Transcripts
1. Introduction: Decision means nothing if
it's not committed to. Are you currently struggling
to commit to your decisions? Are you currently struggling to make decisions in
the first place? If so, this class is for you. My name is Armand children, the founder of Romani talks, a media company which
helps engineers and entrepreneurs improve their
communication skills. One of the key communication
skills principles out there is to practice
concentration skills. And one great way to practice concentration by
thinking and themes. If you can learn how
to think and themes, what was once difficult
to concentrate on, nowadays becomes easy. But teams, these
aren't just things that will help you
with concentration. It will help you with
decision-making. In this class, you're
going to learn how to use teams in order to make
better decisions. You're going to understand
how to ask people for advice. You're going to understand
how to commit to a decision. We're going to
wrap up this class with a final project that will allow you to evaluate how you
currently make decisions. Does that sound interesting? If so, I look forward
to seeing you inside.
2. What is a Decision?: Decision is a commitment
that has been reached after a certain amount of data
that has been accumulated. This is the very surface
level definition and allow us to dive
a little bit deeper. What sort of data should
you be collecting? I mean, if you look around, there's people that are consistently trying
to give you advice. There's blog articles being
published every single day. There's different
content material that gets uploaded on the
internet all the time. How exactly do accumulate the right data in order
to reach a conclusion? That's what we're gonna be exploring throughout the class. I just want you to understand
that all decisions ultimately need data
and commitment. Data and commitment in unison is what allows for a
decision to be formed.
3. Think in Themes: Themes are what's going
to help you make your decision-making
much, much smoother. If you have all these
different data coming at you and you don't have a
theme to process that data. What's going to
happen is that you're going to have
analysis paralysis, and you're going to destruct
getting very agitated. Themes are the underlying
narrative of how you perceive the world and in relationship
to your decision-making. It's the principles that you or your business operates width, allow me to give
you an example of how important themes are and why to different people can be getting the same exact data, but they're reaching
different decisions. Imagine that there's two
different dating coaches. Both of these dating coaches
get similar clients. Their clients, unfortunately, RM toxic relationships and
they're getting cheated on. One of the dating
coaches is like, okay, if you're
gonna treat it on, what you need to
do is understand the root cause of the
infidelity from your partner. And then you guys need
to work through it. So you come out on the
other end much stronger. While the other
dating coach says, infidelity, that's a red flag
and the relationship today. Why is it that they
had such similar data? But they reached in two
completely different decisions. It's mainly because they
have different principles, are different themes of how
they perceive the world. For the first dating coach, they believe that love
can withstand anything. They believe one of the truest Testaments of
love is to make sure that you see the flaws in the other person and you're still capable of
working through it. That's their
perspective of love. For the other dating coach. Trust is the foundation of love. And the second that
trust has been violated, love has been violated as well, which cause them to reach two completely
different decisions. So what you want to do
right now is you want to identify your team,
your principles. The more debt you are aligned
with your principles, the easier
decision-making becomes, because these principles
are non-negotiables. It doesn't matter what type of data the world is
throwing actual. You have this strong filtration
system that's able to scope through the noise
and focus on the signal.
4. Know A Lot: Just because you have
a team, doesn't mean that you get arrogant. Which you want to still do
is identify your teams, identify your non-negotiables, and then you want to know a lot. You can know a lot through your own personal experiences by accumulating the knowledge
from books and content, or by accumulating knowledge and wisdom from other people. The more that you know, the more that you
go from running in the forest to overlooking the forest and seeing the
crypt paths of action to take. And the more that you know, the more clarity that you have. Do you ever wonder
what confidence means? I was always curious about that. So I googled it and I saw a different definitions
for the word confidence. One of them was fate, the other one was clarity. What exactly does
clarity mean? For me? It's the ability to see things. When I perceived clarity. I don't picture someone
who's running in the forest, who's lost, who doesn't
have much perspective. I pictured the person that's
looking down on the forest. The more that you know, the more debt you change your perspective from running
and looking all over, getting lost to looking
down on the forest. And you have more
clarity, more direction, and more options on how you
can make a smart decision.
5. Mindset for Taking Advice: Not all advice is good advice. Because to give
someone good advice, you need to understand
this person. You need to understand
their desires, where they currently are, where they want to go, their
experiences and much more. If I were to ask you, how many people asked you all of these different variables
before they give you advice? You're gonna be like you
very few, if any at all. It's not like that these
people are malicious. But unfortunately,
their version of keeping advice is
actually recruiting. What they're really
doing is implying, well, this is what I did
or this is what I know. And this is why I think you should do the same exact thing. If you're blindly following
other people's advice, what's going to happen is that your decision-making is going to become much more clouded. Now with that being said, the way that we want to take in advice is width the
right perspective. This perspective is known
as open-minded skepticism. We want to be open-minded in
regards to who knows stuff. Because you never
know a person who's way younger than you may
know a whole bunch of stuff that you don't
know versus a person who's way older than you
doesn't really know much. They're very emotional. They're giving you
tons of bad advice. We want to be open-minded
and that regards of being open and receptive. Open means receptive. Skepticism means just because they're saying something doesn't immediately mean that it's law. I'm a thinking person as well, and I need to ultimately make
the decision for myself. I'm going to maintain that skip the system attitude as well. Not due to malicious NAS, but due to protecting myself and all the people that this
decision is going to impact. So the bottom line is that not
all advice is good advice. And to process advice, maintain an open-minded
skepticism type of attitude.
6. Commit and Collect Data: Decision means nothing if
it's not committed to. If you make a decision and you're automatically
being wobbly, Then number one, you're
going to lose confidence in yourself for the future
of making decisions. And other people, they're
not going to view you as a leader.
They're gonna be light. I will give this guy, I'll talk, but he doesn't walk the walk. Make a decision
and commit to it. That's not to say that you
don't adjust if need be, especially if the
data is proving that your decision was
incorrect or sub-optimal. Now here's work judgement is required because certain times, once we make a decision, we're going to
know the impact of that decision
almost immediately. While other times
we'll make a decision. And we won't
necessarily understand the impacts of it for a
long duration of time. One example is you ever seen
one of those movies where there's a guy that
has to defuse a bomb. And they often have
two different wires that they can cut. Well, this is one of those scenarios where
you're going to understand the output of your
decision rather quickly. But for building a brand, let's say you're someone that's
building a brand and you decided to change the
narrative of your brand. You're not going to necessarily
understand that impact immediately because a
brand is built over time. Therefore, your
decision is going to be validated or
invalidated over time. In these scenarios is patients and collecting
more data, that's key. Ultimately, we want to focus on committing and
then collecting data and adjusting depending on the problem that we're
facing as needed.
7. Evaluating the Decision: Depending on the complexity
of your decision, you may have to do evaluations. Let's say you're not going
to understand the impact of your decision for another
three to five years. Does that mean that you're
just sitting idle for the next two to five years,
not staying up-to-date. Know, have some evaluations however you see fit maybe once a year where you're
checking up with all the different data that
you have at hand to evaluate. Was this the right decision
based off of the team that I have set for my
life and for my business, or was this the wrong decision? This doesn't necessarily mean
that you change your mind. What this means is
that it allows you to make necessary
adjustments as needed. And it allows you to understand this decision from
multiple different angles. The more that you understand one decision from
multiple angles, the easier it becomes to make other decisions and other
facets of your life. Evaluate the complexity
of your decision. See how many different
parties are involved. See how many variables that
it impacts in your business, in your own life, in your professional
life as well. And then create the evaluations as needed that you see fit.
8. Practice with Small Decisions: The final tip is to
practice small decisions. Now you may be watching
this course and you may be like, Okay, Armani, does this mean that I should be choosing where to go eat
if other people asked me, as a matter of fact, yes. Because other people asking you means that other
people are involved in your decision and you may face some consequences if
you choose a bad spot. This is a good
thing because this gives you the stomach
for decision-making. A big part of learning to
commit is building thick skin. Person that does not have thick skin is always
going to be wavering. In small moments like this, when your friends are like, What do you guys want to go eat? You make a decision. You're training your
mind to commit. Not waver a stick
in one foothold.
9. Final Project: Now is the time for
the final project. I want you to find an activity that you have been postponing, making a decision on. It could be something
small, like what are you going to eat for
dinner later today? It could be something big, like whether or not you're finally going to start
your side hustle. Once you have that activity, I want you to follow
the general framework on how to make decisions. Number one, know
the general theme of your life or your business. What are the key principles
that you operate with? By understanding
your key principles, the data that you're
going to collect is going to make
much more sense. Number two, know a lot, uh, consume content on the
matter and ask for advice. Whenever you are
asking for advice, Maintain open-minded skepticism. And number 30, commit
and collect data. Make your decision
and keep collecting more data to see how your
decision is looking. At number four, evaluate. How is your decision looking. Be honest, which are evaluation. So it builds a
stronger understanding for decision-making
in the future. Once you're done, get your entire experiences
and articulated into a report that
you're going to post in the class projects
section right on below. This report can be as
detailed as you want. What were some of the advantages of your decision-making skills? There are certain things
that you struggled with. What came easy to you and
be as detailed as you want and go on posted in
the class project section. I look forward to reading it. The more that you articulate
your decision-making, the easier it becomes to make decisions in the near future. I appreciate you for
joining this course. And if you want more content
from the Armani talks brand, be sure to check out
our money talks.com, which contains a
lot of my blogs, videos, books, and much
more, Armani talks.com. I look forward to
hearing from you.
Arman Chowdhury, Confidence thru Communication
