Click here to Download Tribe of Mentors PDF Book by Tim Ferriss Language English having PDF Size 4 MB and No of Pages 681.
More specifically, what if I asked 100+ brilliant people the very questions I want to answer for myself? Or somehow got them to guide me in the right direction? Would it work? I had no idea, but I did know one thing: If the easy approach failed, the unending-labor-in-the-salt-mines approach was always waiting in the wings. Pain is never out of season if you go shopping for it. So, why not spend a week test-driving the path of least resistance?
Tribe of Mentors PDF Book by Tim Ferriss
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And so it began. First, I scribbled down a list of dream interviewees, which started as one page and quickly became ten. It had to be a list with no limitations: no one too big, too out-of-reach, or too hard to find. Could I get the Dalai Lama? The incredible Temple Grandin? My personal white whale, author Neil Gaiman? Or Ayaan Hirsi Ali? I wrote out the most ambitious, eclectic, unusual list possible.
Next, I needed to create an incentive to encourage people to respond, so I worked on a book deal. “Be in my book” might work. From the outset, I told the publisher that it also might not work, and that I’d return the advance if so. Then, I started pitching my little heart out. I sent an identical set of 11 questions to some of the most successful, wildly varied, and well-known people on the planet with “Answer your favorite 3 to 5 questions . . . or more, if the spirit moves you.”
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After hitting “send” dozens of times, I clasped my hands to my excited writer’s chest with bated breath, to which the universe replied with . . . silence. Crickets. For 12 to 24 hours, nothing. Not a creature was stirring, not even a mouse. And then, there was a faint trickle through the ether. A whisper of curiosity and a handful of clarifying questions. Some polite declines followed, and then came the torrent.
Nearly all of the people I reached out to are busy beyond belief, and I expected I would get short, rushed responses from a few of them at best. What I got back instead were some of the most thoughtful answers I’d ever received, whether on paper, in person, or otherwise. In the end, there were more than 100 respondents. Granted, the “easy” path took thousands of back-and-forth emails and Twitter direct messages.
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Hundreds of phone calls, many marathons at a treadmill desk, and more than a few bottles of wine during late-night writing sessions, but . . . it worked. Did it always work? I have been blessed with “well-wishers” and “advisors” throughout my career. They teach me what not to do. People make recommendations based on what they think is safest for you, or based on their understanding of who you are and what you ought to be.
They set invisible limits on how much you can achieve in your life and pass those limitations on to you inadvertently. I was told to not do independent films (the films I owe my career to), to dress like others (making me a fashion-friendly homogenized clone with no identity), date or marry rich (again, safety net), and not be vocal about political issues (no matter where you are, you have to pay a price for voicing your concerns, and that’s a price I was willing to pay.
This stuff is simple; it may not always be easy. Genetic algorithm cooking. I like to obsess over how certain foods are made, and will recreate and rework them until they are perfectly adapted to my palate. When it comes to cooking, I am not exactly creative, but I can follow a well-stated recipe pretty precisely. But tweaking a recipe to better suit my personal taste is fun, and feeds my innate obsessiveness. Tribe of Mentors PDF Book
I approach a recipe as if it were a genome, where every ingredient and step in the process is a gene that I modify based on the results of previous attempts and also randomly. I taste-test the results and “crossbreed” the “genes” from the tastiest outcomes. I’ve thrown together a few bits of code to make and track the modifications for me, so it’s a pretty precise process (more or less).
There’s something very therapeutic about it, though it also means occasionally taste-testing copious amounts of (very slightly) different kimchi, kombucha, or kefir in the course of a week. Fermented foods (especially if they start with a “K”) are a big favorite of mine in general, and they also lend themselves particularly well to such experimentation.
The lowest point in my life actually came about when I published in 2002— on September 11, 2002, the first anniversary of 9/11—a book called The Dignity of Difference. I stood at Ground Zero in January 2002. The World Economic Forum had been moved to New York from Davos for that year and the archbishop of Canterbury, the chief rabbi of Israel, imams, gurus from all over the world stood at Ground Zero and we said prayers together. Tribe of Mentors PDF Book
And I suddenly realized that this was the great defining choice that humanity would face for the next generation: religion as a force for coexistence, reconciliation, and mutual respect or religion as a force for hatred, terror, and violence. I decided that I would write a personal response to 9/11 to be published on the first anniversary. It was called The Dignity of Difference. It was a very strong book and a very controversial book.
Members of my own community believed that I had simply gone too far, and that I had actually been guilty of heresy. This was in the beginning of 2002 and something rather funny happened. Rowan Williams had just been appointed as archbishop of Canterbury, and the week before his appointment he had attended a Druid service in Wales, which was regarded by some Church of England people as a pagan act.
So there was one newspaper headline, which said, and I doubt that this has ever been said before or will ever said be again, “Archbishop of Canterbury and Chief Rabbi Accused of Heresy.” Now, when you’re the defender of the faith, it is a little challenging, to say the least, to be accused of being a heretic to the faith. There were calls for my resignation. I felt that many of my rabbinical colleagues did not understand the book and were critical of it. Tribe of Mentors PDF Book
It was simply unclear to me how I could move from here to there. I could not see a scenario that would allow me to recover my standing and my reputation, my credibility as a Jewish leader, and that plunged me into total despair. When there is no light at the end of the tunnel, all you can see is the tunnel. I felt at that point there was no way forward. Probably the most important thing I had to do was resign.
It was then that I heard a voice. I’m not going to say this was God talking to me, but it was certainly a voice that said to me, “If you resign, you have given your opponents the victory. You have allowed yourself to be defeated in this first battle of what you see as the major challenge of the coming generation.” I couldn’t do that. Despite the fact that I was in almost unbearable personal pain, I could not resign.
I could not hand my enemies, my opponents, the opponents of religious tolerance and reconciliation, that victory. That was when I suddenly realized that it wasn’t about me. It was about not letting down the people who had put their faith in me and not betraying the ideals that had led me to take the job in the first place and write the book in the second place. Tribe of Mentors PDF Book Download
So that was the turning point and, in the end, the fact that I survived and emerged stronger after than I had been before, was not only important for me. It was important for all the other rabbis, because they too could see that you can take a controversial stand, be widely criticized, and yet still come through and still be able to sing with Sir Elton John, “I’m Still Standing.” There was a 180-degree shift, a Copernican shift in my understanding of the nature of what I was doing.
It wasn’t personal at all; there was no self involvement here. The most important one by far is realizing that the real measure of a good life is “How happy and satisfied am I with my life right now?” This turns out to be a lot simpler than you might think. We all have our ups and downs, so your goal is simply to maximize your “up” time and minimize those downs to as close to zero as possible.
If you ask yourself this question at the end of a thoroughly great day, the answer is very often positive. After a horrible day (or a string of them), you’re more likely to say that life sucks. I came to realize that the key to a great life is simply having a bunch of great days. So you can think about it one day at a time. And it turns out there are some pretty simple buttons you can press to give yourself a great day. Tribe of Mentors PDF Book Download
Start by waking up from a good sleep, eating good food, leaving your phone/newspaper/computer behind, and simply writing down your plan for what will make the day great. Several hours of physical activity, some hard work, a chance to laugh with and help out other people— and you’re pretty much there. So the longer-term challenge is simply designing your life so that you have more of this stuff and less of the fluff.
Look at every activity as you go through your day and think, “Is this contributing to getting me a better day— today—and if not, is there anybody in the world who has managed to design this activity out of their lives and still succeed beyond my level?” I began my coaching career in 1972 and had immediate and unbroken success.
Between 1975 and 1983, I coached 24 national club and college champions and tremendously transformed every team I coached, from middling to high-performing. However, in 1983 I suffered a discouraging setback, losing a coaching job in a power struggle with a control-oriented parent board immediately after my young team won a Junior National championship. Tribe of Mentors PDF Book Free
The disappointment of having a promising team taken away from me after investing five years in their development put me into a state I didn’t recognize at the time: the stages of grief. Over the next four years, I went through three head coaching positions, experiencing success in the pool in each, yet never feeling happy or satisfied. In 1987, I finally recognized that unresolved grief was keeping me from enjoying my work, and that only a hiatus from coaching could resolve it.
As well, I had nothing in the bank to show for 16 years of employment and was looking at college tuition payments for three daughters, starting just five years later. With reluctance, I left coaching—uncertain if I would return—to see whether my native intelligence and abilities would prove more remunerative in another field. For two years, I worked in marketing communications, first at a technology company, then in a hospital.
I earned enough to pay the bills, but I still wasn’t able to put anything away for the future. More important, I was unable to summon any enthusiasm for my work. I easily understood the problem. As a head coach for all those years, I had been essential and instrumental in anything significant that occurred. The success or failure of the entire enterprise was due mainly to my efforts and abilities. Tribe of Mentors PDF Book Free
In the corporate world, I felt like a cog: It didn’t much matter if I even came to work or not, and I simply could not endure that feeling. In the spring of 1989, I left the hospital job and began planning two oneweek summer camps for Masters swimmers—the first Total Immersion programs. In the summer of 1990, I held four such sessions and in 1991, six, plus a few clinics for Masters teams. These didn’t support our family—I did that with freelance magazine and marketing writing.