Annotations (12)
“If you fly economy and you suddenly get wealthy, don't fly private right away. If you want to optimize for your happiness, get excited about upgrading to economy premium, get accustomed to that, then get excited about flying business class, then get excited about that. And then whenever it wears off, fly first. And after that, perhaps you can get excited about flying private.”— Stig Brodersen
Psychology & Behavior · Economics & Markets · Philosophy & Reasoning
DUR_ENDURING
Incremental upgrades maximize happiness per dollar
“Most poker players think by definition that they're great players. They will look you straight in the eye and tell you that if they win, it's because they're playing great, and when they lose, which they inevitably will, it's only because they're unlucky. What poker players mistake is that they compare their A game with others' C game. So of course they always find a reason to believe that they're way better poker players than they probably in reality are.”— Stig Brodersen
Psychology & Behavior · Strategy & Decision Making
DUR_ENDURING
Compare your A game to their A game
“An investment with a higher expected return is to ensure you are less frequently a bad version of yourself. A slightly more expensive condo with natural light, perhaps a slightly nicer gym close enough that you actually use it. None of those things will likely make you happy in the moment. But if you think about your triggers that might cause you to become short-tempered, resentful, or numb, and money can help you avoid that, well, perhaps you want to magnify the version of yourself who has slep...”— Stig Brodersen
Psychology & Behavior · Economics & Markets · Philosophy & Reasoning
DUR_ENDURING
Spend to avoid being your worst self
“Humans are built to desire things others do not have. Man once believed that if he owned a car, he would never want for more. If anyone truly thought that, it was only because almost no one else at the time had a car. And people sometimes say the same about flying private. If I could do that, I'd never need nothing else. But that too is a fantasy owned by those who don't have a private jet yet. As soon as everyone has one, we will want two.”— Stig Brodersen
Psychology & Behavior · Economics & Markets · Culture & Society
DUR_ENDURING
Desire for distinction never ends
“It's just not cricket. There are rules that are behind the rules. There's a kind of shared understanding of what this game is supposed to be about. People in that game are not playing to win that game. They're playing to win the infinite game, which is the game of continuing the relationship with these people and making them like you and want to play another game with you and displaying your personality as being willing to take the win when it's acceptable to take the win, but also being willing...”— Guy Spier
Strategy & Decision Making · Psychology & Behavior · Philosophy & Reasoning
DUR_ENDURING
Play infinite game, not finite
“Bill Gates had access to a computer with unlimited programming time when almost no one else in the world had, and it was easy for him but not for others to stay focused and program for days on end. He would literally fall asleep while coding, wake up, and continue coding where he left off. It was just one of his many unfair advantages.”— Stig Brodersen
Business & Entrepreneurship · Psychology & Behavior · Technology & Engineering
DUR_ENDURING
Access plus obsession creates edge
“The SEC required public companies to disclose their CEO-to-median employee pay ratio. The idea was that this daylight would shame executives to restraint. Did it work? No, it failed as predictably as the 2006 rules that forced companies to disclose executive pay in proxy statements. No CEO opens his proxy, sees that he earns 200 times as much as the average employee, and thinks, ah, yes, clearly the board must reduce my pay.”— Stig Brodersen
Psychology & Behavior · Economics & Markets · Leadership & Management
DUR_CONTEXTUAL
Transparency doesn't shame when identity protects
“Money magnifies who you are. Some of my friends are kind, and with money, they're even kinder than before. And then some of my acquaintances, they're jerks. And now with money, the jerk gene is on steroids.”— Stig Brodersen
Psychology & Behavior · Philosophy & Reasoning
DUR_ENDURING
Money amplifies existing character traits
“As your influence grows, you may not notice how your interactions with others change. My suggestion to you is that you default to become nicer than you otherwise find it natural to be. Seriously, every year, make sure to be even nicer than the previous year. For many, it's like walking upward on an escalator going down. You end up where you started, even though you feel like you've been in motion. So don't be a jerk just because you can. Be kind and compassionate just because you can.”— Stig Brodersen
Leadership & Management · Psychology & Behavior · Philosophy & Reasoning
DUR_ENDURING
Be nicer as power grows
“I found that happiness results from expectations. Until I turned 30, I always had someone in my life I didn't really like and took up more space than I wanted them to have. It basically boiled down to one thing: I was put together with people I didn't want to be with. Today, I only work with people I like. I don't work together with people I dislike.”— Stig Brodersen
Leadership & Management · Psychology & Behavior · Business & Entrepreneurship
DUR_ENDURING
Wealth buys choice of companions
“The only one who wants to be changed is a wet baby. People do change, but they do not change because you want them to, and certainly not at the tempo you find convenient. Change isn't a thing you can hand to them. At best, you can stand nearby with a lantern ready to show the path when they finally decide to walk it.”— Stig Brodersen
Psychology & Behavior · Leadership & Management
DUR_ENDURING
Can't force change, only illuminate path
“There's one investment making the headlines lately that's been hiding in plain sight. It's an asset class that's outpaced the S&P 500 overall, with near-zero correlation since 1995, not gold, real estate, or crypto. It's a strategy typically exclusive to the ultra-rich. But now you can invest in shares of multi-million-dollar artwork by artists like Banksy, Basquiat, and Picasso through Masterworks.”
Business & Entrepreneurship · Economics & Markets
DUR_CONTEXTUAL
Democratizing exclusive asset classes
Frameworks (3)
Incremental Lifestyle Upgrade Framework
Maximizing Satisfaction Per Dollar Through Gradual Adaptation
A systematic approach to managing lifestyle creep by upgrading consumption in small, intentional steps rather than sudden leaps. Each upgrade is experienced fully before moving to the next tier, allowing hedonic adaptation to reset between steps and maximizing satisfaction per dollar spent.
Components
- Map Current State
- Identify Natural Tiers
- Upgrade One Tier
- Monitor Satisfaction Decay
- Cap at Sustainable Maximum
Prerequisites
- Income stability
- Clear understanding of current spending
- Willingness to delay gratification
Success Indicators
- Extended satisfaction from each upgrade
- No regret over previous tier
- Minimal desire to jump tiers
- Declining marginal utility per upgrade is recognized
Failure Modes
- Upgrading too fast, missing satisfaction gains
- Comparing to others instead of internal satisfaction
- Skipping tiers entirely
- Never setting a ceiling, leading to infinite escalation
Unfair Advantage Identification Framework
Systematically Discovering and Exploiting Personal Competitive Edges
A structured approach to identifying situations where you hold systematic advantages over competitors, then deliberately designing your life and business to maximize time spent in those zones of advantage.
Components
- Inventory Natural Wiring
- Map Contextual Advantages
- Find Intersection Zones
- Design Around Advantages
Prerequisites
- Self-awareness
- Willingness to specialize
- Comfort with saying no
Success Indicators
- Declining win rates in chosen domains
- Less effort required for same results
- Opportunities seek you out
- Competition comments on your advantages
Failure Modes
- Overestimating advantages
- Ignoring changing context that erodes advantages
- Failing to compound advantages over time
- Pursuing prestige over advantage fit
Cricket Test: Long-Term Relationship Decision Framework
Balancing Short-Term Wins Against Long-Term Relationship Value
A decision framework for evaluating whether to press an advantage or preserve a relationship, based on the British cricket concept of 'playing the infinite game' with the same partners over time.
Components
- Classify the Game
- Calculate Maximum Legal Gain
- Estimate Relationship Damage
- Apply the Cricket Test
Prerequisites
- Long-term orientation
- Reputation awareness
- Comfort with delayed gratification
Success Indicators
- Opportunities increase over time
- People seek you out for future transactions
- Your reputation precedes you positively
- Others trust you quickly
Failure Modes
- Always standing back, never pressing advantage even when appropriate
- Misjudging game type (treating infinite as finite)
- Failing to recognize when the other party is exploiting your kindness
Mental Models (9)
Character Amplification
PsychologyMoney and power don't create character traits; they amplify existing ones.
In Practice: Brodersen's observation about how money magnifies existing character traits
Demonstrated by Leg-jdr-001
Hedonic Adaptation
PsychologyPositive experiences lose their novelty over time; what once brought excitement becomes baseline.
In Practice: Brodersen's framework for managing lifestyle creep through incremental upgrades
Demonstrated by Leg-jdr-001
Self-Serving Attribution Bias
PsychologyThe tendency to attribute successes to internal factors and failures to external factors.
In Practice: Brodersen's poker example of players comparing their A game to others' C game
Demonstrated by Leg-jdr-001
Trigger Elimination
PsychologyRather than trying to be happy, identify and remove the triggers that cause unhappiness.
In Practice: Brodersen's observation about spending money to avoid being a bad version of himself
Demonstrated by Leg-jdr-001
Change Resistance
PsychologyPeople change only when internal conditions align, not because external parties want them to.
In Practice: Brodersen's principle that the only one who wants to be changed is a wet baby
Demonstrated by Leg-jdr-001
Relative Status Seeking
PsychologyHumans desire distinction more than absolute consumption.
In Practice: Brodersen's observation that humans always want what others don't have
Demonstrated by Leg-jdr-001
Infinite vs. Finite Games
Strategic ThinkingFinite games have fixed rules, known players, and definite endings where someone wins. Infinite game
In Practice: Guy Spier's cricket metaphor about playing the infinite relationship game
Demonstrated by Leg-jdr-001
Unfair Advantages
Strategic ThinkingSystematic advantages from your specific context, natural wiring, or resource access that are diffic
In Practice: Brodersen's discussion of Bill Gates' early computer access and Ford's various advantages
Demonstrated by Leg-hf-001
A-Game vs. C-Game Comparison Trap
Decision MakingComparing your best performance to others' worst performance creates overconfidence.
In Practice: Brodersen's poker example
Demonstrated by Leg-jdr-001
Connective Tissue (1)
Cricket's unwritten rule of 'it's just not cricket': the concept that there are rules behind the rules, and a shared understanding that the game is about continuing relationships rather than maximizing advantage in any single match
In cricket, particularly British cricket tradition, there's a cultural understanding that certain behaviors are technically legal but violate the spirit of the game. The phrase 'it's just not cricket' captures the idea that players are optimizing for the infinite game of continuing to play together with mutual respect, not for winning any single match by exploiting every legal advantage. This maps directly to business and life: the people who succeed long-term aren't those who press every advantage to its legal limit, but those who display a willingness to stand back when pressing further would damage the relationship. Guy Spier's example of Olympic boxing with XY chromosomes competing against XX chromosomes illustrates the inverse: technically legal per the rules, but violates the shared understanding of what fair competition means. The cricket metaphor provides a precise language for the tension between legal maximization and relationship preservation.
Guy Spier's explanation of the cricket metaphor during discussion of Olympic boxing controversy and business relationship dynamics
Key Figures (3)
Guy Spier
1 mentionsInvestor, Author
Bill Gates
1 mentionsFounder of Microsoft
Jeff Bezos
1 mentionsFounder of Amazon
Glossary (1)
cricket
DOMAIN_JARGONBritish sport with unwritten sportsmanship rules
“It's just not cricket. There are rules that are behind the rules.”
Key People (2)
Banksy, Basquiat, Picasso
Famous visual artists whose works trade at multi-million dollar valuations
Bill Gates
(1955–)Microsoft founder
Concepts (5)
hedonic adaptation
CL_PSYCHOLOGYPsychological phenomenon where positive experiences lose novelty over time, requiring escalation
self-serving attribution bias
CL_PSYCHOLOGYTendency to credit success to skill and failure to bad luck
regulatory capture
CL_POLITICALWhen disclosure rules fail because targets do not respond as intended to transparency
relative status seeking
CL_PSYCHOLOGYHuman desire for distinction rather than absolute consumption; wanting what others lack
infinite game theory
CL_STRATEGYGames with changing rules where goal is continuation, not winning
Synthesis
Synthesis
Migrated from Scholia