, you probably need to reevaluate your relationship to work. Work isn't just about what you get paid for, it's about how you're developing yourself and how you're getting better as well. So this is what I want you to think about. If you have no idea what you're good at, and these are the things that I want you to consider as we go through this. But there's another question that might come up as well, which is what if you like your work, but you don't love it? Well, the short answer to this is you need to shift your focus on the things that you're optimizing for from work. Now there's a guy called Clayton Christensen and he wrote a fantastic book called How Will You Measure Your Life? And again, very, very good book, very short book, but very impactful book. It's a book that I come back to every three or four years, and the thing that's interesting about this book is Clayton Christensen was quite successful in and of himself, but he also had this unique perspective. He went through Harvard and he watched his cohort, these very high potential, very talented, intelligent people go off into all these different places in the world. And he said it was really interesting what happened to all these people. One of his classmates is actually one of the biggest white collar criminals in history. The guy that ran Enron, Enron was one of the biggest white collar frauds that ever happened and what he says is that person that committed that crime is unrecognizable to the person that he went through school with. He found that person that be, of high integrity, reliable, all the things that you would say, and something happened. And he said that watching that cohort go off in all those different directions, and then taking on a teaching role at Harvard and watching this happen year after year, watching people's trajectories, he learned a lot about this. and he shares this research in his book to talk about where we go wrong when it comes to our careers and the way we pursue life, work, and meaning. And he shares this research from a guy called Frederick Hertzberg, who was a clinical psychologist and a management professor, and he gave this piercing insight. He said that most people think of engagement as one dimension, like satisfied versus unsatisfied. At one end of the spectrum, you're satisfied, and at the other you're not satisfied. But what he showed was actually these are two separate and distinct dimensions. So one dimension is dissatisfaction and the other is satisfaction. Now, what does this mean? It means that the things that make us hate our work are completely different from the things that make us love it. So it's possible to both love and hate your work at the same time. And what Hertzberg talked about in this article was there's hygiene factors at work and there's motivation factors, and they're completely different things. Hygiene factors are about dissatisfaction and motivation Factors are about satisfaction. Hygiene factors don't cause you to love your work. They just stop you from hating it. Whereas motivation factors can cause you to love your work, but they don't stop you from hating it. So some of the things that are listed underneath hygiene factors is a sense of status. The compensation, the work conditions, the organizational policies, and the relationships that you have with your peers and supervisory practices. Those kind of things really have a big impact on how dissatisfied you are with your work. And you'll notice they're a little bit more extrinsic in nature. Motivation factors are a little different. As I said before, they're more the ceiling and they're things like a sense of achievement, a sense of agency responsibility and ownership over what you do. The ability to grow face challenges and advance and become a sense of meaning and purpose in the actual task itself. and then recognition from the people that matter to you. So you'll notice these are more intrinsic in nature, and when they're present, you'll be fulfilled. And when they're absent, you'll be unfulfilled so this is really important to understand because Clayton Christensen's observation was that many of his peers, the very talented, very intelligent people, they chose hygiene factors as their primary criteria, even though they came to school for completely different reasons. He made the point that most of'em ended up in banking, finance, law, and consulting, but that's not what they went in there for. And if you read this book, how will You Measure Your Life? What you're gonna notice is a pattern. And the pattern that he keeps talking about is that things that are more concrete and measurable that make it easy to compare. And it's easy for us to get sucked in that direction'cause we just wanna know how we're making progress. And it's easy to make progress against others who are doing the same things, but it's very hard to gauge that progress if you're carving your own path. And so things like money status or prestige, all those things, it's easy for us to make external comparisons to gain a sense of progress. Whereas when we're doing our own thing, it's much, much harder. Our signals are more intrinsic and internal. And coming back to the framework that we talked about, this whole episode's all about finding your superpower, honing that superpower, mastering it. But the other part of knowing yourself and finding your superpower is avoiding kryptonite. And kryptonite is where you might love your work, right? You might have those motivation factors, but you don't have the hygiene factors, they're not there. And this is exactly what happened to me in sport. I did actually have a lot of motivation factors around what I was doing, but the hygiene factors just weren't there. And when I was young, this didn't really matter to me.'cause the, the money was good enough for people my age. the work conditions. I didn't really give a shit about the organizational policies. I was just happy to be there. But as I got closer and closer to family formation and those things became more and more important, the equation didn't quite stack up for me. And so I was led and did absolutely feel motivated by the work. That I was doing on an individual basis, but everything else around that, that caused me to just burn out from the work. And so when you think about kryptonite, what I want you to think about is these hygiene factors. If they're not there, these are the things that you can tweak and change. Now, I realize this model, it seems a little bit abstract, and talking through it on audio is quite hard. So I want to give you a bit of a tool to bring this to life. So what I've done as a part of this companion guide and the resources to go with it, I've built a diagnostic that'll allow you to measure yourself against these hygiene factors and also these motivation factors to actually see where you sit right now. And what it'll do is it'll dynamically show you which one of those mentalities, missionary, mercenary, martyr, and there's another one called drifter. You are gonna sit in this quadrant and it'll give you some coaching questions around that to get you to consider what you could tweak or change, but it'll also show you what's missing. So you can start to figure out how you could adjust. So if you ask somebody who likes your work but doesn't love it, it's probable that you've got the hygiene factors in work. You've got status compensation, decent work conditions, okay, work policies, and you've got decent relationships. But those motivation factors are solely lacking. So you need to be able to shift your focus in that area. How do you push more and more of these things into what you do and get more of that in your life? And again, it may or may not be possible in the role that you're in, doing what you're doing, but start some projects where you can make it possible. Do it outside of work so you can bring it into work over time. So if you wanna better understand this research from Hesberg and his two factor motivation model, jump in into that companion resource guide at the end of this. fill out that little diagnostic to see where you're sitting, so you can start to figure out what to do about it. Now we have come a long way to be able to answer this question of how we could turn work. Into play. We've talked about tapping into your mission. We've talked about using your superpowers. We've gone into understanding how and where specific knowledge is developed in your life. I've given you some tools to be able to figure out how to decode that and start to figure out where you can outperform and where you can be brilliant and where you can find your thing. And also some ways to figure out what you're really good at, and if you don't love the work that you're doing. The last thing I said I was gonna cover is why this conversation can feel so unsettling One thing I've noticed throughout this series is as we've got closer and closer to this question, what should I be doing? What should I be focusing on? I notice people have mixed feelings about it. There's a sense of hope and excitement and curiosity. And at the same time, there's a lot of fear, there's a lot of trepidation and even some sort of self-criticism and judgment. like if you're not tapped dancing to work, then you've made a mistake or you've done something wrong and you have to have these wholesale changes. And so I wanted to address this question and normalize that feeling so that you didn't take that as a signal to stop.'cause I think this conversation is one of the most valuable that you can have with yourself. What do you want outta life? What do you want to contribute and how do you want to be remembered? What kind of impact do you wanna have? You only get one life. And when I was studying Steve Irwin's story, there's a quote that just stuck out to me and there's a lot of irony in this quote based on how he actually died. But the quote was this, he said, I'm not afraid of death. I'm afraid of dying. And I think there are a lot of us who do let part of ourselves die off because we think that, you know, we can't solve this problem. and it just feels too big of a problem to solve. And if we haven't solved it by now, then we must have made a mistake and it's too late for us. And I think that's such a mistake and it's absolutely worth diving into this thinking and figuring out what to do with it because you only get one life. It's just worth getting a return on that life and enjoying it. and having experienced that feeling of being in my mission a couple of times now, in my time in sport, early years, I was absolutely in my mission. And also with the Cash Flow Co and the work that we do and the coaching that we do. When I find myself in those conversations, helping people, and I'm gonna share some of these conversations and stories at the end of this, that's exactly how I feel. and in order to be able to make both those two things work, it's absolutely worth the challenge. It's worth the struggle. It's worth the fight.'cause what else are you gonna do? so let's normalize this now, there's a guy called Russ Roberts and he's an economist at Stanford's Hoover Institution. and he's a bit of a philosopher at a podcast. He's got a podcast called EconTalk. Really clever guy. And he's the economist that argues against economics for life's big puzzles. And he's a hundred percent right. This is what I love about him. He's basically like economics. I'm an expert in economics and it sucks for answering these questions even though it tries to, and in his book, wild Problems, a Guide to the Decisions That Define Us. He explains why these conversations are so unsettling, and he makes this distinction between two different types of problems in life. He says there's tame problems where the goals are clear, objectively measured. There's techniques that can be verified and tested, and claims can be verified. Results can be replicated, whereas wild problems are completely different. The goals are subjective. They're hard to measure. There's no manual, there's no recipe, no algorithm for success, and paths don't replicate. And I think that is spot on. What to work on, where to spend your time working is a wild problem of your life, and we've been brought up solving convergent problems. If you think about school, all these convergent problems that we get really good at solving where there's heaps of variables in one answer. In your career, there's a few variables that matter and there's many answers. There's many things you could be doing to bring more meaning to your work and have a big contribution. The second thing is, as I just mentioned with Clayton Christiansen, we tend to preference the things that can be measured over the things that can't be measured. But Russ Roberts says this. He says, the important things are hard to measure, and the things that are easy to measure often aren't that important. and there's this law that I often cite, which is Good Heart's law. He says, when a measure becomes a target, it ceases to be a good measure. And that happens a lot when it comes to our careers. gravitate towards optimizing for the things that we can measure for, but it's the immeasurable things that matter to us. The third thing is that we can't know or predict exactly what's gonna happen on the other side of our decisions. And Russ Roberts calls this the vampire problem. You don't know what it's like being a vampire until you're actually a vampire, and then it feels hard to go back. It's not that you can never go back in your career. But what he's saying is the decisions that we make, they do define us because they change our preferences. The kind of people that were in the communities, the kind of problems that we're solving, it does shape and change us. So that can feel like a heavy thing. the fourth thing that I think makes this conversation more difficult for us is what's called the end of history illusion. We believe that we are the finished product and we won't or can't change much in the future. And so we make choices based on this flawed, faulty thinking. It's not the case that you won't change in the future. It's not the case that you can't. You absolutely can, and as I said before, I'm gonna share some stories at the end of this series to show you that that's the case no matter where you're coming from, but for some reason what we tend to do without thinking is project our current selves into the future and make assumptions about what we think we can do and ignore the fact that the people that we become in pursuit of our goals and dreams are completely different people. You will build a new version of you and completely new identity in pursuit of that mission, and the only limit to that is your imagination. I think that's what makes this difficult as well. We just take our current selves, project ourselves into the future. thinking that these problems are convergent where there's only one answer That's a problem. There's not one answer. There's many referencing the things that we can be measured over, the things that can't be measured, that takes us off our path. struggling with the uncertainty of knowing what's on the other side of a decision and conflating safety with certainty is a problem as well. And then assuming that we're gonna be the same person in the future, that we can't change. That's what makes it really difficult. So if you are feeling unsettled by this, or you felt like you've made a mistake, or this has kind of brought up mixed feelings for you, just know that's superhuman. It's very normal. and these are all the reasons why those four things that I just went through, but none of those things are a reason not to consider this and not to do the work to figure it out because the payoff is huge for getting it right. And as I've said before, I believe that success is dying with zero regrets. It's not the most things, it's not the most stuff, it's not the best story I can tell others. It's just the least regrets. so if there's something that you haven't pursued, it's absolutely worth wading through the uncertainty, and the discomfort, that this question brings up. because on the other side of that, there's so much to gain. but I do wanna give you a bit of guidance from this.'cause Russ, Robert does a fantastic job of giving you some mental models and some thinking tools with this. The first thing is to give up on the idea that there's one right answer. Just recognize that your career is a journey of becoming. And what Russ Roberts says is, he says, you wanna live like an artist. We are always. Refining and adjusting and improving the picture, you're never done. You're always kind of figuring it out as you go. Adopting that mentality has absolutely helped me make big changes. I don't identify with the role that I do anymore. I identify with the mission that I'm on and I'm absolutely committed to that mission. But how I deliver on that mission and how I pursue it, that can shift and change. And I'm a hundred percent okay with that. the main reason that I moved from sport into money was'cause I saw that money's an area where we can strain and constrict ourselves. If the number one regret of the dying is, I wish I lived a life true it to myself, the number one excuse of the living is money. And so the only reason I'm interested in money and I became interested in that is because I saw it as a self imposed prison. A thing that stopped people doing what they wanted to do. and so for most people who know me from sport, they never really understood why or how I made that change in that direction. and I couldn't even explain it to you at the time, to be honest. It just makes sense to me now in retrospect looking back, following those pursuits, following those interests, following that curiosity. I love learning about money and I love learning about, economics'cause it's about how humans work, how we make decisions in the face of uncertainty. And the philosopher part of me really enjoys that. but the coach part of me really loves watching people overcome their own uncertainty, make these big decisions, and stop using money as excuse and start using it as a vehicle. So I think. Living like an artist is such an unlock and just not being locked into one pathway just'cause you've been on it, is massive. And the way I think about it is to act, assess and adjust and keep following that curiosity. The second bit of guidance I wanna give you is to think deeply about what you want, what you value, where you add value. Contemplate all this stuff that we've discussed in this episode. But don't think that you're going to get all the answers here. The answers are gonna come from the outcomes you get from your actions. And what Russ Roberts talks about in this episode is really, really interesting. He basically says you wanna do the thinking around like costs and benefits and pros and cons around certain decisions. But then he says, you just wanna do that thinking to see where you are leaning, what you want to get out of the thing, what you are after. Really, you wanna look at that and go, well, this is what I'm after. and it's really interesting'cause he talks about even like flipping a coin, right? Once you've done the thinking on something, understanding the pros and cons, he says, flip a coin and then just pay attention to what you hope it lands on. And that should be the signal that you're paying attention to. If you are disappointed that it landed on one thing, it probably means that you wanted the other thing, but you didn't have the courage or didn't know that you wanted it as much. I think that is actually a brilliant way to think about how to make big decisions, because you don't wanna rely on your head'cause it's gonna push you towards the things that are measurable. You wanna rely on your heart and sometimes that message just needs a way to come through. And so you wanna pay attention to where your emotion, where your curiosity, where your energy draws you. and these tools are pretty helpful for that as well. the third bit of guidance that I think is brilliant from Russ Roberts is to accept uncertainty and be guided by identity instead. So move away from the idea there's one single answer. Move away from the idea that you can predict what's gonna happen and just think about one simple question. Who am I and who do I wanna be? Make that the primary criteria for big decisions when it comes to your career before considering what you get, which is all those hygiene factors. Who am I and who do I wanna be? That's the number one important thing. And then weight those factors much more heavily. And first before you think about what you're gonna get out of it, the pay, the policies, the all that sort of other stuff. because it's easier to make work you love, make sense than it is to make the work that makes sense. Turn into work you love. so make sure that you put who you want to be. As the primary criteria because if you are doing that, then it's very highly likely they're gonna be aligned to your mission and you'll be building those superpowers, developing and tapping into those superpowers and they'll be valuable somewhere. And that's how efforts compound. That's how we achieve mastery and that's how we escape competition and become in very high demand. Whew. so this has been a very, very deep episode, and it's actually been the fourth time that I've tried to accomplish this. And I've been trying to optimize for taking as little time as possible. And believe it or not, this is the littlest time as possible. There's so much to be said in this area, but I wanted to bring you the best wisdom that I've found. The things that I use to guide my thinking when it comes to this, just because I think this first part's really important. If you don't really understand what those superpowers are, it's easy to play yourself outta position and to feel like a fish climbing a tree. So if you wanna turn work into play, you have to align your work with that personal mission, the change or contribution that you wanna make, and your superpowers, which is the unique skill stack that your life has led you to the things that you've developed over time. If you're not sure about either of these, you need to shift out of exploit mode, and you need to shift back into explore mode so you can find the highest. Make things a little bit more random. say yes more often to be able to learn faster. Then you'll be able to figure out where the fit is. If you're not enjoying your work and you aren't motivated to pursue mastery, then you need to dial up those motivation factors, the things that we just talked about, those intrinsic factors, like the level of meaning and purpose in what you're doing. The sense of development and accomplishment, the sense of responsibility, the sense of achievement, all those things that are intrinsic and hard to measure. Dial those up and dial the other things down for a second. And if you wanna solve for that now, to be able to figure out where you're at against those things, remember you can take that diagnostic, that's part of the companion resource that goes along with this. In our next episode, we're gonna be talking about serving others, and this is all about how to make sure that yes, you are using your superpowers, but you're using in a way where you're fairly compensated, where there's fair exchange and both parties walk away with more of what they want and you are loving the work and the people are appreciating the work that you do as well. So you don't wanna be the martyr that's actually got all this meaning, but not make enough money and doesn't have all the hygiene factors working for them as well. so in the next episode, we're gonna be delving into some mental models and some thinking tools to help you figure out who to save and how to save them so that you can make great money in the work that you find meaningful as well. So I hope you've enjoyed this episode. I apologize. I know it's been a long one, but please let me know how you're finding this. And if you have any questions or anything like that or you want to discuss, just a reminder, you can jump into the Facebook group and drop all your questions in there. There's probably plenty that we can discuss off this episode. There's so much that went into it. I'm gonna put the resource guide in there as well for the folks that are listening along. Anyway, that's enough from me. I wanna keep this as short as possible. I'll see you in the next episode, which is gonna be all about the second part of this framework, which is serving others.