人人都在卖
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人人都在卖
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推特X同名，X Search：@WeAllSells
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180 Followers
177 Liked
Posts
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【Can pushing a warm prospect too hard lose the deal?】
A Reddit poster said a prospect was clearly interested but needed to think on it first, but was bought in. A sales manager joined the call and had them keep pushing like she wanted. The prospect hung up.
The poster was pissed because the prospect may have been interested, just not ready to decide on that call. The extra pressure may have lost the deal.
One commenter had seen something similar in online booking systems. The new boss was new to the industry and new to inbound leads, and didn't quite get the anti-selling involved. Sometimes the product just isn't suitable for someone, or, as is often the case with B2B, it isn't yet.
The commenter spent weeks softly demonstrating to a new business that she wasn't quite busy enough to justify signing up right then. She'd just churn and lose them money anyway, but in a few months she'd be well worth it.
The new boss saw it coming under the “rotting” page in Salesforce, but didn't bother checking why. He called her, closed her in the commenter's name as a “favour,” and she churned three weeks in, resulting in commission clawback and a lost bit of pipeline.
A prospect can be clearly interested and still need to think on it first. Pushing like the manager wanted can turn a good-fit customer who isn't ready yet into a short-lived close nobody wanted.
#SalesCommission
【Can pushing a warm prospect too hard lose the deal?】
A Reddit poster said a prospect was clearly interested but needed to think on it first, but was bought in. A sales manager joined the call and had them keep pushing like she wanted. The prospect hung up.
The poster was pissed because the prospect may have been interested, just not ready to decide on that call. The extra pressure may have lost the deal.
One commenter had seen something similar in online booking systems. The new boss was new to the industry and new to inbound leads, and didn't quite get the anti-selling involved. Sometimes the product just isn't suitable for someone, or, as is often the case with B2B, it isn't yet.
The commenter spent weeks softly demonstrating to a new business that she wasn't quite busy enough to justify signing up right then. She'd just churn and lose them money anyway, but in a few months she'd be well worth it.
The new boss saw it coming under the “rotting” page in Salesforce, but didn't bother checking why. He called her, closed her in the commenter's name as a “favour,” and she churned three weeks in, resulting in commission clawback and a lost bit of pipeline.
A prospect can be clearly interested and still need to think on it first. Pushing like the manager wanted can turn a good-fit customer who isn't ready yet into a short-lived close nobody wanted.
#SalesCommission
A Reddit poster said a prospect was clearly interested but needed to think on it first, but was bought in. A sales manager joined the call and had them keep pushing like she wanted. The prospect hung up.
The poster was pissed because the prospect may have been interested, just not ready to decide on that call. The extra pressure may have lost the deal.
One commenter had seen something similar in online booking systems. The new boss was new to the industry and new to inbound leads, and didn't quite get the anti-selling involved. Sometimes the product just isn't suitable for someone, or, as is often the case with B2B, it isn't yet.
The commenter spent weeks softly demonstrating to a new business that she wasn't quite busy enough to justify signing up right then. She'd just churn and lose them money anyway, but in a few months she'd be well worth it.
The new boss saw it coming under the “rotting” page in Salesforce, but didn't bother checking why. He called her, closed her in the commenter's name as a “favour,” and she churned three weeks in, resulting in commission clawback and a lost bit of pipeline.
A prospect can be clearly interested and still need to think on it first. Pushing like the manager wanted can turn a good-fit customer who isn't ready yet into a short-lived close nobody wanted.
#SalesCommission
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【How much is proper compensation for a remote salesperson?】
A Reddit poster said he was new to sales—and not a salesperson at all. In fact, he was an engineer who had found a startup with a product he thought was great.
So the short story was this: he wanted to hire a remote salesperson, but didn’t know how much proper compensation should be. There would be a base and a percentage commission, but how much?
The startup was still in its early stages and wasn’t going to be funded for the next 3–6 months, so he wouldn’t be able to pay a lot until the seed capital came through. That raised the bigger question: was it even worth looking for a proper salesperson, or would the company not get anyone decent if the pay wasn’t high?
One commenter said the company had to be a lot more specific. Did it need a full-cycle rep with experience, or a top-of-the-funnel prospector who might have less experience?
“Remote salesperson” can mean very different jobs. Until the startup knows which one it actually needs, there isn’t a useful answer to how much the compensation should be.
#SalesCommission
【How much is proper compensation for a remote salesperson?】
A Reddit poster said he was new to sales—and not a salesperson at all. In fact, he was an engineer who had found a startup with a product he thought was great.
So the short story was this: he wanted to hire a remote salesperson, but didn’t know how much proper compensation should be. There would be a base and a percentage commission, but how much?
The startup was still in its early stages and wasn’t going to be funded for the next 3–6 months, so he wouldn’t be able to pay a lot until the seed capital came through. That raised the bigger question: was it even worth looking for a proper salesperson, or would the company not get anyone decent if the pay wasn’t high?
One commenter said the company had to be a lot more specific. Did it need a full-cycle rep with experience, or a top-of-the-funnel prospector who might have less experience?
“Remote salesperson” can mean very different jobs. Until the startup knows which one it actually needs, there isn’t a useful answer to how much the compensation should be.
#SalesCommission
A Reddit poster said he was new to sales—and not a salesperson at all. In fact, he was an engineer who had found a startup with a product he thought was great.
So the short story was this: he wanted to hire a remote salesperson, but didn’t know how much proper compensation should be. There would be a base and a percentage commission, but how much?
The startup was still in its early stages and wasn’t going to be funded for the next 3–6 months, so he wouldn’t be able to pay a lot until the seed capital came through. That raised the bigger question: was it even worth looking for a proper salesperson, or would the company not get anyone decent if the pay wasn’t high?
One commenter said the company had to be a lot more specific. Did it need a full-cycle rep with experience, or a top-of-the-funnel prospector who might have less experience?
“Remote salesperson” can mean very different jobs. Until the startup knows which one it actually needs, there isn’t a useful answer to how much the compensation should be.
#SalesCommission
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【What can you do while saving for a coffee shop?】
My goal is to start a small coffee shop, either out of a truck or a small rented space. I’m still saving up money, but I want something tangible where I can actually feel like I’m making progress.
One commenter suggested using a pop-up shop for validation. It’s cheaper than either alternative and helps develop your foundation by proving demand. Working out a host agreement and discovering what sells—and what doesn’t—can go a long way while you’re still saving.
#SmallBusiness
【What can you do while saving for a coffee shop?】
My goal is to start a small coffee shop, either out of a truck or a small rented space. I’m still saving up money, but I want something tangible where I can actually feel like I’m making progress.
One commenter suggested using a pop-up shop for validation. It’s cheaper than either alternative and helps develop your foundation by proving demand. Working out a host agreement and discovering what sells—and what doesn’t—can go a long way while you’re still saving.
#SmallBusiness
My goal is to start a small coffee shop, either out of a truck or a small rented space. I’m still saving up money, but I want something tangible where I can actually feel like I’m making progress.
One commenter suggested using a pop-up shop for validation. It’s cheaper than either alternative and helps develop your foundation by proving demand. Working out a host agreement and discovering what sells—and what doesn’t—can go a long way while you’re still saving.
#SmallBusiness
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【What are the “$40k a month” IG gurus really selling?】
A Reddit poster compares the “no money, work wherever, make $75k a week” fantasy to porn: you are not actually doing it, but the pitch makes you feel like you are.
The question is what these Instagram business gurus are actually talking about when they mention Spotify Shops. Is it just another dropshipping scheme dressed up as freedom?
One commenter points out that businesses making multimillion-dollar profits do exist, but their owners usually are not constantly promoting exactly what they do. When someone is selling a course or promising to help you get there, the promotion is serving their benefit first.
That is why the hardest part is not proving every guru is fake. Some go to great lengths to look legitimate, and it is difficult to talk people out of a dream when the dream is the product.
#Entrepreneurship
【What are the “$40k a month” IG gurus really selling?】
A Reddit poster compares the “no money, work wherever, make $75k a week” fantasy to porn: you are not actually doing it, but the pitch makes you feel like you are.
The question is what these Instagram business gurus are actually talking about when they mention Spotify Shops. Is it just another dropshipping scheme dressed up as freedom?
One commenter points out that businesses making multimillion-dollar profits do exist, but their owners usually are not constantly promoting exactly what they do. When someone is selling a course or promising to help you get there, the promotion is serving their benefit first.
That is why the hardest part is not proving every guru is fake. Some go to great lengths to look legitimate, and it is difficult to talk people out of a dream when the dream is the product.
#Entrepreneurship
A Reddit poster compares the “no money, work wherever, make $75k a week” fantasy to porn: you are not actually doing it, but the pitch makes you feel like you are.
The question is what these Instagram business gurus are actually talking about when they mention Spotify Shops. Is it just another dropshipping scheme dressed up as freedom?
One commenter points out that businesses making multimillion-dollar profits do exist, but their owners usually are not constantly promoting exactly what they do. When someone is selling a course or promising to help you get there, the promotion is serving their benefit first.
That is why the hardest part is not proving every guru is fake. Some go to great lengths to look legitimate, and it is difficult to talk people out of a dream when the dream is the product.
#Entrepreneurship
1
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【How can a lean online business make room to grow?】
A Reddit poster running an online business had DMs piling up, emails going out late, and content ideas sitting untouched. They were reacting to everything all day instead of actually building the business.
A friend suggested hiring a virtual assistant, which sounded too corporate at first. The poster started with a referral, kept the scope small, and trained the person for about a week. That gave them a practical way to test trust without handing over everything at once.
The VA ended up doing the work better than the poster expected: researching extra details, taking initiative, and suggesting more efficient processes. The role could cover emails and DMs, but also social scheduling, bookkeeping, data entry, customer support, lead generation, or podcast editing.
One commenter understood the fear that nobody will do the work as well as you would, but still agreed that delegation can be key. Their questions were practical: do referrals mean friends and network contacts, or places like LinkedIn, and how do you know someone is reliable? Starting small and watching how they handle the basics may be the answer this story points to.
#SideHustle
【How can a lean online business make room to grow?】
A Reddit poster running an online business had DMs piling up, emails going out late, and content ideas sitting untouched. They were reacting to everything all day instead of actually building the business.
A friend suggested hiring a virtual assistant, which sounded too corporate at first. The poster started with a referral, kept the scope small, and trained the person for about a week. That gave them a practical way to test trust without handing over everything at once.
The VA ended up doing the work better than the poster expected: researching extra details, taking initiative, and suggesting more efficient processes. The role could cover emails and DMs, but also social scheduling, bookkeeping, data entry, customer support, lead generation, or podcast editing.
One commenter understood the fear that nobody will do the work as well as you would, but still agreed that delegation can be key. Their questions were practical: do referrals mean friends and network contacts, or places like LinkedIn, and how do you know someone is reliable? Starting small and watching how they handle the basics may be the answer this story points to.
#SideHustle
A Reddit poster running an online business had DMs piling up, emails going out late, and content ideas sitting untouched. They were reacting to everything all day instead of actually building the business.
A friend suggested hiring a virtual assistant, which sounded too corporate at first. The poster started with a referral, kept the scope small, and trained the person for about a week. That gave them a practical way to test trust without handing over everything at once.
The VA ended up doing the work better than the poster expected: researching extra details, taking initiative, and suggesting more efficient processes. The role could cover emails and DMs, but also social scheduling, bookkeeping, data entry, customer support, lead generation, or podcast editing.
One commenter understood the fear that nobody will do the work as well as you would, but still agreed that delegation can be key. Their questions were practical: do referrals mean friends and network contacts, or places like LinkedIn, and how do you know someone is reliable? Starting small and watching how they handle the basics may be the answer this story points to.
#SideHustle
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【What should you do first when starting from zero?】
A Reddit poster wanted to build something digital but kept thinking about it without taking action, unsure how business works, how people make money, or which skills mattered first.
One commenter’s advice was simple: stop overthinking and start doing, even if the first step is small. The goal isn’t a perfect company on day one; it’s to make your first online sale by solving a specific problem.
#SmallBusiness
【What should you do first when starting from zero?】
A Reddit poster wanted to build something digital but kept thinking about it without taking action, unsure how business works, how people make money, or which skills mattered first.
One commenter’s advice was simple: stop overthinking and start doing, even if the first step is small. The goal isn’t a perfect company on day one; it’s to make your first online sale by solving a specific problem.
#SmallBusiness
A Reddit poster wanted to build something digital but kept thinking about it without taking action, unsure how business works, how people make money, or which skills mattered first.
One commenter’s advice was simple: stop overthinking and start doing, even if the first step is small. The goal isn’t a perfect company on day one; it’s to make your first online sale by solving a specific problem.
#SmallBusiness
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【Should CEOs join early sales calls?】
A Reddit poster says a CEO’s “presence” doesn’t add value, and that joining an early call only creates pressure on the seller. They call it “helicopter parenting” and “micromanaging to the fullest.”
The poster allows that if the company is “tiny tiny,” fine. But with a decent-sized organization, they see “zero excuse” for it. One commenter replied, “I have no idea what you’re talking about.” They said they wouldn’t tell their CEO no if the CEO asked to join a call. It can be annoying, but they’re not going to make themselves a target by doing something that dumb.
#Sales
【Should CEOs join early sales calls?】
A Reddit poster says a CEO’s “presence” doesn’t add value, and that joining an early call only creates pressure on the seller. They call it “helicopter parenting” and “micromanaging to the fullest.”
The poster allows that if the company is “tiny tiny,” fine. But with a decent-sized organization, they see “zero excuse” for it. One commenter replied, “I have no idea what you’re talking about.” They said they wouldn’t tell their CEO no if the CEO asked to join a call. It can be annoying, but they’re not going to make themselves a target by doing something that dumb.
#Sales
A Reddit poster says a CEO’s “presence” doesn’t add value, and that joining an early call only creates pressure on the seller. They call it “helicopter parenting” and “micromanaging to the fullest.”
The poster allows that if the company is “tiny tiny,” fine. But with a decent-sized organization, they see “zero excuse” for it. One commenter replied, “I have no idea what you’re talking about.” They said they wouldn’t tell their CEO no if the CEO asked to join a call. It can be annoying, but they’re not going to make themselves a target by doing something that dumb.
#Sales
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【What if the smartest sales move is qualifying out?】
At the finish line, a deal can still turn into Closed Lost. One commenter’s smart sales habit is to qualify out deals early instead of viewing them through rose-colored glasses and spinning their wheels.
That means asking the champion: “What’s going to keep this from happening?” “Who still isn’t convinced?” “Is this a lower priority than we’re making it out to be?”
The key is not being afraid to invite bad news. If it is a real deal, the champion will sell you on why it makes sense for the business. If it is not, you can shake hands and walk away—knowing it may be worth revisiting in the next budget cycle.
#Sales
【What if the smartest sales move is qualifying out?】
At the finish line, a deal can still turn into Closed Lost. One commenter’s smart sales habit is to qualify out deals early instead of viewing them through rose-colored glasses and spinning their wheels.
That means asking the champion: “What’s going to keep this from happening?” “Who still isn’t convinced?” “Is this a lower priority than we’re making it out to be?”
The key is not being afraid to invite bad news. If it is a real deal, the champion will sell you on why it makes sense for the business. If it is not, you can shake hands and walk away—knowing it may be worth revisiting in the next budget cycle.
#Sales
At the finish line, a deal can still turn into Closed Lost. One commenter’s smart sales habit is to qualify out deals early instead of viewing them through rose-colored glasses and spinning their wheels.
That means asking the champion: “What’s going to keep this from happening?” “Who still isn’t convinced?” “Is this a lower priority than we’re making it out to be?”
The key is not being afraid to invite bad news. If it is a real deal, the champion will sell you on why it makes sense for the business. If it is not, you can shake hands and walk away—knowing it may be worth revisiting in the next budget cycle.
#Sales
4
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【Can a broken iPhone become a side hustle?】
One commenter’s side hustle started with a cracked iPhone and a repair shop quote of around $250. Instead of paying, he learned to replace the screen himself.
His main hustle is working as a lease operator in the oilfield. The side hustle began with fixing and flipping phones, then friends and family started asking for repairs. That turned into paid work, and he is now building a business around it. For now, he works from his truck and home while building toward a dedicated repair van, though he plans to stay mobile. Sometimes the first step is solving your own expensive problem well enough that other people start bringing you theirs.
#SideHustle
【Can a broken iPhone become a side hustle?】
One commenter’s side hustle started with a cracked iPhone and a repair shop quote of around $250. Instead of paying, he learned to replace the screen himself.
His main hustle is working as a lease operator in the oilfield. The side hustle began with fixing and flipping phones, then friends and family started asking for repairs. That turned into paid work, and he is now building a business around it. For now, he works from his truck and home while building toward a dedicated repair van, though he plans to stay mobile. Sometimes the first step is solving your own expensive problem well enough that other people start bringing you theirs.
#SideHustle
One commenter’s side hustle started with a cracked iPhone and a repair shop quote of around $250. Instead of paying, he learned to replace the screen himself.
His main hustle is working as a lease operator in the oilfield. The side hustle began with fixing and flipping phones, then friends and family started asking for repairs. That turned into paid work, and he is now building a business around it. For now, he works from his truck and home while building toward a dedicated repair van, though he plans to stay mobile. Sometimes the first step is solving your own expensive problem well enough that other people start bringing you theirs.
#SideHustle
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See translation
【袁隆平院士留给人们的记忆是什么？】
一位小学生在上学时见过一次袁隆平院士，还和他有过一段对话。
那是1997年夏天，这名学生在沈阳农大附小上小学。袁老到沈阳出差，应邀为农大师生做了一场报告，附小的部分学生也参加了报告会。
袁老当时有六十多岁，身材结实，前额略微有些谢顶，但是行动敏捷。以至于在这名学生此后多年的印象中，袁老始终是那个略有些谢顶的中年人的形象。
当天的报告很长，报告的内容对于这些小学生来说过于晦涩，甚至有些无聊。袁老大概是看到了台下一群昏昏欲睡的小学生，于是在报告结束后的提问环节，主动提出让小朋友们提个问题。
学校领导很快就选中坐在第一排又是少先队大队干部的那名学生。面对这个突如其来的提问机会，他一时不知所措，但是从小傻大胆又是吃货的他，很快就酝酿出了一个看起来颇为幼稚的问题——他拿着话筒问袁老：“袁爷爷，您的杂交水稻好吃吗？”
话音未落，场内就响起了一阵笑声，但是袁老却一脸严肃地回答他：“这个问题问得很好，我可以告诉这位小同学，杂交水稻是籼米，口感上不如北方人喜欢吃的粳米，但是籼型杂交水稻的产量高，能让人吃饱肚子。
你们可以回去问问你们的爷爷奶奶，上了年纪的人都知道挨饿的滋味。
粮食产量问题是个大问题，解决好了才能让中国人都吃饱。
吃饱的基础之上才能考虑吃好的问题，但是我想我的一生只能尽力解决吃饱的问题，至于让中国人吃好的问题，是我们这一代人留给你们的任务。”
当时的他并未理解其中的深意，却把这段话写在了随身的本子上。
几年前家里搬家，偶然发现了这个本子，读到了这段话。
这段话的背后是一个老科学家严谨的态度和强烈的责任感。面对一个小学生提出的有些幼稚的问题，他并未敷衍了事，而是认真地回答，并且通过这个机会让年轻一代明确自身对国家、对社会所肩负的责任。
今天的我们，对老先生最好的祭奠，就是努力让自己、让他人、让所有中国人吃得更好一点，生活得更好一点。
先生千古！
【袁隆平院士留给人们的记忆是什么？】
一位小学生在上学时见过一次袁隆平院士，还和他有过一段对话。
那是1997年夏天，这名学生在沈阳农大附小上小学。袁老到沈阳出差，应邀为农大师生做了一场报告，附小的部分学生也参加了报告会。
袁老当时有六十多岁，身材结实，前额略微有些谢顶，但是行动敏捷。以至于在这名学生此后多年的印象中，袁老始终是那个略有些谢顶的中年人的形象。
当天的报告很长，报告的内容对于这些小学生来说过于晦涩，甚至有些无聊。袁老大概是看到了台下一群昏昏欲睡的小学生，于是在报告结束后的提问环节，主动提出让小朋友们提个问题。
学校领导很快就选中坐在第一排又是少先队大队干部的那名学生。面对这个突如其来的提问机会，他一时不知所措，但是从小傻大胆又是吃货的他，很快就酝酿出了一个看起来颇为幼稚的问题——他拿着话筒问袁老：“袁爷爷，您的杂交水稻好吃吗？”
话音未落，场内就响起了一阵笑声，但是袁老却一脸严肃地回答他：“这个问题问得很好，我可以告诉这位小同学，杂交水稻是籼米，口感上不如北方人喜欢吃的粳米，但是籼型杂交水稻的产量高，能让人吃饱肚子。
你们可以回去问问你们的爷爷奶奶，上了年纪的人都知道挨饿的滋味。
粮食产量问题是个大问题，解决好了才能让中国人都吃饱。
吃饱的基础之上才能考虑吃好的问题，但是我想我的一生只能尽力解决吃饱的问题，至于让中国人吃好的问题，是我们这一代人留给你们的任务。”
当时的他并未理解其中的深意，却把这段话写在了随身的本子上。
几年前家里搬家，偶然发现了这个本子，读到了这段话。
这段话的背后是一个老科学家严谨的态度和强烈的责任感。面对一个小学生提出的有些幼稚的问题，他并未敷衍了事，而是认真地回答，并且通过这个机会让年轻一代明确自身对国家、对社会所肩负的责任。
今天的我们，对老先生最好的祭奠，就是努力让自己、让他人、让所有中国人吃得更好一点，生活得更好一点。
先生千古！
一位小学生在上学时见过一次袁隆平院士，还和他有过一段对话。
那是1997年夏天，这名学生在沈阳农大附小上小学。袁老到沈阳出差，应邀为农大师生做了一场报告，附小的部分学生也参加了报告会。
袁老当时有六十多岁，身材结实，前额略微有些谢顶，但是行动敏捷。以至于在这名学生此后多年的印象中，袁老始终是那个略有些谢顶的中年人的形象。
当天的报告很长，报告的内容对于这些小学生来说过于晦涩，甚至有些无聊。袁老大概是看到了台下一群昏昏欲睡的小学生，于是在报告结束后的提问环节，主动提出让小朋友们提个问题。
学校领导很快就选中坐在第一排又是少先队大队干部的那名学生。面对这个突如其来的提问机会，他一时不知所措，但是从小傻大胆又是吃货的他，很快就酝酿出了一个看起来颇为幼稚的问题——他拿着话筒问袁老：“袁爷爷，您的杂交水稻好吃吗？”
话音未落，场内就响起了一阵笑声，但是袁老却一脸严肃地回答他：“这个问题问得很好，我可以告诉这位小同学，杂交水稻是籼米，口感上不如北方人喜欢吃的粳米，但是籼型杂交水稻的产量高，能让人吃饱肚子。
你们可以回去问问你们的爷爷奶奶，上了年纪的人都知道挨饿的滋味。
粮食产量问题是个大问题，解决好了才能让中国人都吃饱。
吃饱的基础之上才能考虑吃好的问题，但是我想我的一生只能尽力解决吃饱的问题，至于让中国人吃好的问题，是我们这一代人留给你们的任务。”
当时的他并未理解其中的深意，却把这段话写在了随身的本子上。
几年前家里搬家，偶然发现了这个本子，读到了这段话。
这段话的背后是一个老科学家严谨的态度和强烈的责任感。面对一个小学生提出的有些幼稚的问题，他并未敷衍了事，而是认真地回答，并且通过这个机会让年轻一代明确自身对国家、对社会所肩负的责任。
今天的我们，对老先生最好的祭奠，就是努力让自己、让他人、让所有中国人吃得更好一点，生活得更好一点。
先生千古！
1
52
·
--
【Why getting into a 985 university doesn’t mean going all in】
Being versatile and full of flair is what getting into a 985 university with ease looks like.
Going all in, sacrificing sleep and meals, and obsessing over your studies are signs that your abilities are running dry.
The earlier someone starts going all in and being impossibly hard on themselves, the more worrying the sign.
The danger isn’t limited to their academic ability; it also affects their personality and social life.
Along with their all-consuming effort may come less and less time spent with friends, an increasingly stubborn personality, fewer and fewer friends, and growing anxiety—the feeling that failure would mean the end of the world.
There are many students like this in middle school, and some end up not even getting into high school.
Most frightening of all, even after failing to get in, they may find it very hard to recover their energy and sense of self.
【Why getting into a 985 university doesn’t mean going all in】
Being versatile and full of flair is what getting into a 985 university with ease looks like.
Going all in, sacrificing sleep and meals, and obsessing over your studies are signs that your abilities are running dry.
The earlier someone starts going all in and being impossibly hard on themselves, the more worrying the sign.
The danger isn’t limited to their academic ability; it also affects their personality and social life.
Along with their all-consuming effort may come less and less time spent with friends, an increasingly stubborn personality, fewer and fewer friends, and growing anxiety—the feeling that failure would mean the end of the world.
There are many students like this in middle school, and some end up not even getting into high school.
Most frightening of all, even after failing to get in, they may find it very hard to recover their energy and sense of self.
Being versatile and full of flair is what getting into a 985 university with ease looks like.
Going all in, sacrificing sleep and meals, and obsessing over your studies are signs that your abilities are running dry.
The earlier someone starts going all in and being impossibly hard on themselves, the more worrying the sign.
The danger isn’t limited to their academic ability; it also affects their personality and social life.
Along with their all-consuming effort may come less and less time spent with friends, an increasingly stubborn personality, fewer and fewer friends, and growing anxiety—the feeling that failure would mean the end of the world.
There are many students like this in middle school, and some end up not even getting into high school.
Most frightening of all, even after failing to get in, they may find it very hard to recover their energy and sense of self.
·
--
【Why did Android 18 decide to shake down Mr. Satan?】
It was due to the personalities of both Android 18 and Mr. Satan.
Let’s start with Android 18’s personality.
Android 18 is pretty laid-back and easygoing, and she hates hassle.
When she released Android 16, she thought the door-opening mechanism was too slow and simply kicked the door open. That gives you a good idea of how carefree she is.
On the way to Goku’s house, Android 17 suddenly stopped and decided they should walk the rest of the way. Android 18 commented that men just liked doing pointless things like that. Clearly, she wasn’t keen on walking all the way to find Goku and thought it was a pain. She really does hate hassle.
Later, when Android 16 said it would only take a few minutes to fly to Goku’s house, Android 18 said there was no need to waste time taking a car.
After the fight, she suddenly planted a kiss on Krillin. That was another spur-of-the-moment action. A lot of the time, she just does things when the idea pops into her head; she doesn’t plan them out or set out with a particular intention.
The only reason Android 18 entered the World Martial Arts Tournament was to make some quick money. At first, she said nothing, but as soon as she heard there was prize money, she immediately asked how much it was and decided to enter. That’s just how spontaneous she is.
When she heard that something was going on but there was no prize money to be made, Android 18 flat-out refused to join the fight.
Android 18: “You’ve got to be kidding. Why would I bother with something this much trouble when there’s no money in it? I’m not wasting my time on that!”
So when did Android 18 first start thinking about shaking down Mr. Satan? Most likely after she got to the tournament venue. Mr. Satan’s showy personality and Yamcha’s comments gave her the idea.
After seeing how hugely popular Mr. Satan was, how boastful and flamboyant he could be, and how afraid of losing he was, she finally decided to shake him down.
And when only Android 18 and Mr. Satan were left in the ring, his performance made her even more certain she could get money out of him.
When Mr. Satan saw Android 18 fight the masked fighter, he completely lost his nerve and made a pathetic showing. Seeing him like that convinced Android 18 that her judgment had been right: she was going to shake Mr. Satan down!
So, Android 18 decided to shake Mr. Satan down after seeing him in person and judging him by his various reactions. At first, she had simply planned to compete properly and earn some money.
But as mentioned earlier, she’s an android who just wants to make some quick cash without too much hassle. She doesn’t really care about the title of “World’s Strongest” or the rewards that might come with it.
To put it simply: no amount of money can buy my freedom. I might make a little money now and then when I’m free, but I won’t give up my freedom just to make money.
【Why did Android 18 decide to shake down Mr. Satan?】
It was due to the personalities of both Android 18 and Mr. Satan.
Let’s start with Android 18’s personality.
Android 18 is pretty laid-back and easygoing, and she hates hassle.
When she released Android 16, she thought the door-opening mechanism was too slow and simply kicked the door open. That gives you a good idea of how carefree she is.
On the way to Goku’s house, Android 17 suddenly stopped and decided they should walk the rest of the way. Android 18 commented that men just liked doing pointless things like that. Clearly, she wasn’t keen on walking all the way to find Goku and thought it was a pain. She really does hate hassle.
Later, when Android 16 said it would only take a few minutes to fly to Goku’s house, Android 18 said there was no need to waste time taking a car.
After the fight, she suddenly planted a kiss on Krillin. That was another spur-of-the-moment action. A lot of the time, she just does things when the idea pops into her head; she doesn’t plan them out or set out with a particular intention.
The only reason Android 18 entered the World Martial Arts Tournament was to make some quick money. At first, she said nothing, but as soon as she heard there was prize money, she immediately asked how much it was and decided to enter. That’s just how spontaneous she is.
When she heard that something was going on but there was no prize money to be made, Android 18 flat-out refused to join the fight.
Android 18: “You’ve got to be kidding. Why would I bother with something this much trouble when there’s no money in it? I’m not wasting my time on that!”
So when did Android 18 first start thinking about shaking down Mr. Satan? Most likely after she got to the tournament venue. Mr. Satan’s showy personality and Yamcha’s comments gave her the idea.
After seeing how hugely popular Mr. Satan was, how boastful and flamboyant he could be, and how afraid of losing he was, she finally decided to shake him down.
And when only Android 18 and Mr. Satan were left in the ring, his performance made her even more certain she could get money out of him.
When Mr. Satan saw Android 18 fight the masked fighter, he completely lost his nerve and made a pathetic showing. Seeing him like that convinced Android 18 that her judgment had been right: she was going to shake Mr. Satan down!
So, Android 18 decided to shake Mr. Satan down after seeing him in person and judging him by his various reactions. At first, she had simply planned to compete properly and earn some money.
But as mentioned earlier, she’s an android who just wants to make some quick cash without too much hassle. She doesn’t really care about the title of “World’s Strongest” or the rewards that might come with it.
To put it simply: no amount of money can buy my freedom. I might make a little money now and then when I’m free, but I won’t give up my freedom just to make money.
It was due to the personalities of both Android 18 and Mr. Satan.
Let’s start with Android 18’s personality.
Android 18 is pretty laid-back and easygoing, and she hates hassle.
When she released Android 16, she thought the door-opening mechanism was too slow and simply kicked the door open. That gives you a good idea of how carefree she is.
On the way to Goku’s house, Android 17 suddenly stopped and decided they should walk the rest of the way. Android 18 commented that men just liked doing pointless things like that. Clearly, she wasn’t keen on walking all the way to find Goku and thought it was a pain. She really does hate hassle.
Later, when Android 16 said it would only take a few minutes to fly to Goku’s house, Android 18 said there was no need to waste time taking a car.
After the fight, she suddenly planted a kiss on Krillin. That was another spur-of-the-moment action. A lot of the time, she just does things when the idea pops into her head; she doesn’t plan them out or set out with a particular intention.
The only reason Android 18 entered the World Martial Arts Tournament was to make some quick money. At first, she said nothing, but as soon as she heard there was prize money, she immediately asked how much it was and decided to enter. That’s just how spontaneous she is.
When she heard that something was going on but there was no prize money to be made, Android 18 flat-out refused to join the fight.
Android 18: “You’ve got to be kidding. Why would I bother with something this much trouble when there’s no money in it? I’m not wasting my time on that!”
So when did Android 18 first start thinking about shaking down Mr. Satan? Most likely after she got to the tournament venue. Mr. Satan’s showy personality and Yamcha’s comments gave her the idea.
After seeing how hugely popular Mr. Satan was, how boastful and flamboyant he could be, and how afraid of losing he was, she finally decided to shake him down.
And when only Android 18 and Mr. Satan were left in the ring, his performance made her even more certain she could get money out of him.
When Mr. Satan saw Android 18 fight the masked fighter, he completely lost his nerve and made a pathetic showing. Seeing him like that convinced Android 18 that her judgment had been right: she was going to shake Mr. Satan down!
So, Android 18 decided to shake Mr. Satan down after seeing him in person and judging him by his various reactions. At first, she had simply planned to compete properly and earn some money.
But as mentioned earlier, she’s an android who just wants to make some quick cash without too much hassle. She doesn’t really care about the title of “World’s Strongest” or the rewards that might come with it.
To put it simply: no amount of money can buy my freedom. I might make a little money now and then when I’m free, but I won’t give up my freedom just to make money.
5
·
--
【How can a book club grow out of a personal interest?】
A book club organizer once started a book club that had been running for nearly three years and had about 190 members.
Theme: “Get to know a little more about the world.”
Slogan: “Let endless worldly matters fade from mind; enjoy the charming books on your desk.”
It started as a personal interest. More and more people joined, and the club eventually received company sponsorship and became an official company organization.
Here, the organizer shares their experience in the hope that it will inspire you.
First, think carefully about why you want to do this, especially what it means to you personally.
Is it to motivate yourself to read regularly, to develop your organizational and communication skills and meet some remarkable people, or simply because it’s required for work (for example, an HR employee completing a task? But I think it’s hard to stick with it if you’re not genuinely interested).
This will be the original motivation that keeps you going when you run into all kinds of problems later on.
If you’re doing it out of personal interest, keep these two principles in mind:
1. Find core members. They could be close friends or other people who enjoy reading.
Tell them what you have in mind and how the book club will work.
They’ll be willing to keep coming, even if the activities aren’t quite ideal at first.
Maybe it’s because of you, because the plan sounds great, or because the book club will encourage them to finish a book every month.
2. No matter how many people show up, if everyone finishes the book and you successfully hold a discussion, that session is a success.
Remember why you started the book club, and keep showing people its value.
It’s a wonderful thing to do, isn’t it?
Part One: Starting the Book Club
1. Find core members and hold your first event.
2. There are two ways to run an event. First, each person can share one of the best books they’ve read. Second, choose a book for everyone to read, then discuss it at the event.
The first session used the first approach, but the discussion wasn’t very engaging. After that, we switched to reading the same book together, which worked really well.
3. At the end of the event, discuss what could be improved about the format and schedule, and take photos to remember the occasion.
Part Two: Running Events Once the Club Is Established
(I) Preparation
1. Each new member should recommend two of their favorite books that they’ve read.
2. Choose a host for the next event, usually at the end of the current one.
3. Everyone in the group recommends books, then votes on the theme for the next event. Set the date and location, too.
4. Read at your own pace for a month. You can occasionally share your thoughts and reading progress.
5. The host should think of some discussion questions in advance.
(II) Event Schedule
1. The host gives a brief introduction, then everyone introduces themselves.
2. The host brings up a topic, and everyone shares their thoughts.
3. Open discussion, with questions and answers.
4. The host wraps things up and confirms who will host the next event.
(III) After the Event
1. Share the photos in the group chat to mark the successful end of the event.
2. Members can share their thoughts in the group chat if they wish.
Part Three: Possible Challenges
1. How do you get everyone involved?
Ask a core member or someone with an outgoing personality to be vice president or an administrator. When the book club is just starting, you can ask one or two people to respond to requests you post in the group chat. Organize and share the books everyone recommends. Share reading lists or short, useful tips. Be genuine.
2. What if very few people show up?
The organizer wasn’t particularly concerned about this. What matters is that people who want to read actually finish the book and take part in the discussion. That can attract others, too (you don’t want to force anyone).
There are also ways to encourage attendance. For example, when you’ve just chosen the next book, offer to buy it for anyone who signs up for the next event.
3. What if I don’t want to read the book that won the vote?
Once you’ve built up your reading habit, you can finish more than one book a month. You could skim this book as one of your reads.
In any case, reading widely is really good for you.
You can also guide the group. For example, tell them, “Last time we read a book on methodology; this time, let’s read some literature.”
4. How do you choose a venue?
The organizer now meets in a company conference room. In the past, they met in their living room.
Cafes and bookstores usually charge for space, and it can be pretty expensive. It’s up to you.
5. What if lots of people join the book club, but only a few attend?
That’s normal. You’ll get used to it.
Some people may leave, too. That’s normal as well.
Remember why you started the book club. You’re still reading, and you have a few friends to talk books with each month. That’s enough, isn’t it?
Here are the event proposal the organizer wrote when the club was just getting started, and the poster they made when the book club turned one. The QQ group is no longer in use, so please don’t join it.
【How can a book club grow out of a personal interest?】
A book club organizer once started a book club that had been running for nearly three years and had about 190 members.
Theme: “Get to know a little more about the world.”
Slogan: “Let endless worldly matters fade from mind; enjoy the charming books on your desk.”
It started as a personal interest. More and more people joined, and the club eventually received company sponsorship and became an official company organization.
Here, the organizer shares their experience in the hope that it will inspire you.
First, think carefully about why you want to do this, especially what it means to you personally.
Is it to motivate yourself to read regularly, to develop your organizational and communication skills and meet some remarkable people, or simply because it’s required for work (for example, an HR employee completing a task? But I think it’s hard to stick with it if you’re not genuinely interested).
This will be the original motivation that keeps you going when you run into all kinds of problems later on.
If you’re doing it out of personal interest, keep these two principles in mind:
1. Find core members. They could be close friends or other people who enjoy reading.
Tell them what you have in mind and how the book club will work.
They’ll be willing to keep coming, even if the activities aren’t quite ideal at first.
Maybe it’s because of you, because the plan sounds great, or because the book club will encourage them to finish a book every month.
2. No matter how many people show up, if everyone finishes the book and you successfully hold a discussion, that session is a success.
Remember why you started the book club, and keep showing people its value.
It’s a wonderful thing to do, isn’t it?
Part One: Starting the Book Club
1. Find core members and hold your first event.
2. There are two ways to run an event. First, each person can share one of the best books they’ve read. Second, choose a book for everyone to read, then discuss it at the event.
The first session used the first approach, but the discussion wasn’t very engaging. After that, we switched to reading the same book together, which worked really well.
3. At the end of the event, discuss what could be improved about the format and schedule, and take photos to remember the occasion.
Part Two: Running Events Once the Club Is Established
(I) Preparation
1. Each new member should recommend two of their favorite books that they’ve read.
2. Choose a host for the next event, usually at the end of the current one.
3. Everyone in the group recommends books, then votes on the theme for the next event. Set the date and location, too.
4. Read at your own pace for a month. You can occasionally share your thoughts and reading progress.
5. The host should think of some discussion questions in advance.
(II) Event Schedule
1. The host gives a brief introduction, then everyone introduces themselves.
2. The host brings up a topic, and everyone shares their thoughts.
3. Open discussion, with questions and answers.
4. The host wraps things up and confirms who will host the next event.
(III) After the Event
1. Share the photos in the group chat to mark the successful end of the event.
2. Members can share their thoughts in the group chat if they wish.
Part Three: Possible Challenges
1. How do you get everyone involved?
Ask a core member or someone with an outgoing personality to be vice president or an administrator. When the book club is just starting, you can ask one or two people to respond to requests you post in the group chat. Organize and share the books everyone recommends. Share reading lists or short, useful tips. Be genuine.
2. What if very few people show up?
The organizer wasn’t particularly concerned about this. What matters is that people who want to read actually finish the book and take part in the discussion. That can attract others, too (you don’t want to force anyone).
There are also ways to encourage attendance. For example, when you’ve just chosen the next book, offer to buy it for anyone who signs up for the next event.
3. What if I don’t want to read the book that won the vote?
Once you’ve built up your reading habit, you can finish more than one book a month. You could skim this book as one of your reads.
In any case, reading widely is really good for you.
You can also guide the group. For example, tell them, “Last time we read a book on methodology; this time, let’s read some literature.”
4. How do you choose a venue?
The organizer now meets in a company conference room. In the past, they met in their living room.
Cafes and bookstores usually charge for space, and it can be pretty expensive. It’s up to you.
5. What if lots of people join the book club, but only a few attend?
That’s normal. You’ll get used to it.
Some people may leave, too. That’s normal as well.
Remember why you started the book club. You’re still reading, and you have a few friends to talk books with each month. That’s enough, isn’t it?
Here are the event proposal the organizer wrote when the club was just getting started, and the poster they made when the book club turned one. The QQ group is no longer in use, so please don’t join it.
A book club organizer once started a book club that had been running for nearly three years and had about 190 members.
Theme: “Get to know a little more about the world.”
Slogan: “Let endless worldly matters fade from mind; enjoy the charming books on your desk.”
It started as a personal interest. More and more people joined, and the club eventually received company sponsorship and became an official company organization.
Here, the organizer shares their experience in the hope that it will inspire you.
First, think carefully about why you want to do this, especially what it means to you personally.
Is it to motivate yourself to read regularly, to develop your organizational and communication skills and meet some remarkable people, or simply because it’s required for work (for example, an HR employee completing a task? But I think it’s hard to stick with it if you’re not genuinely interested).
This will be the original motivation that keeps you going when you run into all kinds of problems later on.
If you’re doing it out of personal interest, keep these two principles in mind:
1. Find core members. They could be close friends or other people who enjoy reading.
Tell them what you have in mind and how the book club will work.
They’ll be willing to keep coming, even if the activities aren’t quite ideal at first.
Maybe it’s because of you, because the plan sounds great, or because the book club will encourage them to finish a book every month.
2. No matter how many people show up, if everyone finishes the book and you successfully hold a discussion, that session is a success.
Remember why you started the book club, and keep showing people its value.
It’s a wonderful thing to do, isn’t it?
Part One: Starting the Book Club
1. Find core members and hold your first event.
2. There are two ways to run an event. First, each person can share one of the best books they’ve read. Second, choose a book for everyone to read, then discuss it at the event.
The first session used the first approach, but the discussion wasn’t very engaging. After that, we switched to reading the same book together, which worked really well.
3. At the end of the event, discuss what could be improved about the format and schedule, and take photos to remember the occasion.
Part Two: Running Events Once the Club Is Established
(I) Preparation
1. Each new member should recommend two of their favorite books that they’ve read.
2. Choose a host for the next event, usually at the end of the current one.
3. Everyone in the group recommends books, then votes on the theme for the next event. Set the date and location, too.
4. Read at your own pace for a month. You can occasionally share your thoughts and reading progress.
5. The host should think of some discussion questions in advance.
(II) Event Schedule
1. The host gives a brief introduction, then everyone introduces themselves.
2. The host brings up a topic, and everyone shares their thoughts.
3. Open discussion, with questions and answers.
4. The host wraps things up and confirms who will host the next event.
(III) After the Event
1. Share the photos in the group chat to mark the successful end of the event.
2. Members can share their thoughts in the group chat if they wish.
Part Three: Possible Challenges
1. How do you get everyone involved?
Ask a core member or someone with an outgoing personality to be vice president or an administrator. When the book club is just starting, you can ask one or two people to respond to requests you post in the group chat. Organize and share the books everyone recommends. Share reading lists or short, useful tips. Be genuine.
2. What if very few people show up?
The organizer wasn’t particularly concerned about this. What matters is that people who want to read actually finish the book and take part in the discussion. That can attract others, too (you don’t want to force anyone).
There are also ways to encourage attendance. For example, when you’ve just chosen the next book, offer to buy it for anyone who signs up for the next event.
3. What if I don’t want to read the book that won the vote?
Once you’ve built up your reading habit, you can finish more than one book a month. You could skim this book as one of your reads.
In any case, reading widely is really good for you.
You can also guide the group. For example, tell them, “Last time we read a book on methodology; this time, let’s read some literature.”
4. How do you choose a venue?
The organizer now meets in a company conference room. In the past, they met in their living room.
Cafes and bookstores usually charge for space, and it can be pretty expensive. It’s up to you.
5. What if lots of people join the book club, but only a few attend?
That’s normal. You’ll get used to it.
Some people may leave, too. That’s normal as well.
Remember why you started the book club. You’re still reading, and you have a few friends to talk books with each month. That’s enough, isn’t it?
Here are the event proposal the organizer wrote when the club was just getting started, and the poster they made when the book club turned one. The QQ group is no longer in use, so please don’t join it.
·
--
【Why does the company always manage to pick such bizarre laptops?】
Never underestimate the IT department’s ability to “spec out” a computer. Someone once shared this experience.
Four years ago, he switched to a different department. Since it was a new department, nobody had been assigned an office computer yet.
Someone had a bit of knowledge about tech, so everyone asked him to put together the requirements for the department’s work laptops.
To avoid any risk of impropriety, the company required them to specify only the hardware requirements, not a particular model. The IT management department would then review the specs, match them to a model, and pass it on to the purchasing department. The budget limit was 6,000 yuan.
Back then (2018), there were plenty of laptops to choose from for 6,000 yuan. Most of the Dell, HP, and Lenovo plastic laptops the company had bought before were ugly and underpowered. He figured his department should have a bit more personality, so he based the requirements on a certain brand’s MateBook 13, which he rather liked. At the time, there were only a handful of laptops on the market that matched those specs, and they all cost at least 5,500 yuan, regardless of manufacturer.
The “touchscreen” requirement in particular was practically the dividing line between high-end and low- to mid-range office laptops. He thought he was a genius. Even if they couldn’t get that brand’s MateBook, he figured a certain other brand’s Xiaoxin Air would be acceptable.
Two months later, the laptop finally arrived. When he saw the Dell box, he got a bad feeling.
He opened it and was dumbfounded. It was an absolute antique.
The retro styling, a chassis with not a speck of metal, bezels wide enough to park an aircraft carrier in, and a thickness equal to a one-yuan coin standing on its edge… It was nothing like the sleek, lightweight touchscreen laptop he’d dreamed of, and totally at odds with his cool geek persona. Furious, he prepared to confront the IT department. They must have gutted his specs.
But when he checked the device information, he found that it met every single requirement: 8th-gen i5, SSD, DDR4 memory, 1080p touchscreen, 5G Wi-Fi… He searched Taobao and found it was from Dell’s Latitude student laptop line, and the price was about the same as the company’s model: under 4,000 yuan.
From then on, he held the people in the IT department in high regard and treated them with the utmost respect. They really were rare talents, long dedicated to cutting costs and boosting efficiency at the company.
In the blink of an eye, four years had passed. He was still using the laptop and had grown attached to it. He realized that apart from being a bit ugly, there wasn’t much to complain about. Its battery health was now down to 50%, though. It was just so ugly that he didn’t want to take it out and show it off, so he’d left it plugged in at the office and connected to an external monitor, using it as a desktop.
Later, he bought himself the laptop he’d once dreamed of, for working on the go. And it was every bit as good as he’d hoped.
【Why does the company always manage to pick such bizarre laptops?】
Never underestimate the IT department’s ability to “spec out” a computer. Someone once shared this experience.
Four years ago, he switched to a different department. Since it was a new department, nobody had been assigned an office computer yet.
Someone had a bit of knowledge about tech, so everyone asked him to put together the requirements for the department’s work laptops.
To avoid any risk of impropriety, the company required them to specify only the hardware requirements, not a particular model. The IT management department would then review the specs, match them to a model, and pass it on to the purchasing department. The budget limit was 6,000 yuan.
Back then (2018), there were plenty of laptops to choose from for 6,000 yuan. Most of the Dell, HP, and Lenovo plastic laptops the company had bought before were ugly and underpowered. He figured his department should have a bit more personality, so he based the requirements on a certain brand’s MateBook 13, which he rather liked. At the time, there were only a handful of laptops on the market that matched those specs, and they all cost at least 5,500 yuan, regardless of manufacturer.
The “touchscreen” requirement in particular was practically the dividing line between high-end and low- to mid-range office laptops. He thought he was a genius. Even if they couldn’t get that brand’s MateBook, he figured a certain other brand’s Xiaoxin Air would be acceptable.
Two months later, the laptop finally arrived. When he saw the Dell box, he got a bad feeling.
He opened it and was dumbfounded. It was an absolute antique.
The retro styling, a chassis with not a speck of metal, bezels wide enough to park an aircraft carrier in, and a thickness equal to a one-yuan coin standing on its edge… It was nothing like the sleek, lightweight touchscreen laptop he’d dreamed of, and totally at odds with his cool geek persona. Furious, he prepared to confront the IT department. They must have gutted his specs.
But when he checked the device information, he found that it met every single requirement: 8th-gen i5, SSD, DDR4 memory, 1080p touchscreen, 5G Wi-Fi… He searched Taobao and found it was from Dell’s Latitude student laptop line, and the price was about the same as the company’s model: under 4,000 yuan.
From then on, he held the people in the IT department in high regard and treated them with the utmost respect. They really were rare talents, long dedicated to cutting costs and boosting efficiency at the company.
In the blink of an eye, four years had passed. He was still using the laptop and had grown attached to it. He realized that apart from being a bit ugly, there wasn’t much to complain about. Its battery health was now down to 50%, though. It was just so ugly that he didn’t want to take it out and show it off, so he’d left it plugged in at the office and connected to an external monitor, using it as a desktop.
Later, he bought himself the laptop he’d once dreamed of, for working on the go. And it was every bit as good as he’d hoped.
Never underestimate the IT department’s ability to “spec out” a computer. Someone once shared this experience.
Four years ago, he switched to a different department. Since it was a new department, nobody had been assigned an office computer yet.
Someone had a bit of knowledge about tech, so everyone asked him to put together the requirements for the department’s work laptops.
To avoid any risk of impropriety, the company required them to specify only the hardware requirements, not a particular model. The IT management department would then review the specs, match them to a model, and pass it on to the purchasing department. The budget limit was 6,000 yuan.
Back then (2018), there were plenty of laptops to choose from for 6,000 yuan. Most of the Dell, HP, and Lenovo plastic laptops the company had bought before were ugly and underpowered. He figured his department should have a bit more personality, so he based the requirements on a certain brand’s MateBook 13, which he rather liked. At the time, there were only a handful of laptops on the market that matched those specs, and they all cost at least 5,500 yuan, regardless of manufacturer.
The “touchscreen” requirement in particular was practically the dividing line between high-end and low- to mid-range office laptops. He thought he was a genius. Even if they couldn’t get that brand’s MateBook, he figured a certain other brand’s Xiaoxin Air would be acceptable.
Two months later, the laptop finally arrived. When he saw the Dell box, he got a bad feeling.
He opened it and was dumbfounded. It was an absolute antique.
The retro styling, a chassis with not a speck of metal, bezels wide enough to park an aircraft carrier in, and a thickness equal to a one-yuan coin standing on its edge… It was nothing like the sleek, lightweight touchscreen laptop he’d dreamed of, and totally at odds with his cool geek persona. Furious, he prepared to confront the IT department. They must have gutted his specs.
But when he checked the device information, he found that it met every single requirement: 8th-gen i5, SSD, DDR4 memory, 1080p touchscreen, 5G Wi-Fi… He searched Taobao and found it was from Dell’s Latitude student laptop line, and the price was about the same as the company’s model: under 4,000 yuan.
From then on, he held the people in the IT department in high regard and treated them with the utmost respect. They really were rare talents, long dedicated to cutting costs and boosting efficiency at the company.
In the blink of an eye, four years had passed. He was still using the laptop and had grown attached to it. He realized that apart from being a bit ugly, there wasn’t much to complain about. Its battery health was now down to 50%, though. It was just so ugly that he didn’t want to take it out and show it off, so he’d left it plugged in at the office and connected to an external monitor, using it as a desktop.
Later, he bought himself the laptop he’d once dreamed of, for working on the go. And it was every bit as good as he’d hoped.
3
·
--
【Why is the tech at some big companies so ridiculously bad?】
A: This old version of open-source library A has a crash bug.
B: Switch to the new version of A.
A: I switched to the new version of A, but it won't compile with the old GCC.
B: Upgrade to the new version of GCC.
A: I upgraded to the new version of GCC, but it's incompatible with open-source library B.
B: Switch to the new version of B.
A: I switched to the new version of B, and performance took a hit.
B: Enable multithreading.
A: Enabling multithreading made the latency jitter go out of sync.
B: Switch to a new latency correction algorithm.
A: The new latency correction algorithm crashes occasionally.
B: How about we...
Go back and see if we can fix the crash in that old version of open-source library A.
These days, software projects at IT companies of any substantial size are far beyond the limits of what their engineers can handle in terms of scale and complexity. All they can do is patch things up very carefully. Sometimes, a major change in one area can trigger a chain reaction. The risks and costs of major changes are hard to control, and nobody dares make them without huge potential benefits. The old hands can see the problems you see even more clearly, and may even know how to solve them. But the reason they don't act is that they don't know who'll get blamed if something goes wrong. Who in tech can promise that something won't go wrong, 100%?
Does that mean there's no hope for tech projects at big companies?
Not necessarily. Sometimes you just have to wait for the right opportunity. Common opportunities include:
1. A major shift in the underlying technology platform. For example, the rise of the mobile internet led companies to move from PCs to phones, making it possible to abandon a lot of old technical code and start from scratch on mobile.
2. A competitor suddenly hits its stride. They develop a technology that gives them a competitive edge, forcing you to catch up. At that point, you can treat a lost cause as a last-ditch effort, and tolerate any problems that come with the changes.
3. Major upheaval in the workforce. Both management and frontline staff are replaced, and nobody is capable of maintaining the old code anymore, so starting over becomes unavoidable.
【Why is the tech at some big companies so ridiculously bad?】
A: This old version of open-source library A has a crash bug.
B: Switch to the new version of A.
A: I switched to the new version of A, but it won't compile with the old GCC.
B: Upgrade to the new version of GCC.
A: I upgraded to the new version of GCC, but it's incompatible with open-source library B.
B: Switch to the new version of B.
A: I switched to the new version of B, and performance took a hit.
B: Enable multithreading.
A: Enabling multithreading made the latency jitter go out of sync.
B: Switch to a new latency correction algorithm.
A: The new latency correction algorithm crashes occasionally.
B: How about we...
Go back and see if we can fix the crash in that old version of open-source library A.
These days, software projects at IT companies of any substantial size are far beyond the limits of what their engineers can handle in terms of scale and complexity. All they can do is patch things up very carefully. Sometimes, a major change in one area can trigger a chain reaction. The risks and costs of major changes are hard to control, and nobody dares make them without huge potential benefits. The old hands can see the problems you see even more clearly, and may even know how to solve them. But the reason they don't act is that they don't know who'll get blamed if something goes wrong. Who in tech can promise that something won't go wrong, 100%?
Does that mean there's no hope for tech projects at big companies?
Not necessarily. Sometimes you just have to wait for the right opportunity. Common opportunities include:
1. A major shift in the underlying technology platform. For example, the rise of the mobile internet led companies to move from PCs to phones, making it possible to abandon a lot of old technical code and start from scratch on mobile.
2. A competitor suddenly hits its stride. They develop a technology that gives them a competitive edge, forcing you to catch up. At that point, you can treat a lost cause as a last-ditch effort, and tolerate any problems that come with the changes.
3. Major upheaval in the workforce. Both management and frontline staff are replaced, and nobody is capable of maintaining the old code anymore, so starting over becomes unavoidable.
A: This old version of open-source library A has a crash bug.
B: Switch to the new version of A.
A: I switched to the new version of A, but it won't compile with the old GCC.
B: Upgrade to the new version of GCC.
A: I upgraded to the new version of GCC, but it's incompatible with open-source library B.
B: Switch to the new version of B.
A: I switched to the new version of B, and performance took a hit.
B: Enable multithreading.
A: Enabling multithreading made the latency jitter go out of sync.
B: Switch to a new latency correction algorithm.
A: The new latency correction algorithm crashes occasionally.
B: How about we...
Go back and see if we can fix the crash in that old version of open-source library A.
These days, software projects at IT companies of any substantial size are far beyond the limits of what their engineers can handle in terms of scale and complexity. All they can do is patch things up very carefully. Sometimes, a major change in one area can trigger a chain reaction. The risks and costs of major changes are hard to control, and nobody dares make them without huge potential benefits. The old hands can see the problems you see even more clearly, and may even know how to solve them. But the reason they don't act is that they don't know who'll get blamed if something goes wrong. Who in tech can promise that something won't go wrong, 100%?
Does that mean there's no hope for tech projects at big companies?
Not necessarily. Sometimes you just have to wait for the right opportunity. Common opportunities include:
1. A major shift in the underlying technology platform. For example, the rise of the mobile internet led companies to move from PCs to phones, making it possible to abandon a lot of old technical code and start from scratch on mobile.
2. A competitor suddenly hits its stride. They develop a technology that gives them a competitive edge, forcing you to catch up. At that point, you can treat a lost cause as a last-ditch effort, and tolerate any problems that come with the changes.
3. Major upheaval in the workforce. Both management and frontline staff are replaced, and nobody is capable of maintaining the old code anymore, so starting over becomes unavoidable.
·
--
【Why does a narrow mind make your path narrower and narrower?】
#A narrow mind makes for a narrow path# Everyone has a kind of psychological fastidiousness.
When you're young, carefree, supported by your family and without a burden on your shoulders, you can cut off anyone who rubs you the wrong way.
Among all these people, abcdefghijk, if you spend enough time with them, there'll always be something about one or another that gets on your nerves, so you stop keeping in touch with them one by one.
One by one, you reject their ideologies, turning your nose up at the slightest bit of so-called “scandal.”
In the eyes of the people involved, these things are an inexhaustible, renewable resource—or at least not a scarce one.
But in reality, that's far from the case. Because of psychological fastidiousness, if a offends ta, ta doesn't just cut off a; ta cuts off what they think of as “people like a.”
What kind of people are “people like a”?
People from the countryside?
Or unmarried men in their thirties?
Or people who studied science?
Or people who work in sales?
Or people who don't dress well?
Or Buddhists?
It's “any one of the above is a dealbreaker.”
The first category alone accounts for more than half of China's population. The second is a smaller proportion—let's say one percent. People who studied science make up another half or so… Layer them on top of one another, and you get 40% x 99% x 40% … multiplying all the way down.
By rejecting one a like this, ta rejects half the world. And that's not even counting b, c, d, e, f, g, h…
Just how big is this world?
The total land area is 510,100,000,000,000 square meters.
If every time you cut something away, you discard 90% of it, and keep cutting until all you're left with is a three-bedroom, two-living-room apartment with a kitchen and a bathroom—let's say 100 square meters of interior space—you'd only need 12.5 cuts.
Fine, let's make it even easier for you: a free half-cut as a welcome gift for new users.
13 cuts.
Make 13 cuts, and you reduce the Earth to 100 square meters—the equivalent of being under residential surveillance.
Make two more cuts, cutting off your dad and your mom, and you're left with 1 square meter—the equivalent of solitary confinement in a bathroom.
Make one more cut and get rid of that heartless bastard, and you're left with 0.1 square meters. Assuming a ceiling height of 2.8 meters, that's 0.28 cubic meters, or 280 liters—the equivalent of a mummy's coffin.
One more cut, and you get rid of that ungrateful little brat: 0.028 cubic meters, 28 liters—a tiny little box.
17 cuts. That's an awkward number. Here, let's throw in a Mid-Autumn Festival gift too: 18 cuts.
All you have to do is reject 18 people, and you'll end up stuffed into a little box.
That's the life of the God of the Blade.
【Why does a narrow mind make your path narrower and narrower?】
#A narrow mind makes for a narrow path# Everyone has a kind of psychological fastidiousness.
When you're young, carefree, supported by your family and without a burden on your shoulders, you can cut off anyone who rubs you the wrong way.
Among all these people, abcdefghijk, if you spend enough time with them, there'll always be something about one or another that gets on your nerves, so you stop keeping in touch with them one by one.
One by one, you reject their ideologies, turning your nose up at the slightest bit of so-called “scandal.”
In the eyes of the people involved, these things are an inexhaustible, renewable resource—or at least not a scarce one.
But in reality, that's far from the case. Because of psychological fastidiousness, if a offends ta, ta doesn't just cut off a; ta cuts off what they think of as “people like a.”
What kind of people are “people like a”?
People from the countryside?
Or unmarried men in their thirties?
Or people who studied science?
Or people who work in sales?
Or people who don't dress well?
Or Buddhists?
It's “any one of the above is a dealbreaker.”
The first category alone accounts for more than half of China's population. The second is a smaller proportion—let's say one percent. People who studied science make up another half or so… Layer them on top of one another, and you get 40% x 99% x 40% … multiplying all the way down.
By rejecting one a like this, ta rejects half the world. And that's not even counting b, c, d, e, f, g, h…
Just how big is this world?
The total land area is 510,100,000,000,000 square meters.
If every time you cut something away, you discard 90% of it, and keep cutting until all you're left with is a three-bedroom, two-living-room apartment with a kitchen and a bathroom—let's say 100 square meters of interior space—you'd only need 12.5 cuts.
Fine, let's make it even easier for you: a free half-cut as a welcome gift for new users.
13 cuts.
Make 13 cuts, and you reduce the Earth to 100 square meters—the equivalent of being under residential surveillance.
Make two more cuts, cutting off your dad and your mom, and you're left with 1 square meter—the equivalent of solitary confinement in a bathroom.
Make one more cut and get rid of that heartless bastard, and you're left with 0.1 square meters. Assuming a ceiling height of 2.8 meters, that's 0.28 cubic meters, or 280 liters—the equivalent of a mummy's coffin.
One more cut, and you get rid of that ungrateful little brat: 0.028 cubic meters, 28 liters—a tiny little box.
17 cuts. That's an awkward number. Here, let's throw in a Mid-Autumn Festival gift too: 18 cuts.
All you have to do is reject 18 people, and you'll end up stuffed into a little box.
That's the life of the God of the Blade.
#A narrow mind makes for a narrow path# Everyone has a kind of psychological fastidiousness.
When you're young, carefree, supported by your family and without a burden on your shoulders, you can cut off anyone who rubs you the wrong way.
Among all these people, abcdefghijk, if you spend enough time with them, there'll always be something about one or another that gets on your nerves, so you stop keeping in touch with them one by one.
One by one, you reject their ideologies, turning your nose up at the slightest bit of so-called “scandal.”
In the eyes of the people involved, these things are an inexhaustible, renewable resource—or at least not a scarce one.
But in reality, that's far from the case. Because of psychological fastidiousness, if a offends ta, ta doesn't just cut off a; ta cuts off what they think of as “people like a.”
What kind of people are “people like a”?
People from the countryside?
Or unmarried men in their thirties?
Or people who studied science?
Or people who work in sales?
Or people who don't dress well?
Or Buddhists?
It's “any one of the above is a dealbreaker.”
The first category alone accounts for more than half of China's population. The second is a smaller proportion—let's say one percent. People who studied science make up another half or so… Layer them on top of one another, and you get 40% x 99% x 40% … multiplying all the way down.
By rejecting one a like this, ta rejects half the world. And that's not even counting b, c, d, e, f, g, h…
Just how big is this world?
The total land area is 510,100,000,000,000 square meters.
If every time you cut something away, you discard 90% of it, and keep cutting until all you're left with is a three-bedroom, two-living-room apartment with a kitchen and a bathroom—let's say 100 square meters of interior space—you'd only need 12.5 cuts.
Fine, let's make it even easier for you: a free half-cut as a welcome gift for new users.
13 cuts.
Make 13 cuts, and you reduce the Earth to 100 square meters—the equivalent of being under residential surveillance.
Make two more cuts, cutting off your dad and your mom, and you're left with 1 square meter—the equivalent of solitary confinement in a bathroom.
Make one more cut and get rid of that heartless bastard, and you're left with 0.1 square meters. Assuming a ceiling height of 2.8 meters, that's 0.28 cubic meters, or 280 liters—the equivalent of a mummy's coffin.
One more cut, and you get rid of that ungrateful little brat: 0.028 cubic meters, 28 liters—a tiny little box.
17 cuts. That's an awkward number. Here, let's throw in a Mid-Autumn Festival gift too: 18 cuts.
All you have to do is reject 18 people, and you'll end up stuffed into a little box.
That's the life of the God of the Blade.
·
--
【Why are junior leaders strict while senior leaders are kind?】
Let me tell you a story. When Pi Dingjun was a military region commander, he once went to inspect a unit. At lunchtime, while eating in the unit’s mess hall, he saw a soldier throw a glass liquor bottle into a rice paddy.
Commander Pi then called over the leaders of that unit and told them to go into the paddy and pick up the bottle.
The soldier who had thrown it realized what was happening, stepped forward to admit his mistake, and asked Commander Pi to let him go into the field and retrieve it himself.
Commander Pi said, “You stand right here and don’t move. The leaders will go down and pick it up.”
What does this tell us?
Commander Pi led the generals, not the troops.
When soldiers make mistakes, it means their leaders haven’t led them well. So when Commander Pi saw a problem with the soldiers, he naturally held their leaders accountable rather than the soldiers.
As for the leaders who got a hard time from Commander Pi, how they enforced discipline afterward and dealt with the troublemakers was their job.
From the soldiers’ point of view, their leaders might drill them hard and be tough on them, but Commander Pi cared for his troops like his own children and never gave the rank and file a hard time.
If you think your immediate supervisor is strict while the senior leader is kind, it means you’re in the position that the immediate supervisor is responsible for.
【Why are junior leaders strict while senior leaders are kind?】
Let me tell you a story. When Pi Dingjun was a military region commander, he once went to inspect a unit. At lunchtime, while eating in the unit’s mess hall, he saw a soldier throw a glass liquor bottle into a rice paddy.
Commander Pi then called over the leaders of that unit and told them to go into the paddy and pick up the bottle.
The soldier who had thrown it realized what was happening, stepped forward to admit his mistake, and asked Commander Pi to let him go into the field and retrieve it himself.
Commander Pi said, “You stand right here and don’t move. The leaders will go down and pick it up.”
What does this tell us?
Commander Pi led the generals, not the troops.
When soldiers make mistakes, it means their leaders haven’t led them well. So when Commander Pi saw a problem with the soldiers, he naturally held their leaders accountable rather than the soldiers.
As for the leaders who got a hard time from Commander Pi, how they enforced discipline afterward and dealt with the troublemakers was their job.
From the soldiers’ point of view, their leaders might drill them hard and be tough on them, but Commander Pi cared for his troops like his own children and never gave the rank and file a hard time.
If you think your immediate supervisor is strict while the senior leader is kind, it means you’re in the position that the immediate supervisor is responsible for.
Let me tell you a story. When Pi Dingjun was a military region commander, he once went to inspect a unit. At lunchtime, while eating in the unit’s mess hall, he saw a soldier throw a glass liquor bottle into a rice paddy.
Commander Pi then called over the leaders of that unit and told them to go into the paddy and pick up the bottle.
The soldier who had thrown it realized what was happening, stepped forward to admit his mistake, and asked Commander Pi to let him go into the field and retrieve it himself.
Commander Pi said, “You stand right here and don’t move. The leaders will go down and pick it up.”
What does this tell us?
Commander Pi led the generals, not the troops.
When soldiers make mistakes, it means their leaders haven’t led them well. So when Commander Pi saw a problem with the soldiers, he naturally held their leaders accountable rather than the soldiers.
As for the leaders who got a hard time from Commander Pi, how they enforced discipline afterward and dealt with the troublemakers was their job.
From the soldiers’ point of view, their leaders might drill them hard and be tough on them, but Commander Pi cared for his troops like his own children and never gave the rank and file a hard time.
If you think your immediate supervisor is strict while the senior leader is kind, it means you’re in the position that the immediate supervisor is responsible for.
1
·
--
【What’s it like to have an interviewer who swears nonstop?】
Someone recalled that this happened a long time ago, probably in November 2019 or 2020. They remembered it was pretty cold then.
They went to interview at a startup. They’d forgotten what it was called.
At first, everything was normal: a test and an interview.
It went smoothly… While they were waiting for the second-round interview, there was a meeting going on in the conference room. The company wasn’t very big, and the interviewee was sitting close enough to hear what was being discussed.
They were talking about various things related to the annual company party and so on.
Then they started discussing each department’s project progress. Out of nowhere, someone—probably the boss—suddenly started swearing very loudly.
“Can’t you do a damn thing right? If you can’t handle it, get the hell out. Look at the state of you…” and so on.
The job seeker just sat there, looking awkward, waiting…
The cursing went on pretty much until the meeting ended.
After that, the second-round interview began. They asked about the candidate’s approach to solving problems, project experience, and so on.
At the end, the interviewer asked, “Did you hear what was going on in the conference room?”
Job seeker: “I did,” they replied with a wry smile.
Interviewer: “What would you do if you encountered a situation like that?”
Job seeker: “I could break his jaw.”
Interviewer: “……”
“Let’s leave it there for today.”
【What’s it like to have an interviewer who swears nonstop?】
Someone recalled that this happened a long time ago, probably in November 2019 or 2020. They remembered it was pretty cold then.
They went to interview at a startup. They’d forgotten what it was called.
At first, everything was normal: a test and an interview.
It went smoothly… While they were waiting for the second-round interview, there was a meeting going on in the conference room. The company wasn’t very big, and the interviewee was sitting close enough to hear what was being discussed.
They were talking about various things related to the annual company party and so on.
Then they started discussing each department’s project progress. Out of nowhere, someone—probably the boss—suddenly started swearing very loudly.
“Can’t you do a damn thing right? If you can’t handle it, get the hell out. Look at the state of you…” and so on.
The job seeker just sat there, looking awkward, waiting…
The cursing went on pretty much until the meeting ended.
After that, the second-round interview began. They asked about the candidate’s approach to solving problems, project experience, and so on.
At the end, the interviewer asked, “Did you hear what was going on in the conference room?”
Job seeker: “I did,” they replied with a wry smile.
Interviewer: “What would you do if you encountered a situation like that?”
Job seeker: “I could break his jaw.”
Interviewer: “……”
“Let’s leave it there for today.”
Someone recalled that this happened a long time ago, probably in November 2019 or 2020. They remembered it was pretty cold then.
They went to interview at a startup. They’d forgotten what it was called.
At first, everything was normal: a test and an interview.
It went smoothly… While they were waiting for the second-round interview, there was a meeting going on in the conference room. The company wasn’t very big, and the interviewee was sitting close enough to hear what was being discussed.
They were talking about various things related to the annual company party and so on.
Then they started discussing each department’s project progress. Out of nowhere, someone—probably the boss—suddenly started swearing very loudly.
“Can’t you do a damn thing right? If you can’t handle it, get the hell out. Look at the state of you…” and so on.
The job seeker just sat there, looking awkward, waiting…
The cursing went on pretty much until the meeting ended.
After that, the second-round interview began. They asked about the candidate’s approach to solving problems, project experience, and so on.
At the end, the interviewer asked, “Did you hear what was going on in the conference room?”
Job seeker: “I did,” they replied with a wry smile.
Interviewer: “What would you do if you encountered a situation like that?”
Job seeker: “I could break his jaw.”
Interviewer: “……”
“Let’s leave it there for today.”
·
--
【The Odyssey kicked its passengers off the ship—isn’t the name ironic?】
So much for honoring the contract: they kicked people off the ship in Cambodia and wouldn’t even take them back.
And the name of this cruise ship is the Odyssey. No wonder none of the passengers could make it home safely.
【The Odyssey kicked its passengers off the ship—isn’t the name ironic?】
So much for honoring the contract: they kicked people off the ship in Cambodia and wouldn’t even take them back.
And the name of this cruise ship is the Odyssey. No wonder none of the passengers could make it home safely.
So much for honoring the contract: they kicked people off the ship in Cambodia and wouldn’t even take them back.
And the name of this cruise ship is the Odyssey. No wonder none of the passengers could make it home safely.
22
·
--
【Lundberg’s 37 points: How did the Warriors beat the Clippers?】
Lundberg scored 37.
The Warriors beat the Clippers without Curry or Draymond.
Only four rookies in Warriors history have scored 37 in a game:
Chamberlain (who averaged 38 points as a rookie), Barry (who averaged 36 in his second year and took the scoring title away from Chamberlain, who’d held it for ages)—Curry with 42, and Lundberg with 37 today.
A side note: Chris Webber’s career high as a rookie was 36.
Kuminga’s career high with the Warriors was 34 in a game. Today, in just his seventh career game, Lundberg scored 37.
And Lundberg isn’t out there just chucking shots like Akaf over on the Kings.
He started the game in his trademark, steady fashion: caught a pass from BW and hit a long jumper, then battled to score near the rim. Just like always: a big forward who finishes on the weak side.
Then, in the second quarter, with the Warriors trailing, he started taking over:
He caught a pass, drove for a layup, then scored on a fast-break layup to put his team ahead.
Late in the second, he hit a turnaround jumper and a contested three, drew a foul on Sanders, then caught a pass from Podziemski and hit a long jumper—all in a row, stretching the lead to eight.
He makes such sound decisions with the ball. The Warriors are used to playing with high-IQ teammates: he doesn’t hold onto it, and the ball finds him.
In the third quarter, the ball kept finding him.
He started to become the primary ball-handler.
He drove from the top of the floor, drew a double-team and a foul. Next possession, he drove from the top again, fed Podziemski for a long jumper, and Podziemski returned the favor with an alley-oop.
Then, naturally: a step-back three off the dribble—the kind of shot reserved for a primary creator. And he nailed it.
In the fourth, he hit a pull-up jumper for his 32nd point, powered past Sanders and made two free throws for his 34th, then hit another step-back three for his 37th. The Warriors were up 19.
His stats aren’t padded; they’re earned.
He’s always in the right place at the right time, and gets eight or nine rebounds without breaking a sweat.
Apart from his debut, he’s looked mature in every game.
A big man’s wingspan, with a wing’s agility.
He contests every shot, has excellent help-defense instincts and a sharp defensive feel. Great feel for the game, good communication—he’s always in the right place, never takes a possession off, and is ready to plug in and contribute.
At times, you see flashes of young Looney, Leonard, Adebayo and Siakam in him.
He and the departed Kuminga are polar opposites: a hot-blooded bull and a seasoned hand who knows the way.
A fast-break spearhead for the Warriors, and their top spot-up shooter.
He doesn’t sneak out for fast breaks—he can go right at Jokic through contact.
He’s already the Warriors’ fourth option to initiate with the ball, behind Curry, Melton and BW.
After the Warriors drafted him, he lost weight. A bit like young Boozer next door, he went from a four to a three.
He’s kept his strength, and he’s mobile enough to switch on defense.
A power forward’s physicality, with a small forward’s lateral movement.
Good feel for the game, anticipation and court awareness; he can read the game and fit into different defensive schemes.
A team-first player who communicates and has leadership qualities. His teammates all like him.
When Curry’s off the floor, everyone—especially Podziemski—automatically gives the ball to Lundberg to make things happen.
Nobody’s forcing them to pass to the rookie. It feels more like the Warriors’ signature motion offense, a banquet where the ball keeps moving. Everyone has good court sense and can feel it: “Give the ball to this kid. He’ll make something happen.”
He rarely wastes time after catching the ball. He checks the weak side before the pass arrives, then makes his move quickly.
His energy is magnetic. He doesn’t hold onto the ball; the ball finds him.
In that way, he’s a lot like young Boozer next door: both are natural winners with huge impact.
He’s always physical, and knows how to use a spin move.
He can do a lot of things.
A little bit of Looney, Leonard, Adebayo, Siakam—even Odom—in his game.
That same blend could also make him a bigger-sized wing version of Jalen Williams.
And there’s more potential still.
At minimum, he’s a defensive wing who’ll jaw at Luka and crash the boards—a reliable 3-and-D player in transition.
On top of that, he can create off the dribble and power through contact, like a battering ram. There’s a little Siakam and young Leonard in him.
He has the makings of a playmaking forward.
Size and wingspan, overpowering strength, all-around skills, a reliable shot, unselfish impact, toughness, effort, selflessness, the ability to finish through contact—and maybe he can create off the dribble, maybe even run the offense?
Today, with Curry and Draymond out, he led the team with 37 points and a win.
He started with the little things that win games, then gradually took over the ball.
He’s not like Akaf next door, just banging away with shot after shot.
He and young Boozer have had two of the most winning styles among this year’s rookies: solid stats, no padding.
Of course, a few details showed that he’s still a rookie:
He made 11 of his first 13 shots, then just two of his last six.
A few of his shots late in the fourth were forced or careless, dragging down his efficiency.
Thankfully, Melton bailed him out.
In the third, he directed a defensive rotation, then got confused and committed a defensive three-second violation.
In the fourth, he also set a blatantly obvious illegal screen.
But compared with his strengths, those things don’t matter.
One detail that doesn’t show up in the box score.
Late in the third, BW drove, and Lundberg reached out for the ball from the baseline, but didn’t get it. BW fell, and Lundberg and Podziemski immediately rushed over, bent down to check on him, and carefully helped him up.
—When players have poor body language and a teammate doesn’t pass them the ball, they’ll throw up their hands in frustration, turn away, shake their heads: “Why won’t he pass it to me?”
When a teammate goes down, they stand there with their hands on their hips watching. Those guys have “me” on their minds.
Lundberg and Podziemski rushed straight over and gently helped BW up—“we.”
Before becoming good players, the two of them are good teammates.
【Lundberg’s 37 points: How did the Warriors beat the Clippers?】
Lundberg scored 37.
The Warriors beat the Clippers without Curry or Draymond.
Only four rookies in Warriors history have scored 37 in a game:
Chamberlain (who averaged 38 points as a rookie), Barry (who averaged 36 in his second year and took the scoring title away from Chamberlain, who’d held it for ages)—Curry with 42, and Lundberg with 37 today.
A side note: Chris Webber’s career high as a rookie was 36.
Kuminga’s career high with the Warriors was 34 in a game. Today, in just his seventh career game, Lundberg scored 37.
And Lundberg isn’t out there just chucking shots like Akaf over on the Kings.
He started the game in his trademark, steady fashion: caught a pass from BW and hit a long jumper, then battled to score near the rim. Just like always: a big forward who finishes on the weak side.
Then, in the second quarter, with the Warriors trailing, he started taking over:
He caught a pass, drove for a layup, then scored on a fast-break layup to put his team ahead.
Late in the second, he hit a turnaround jumper and a contested three, drew a foul on Sanders, then caught a pass from Podziemski and hit a long jumper—all in a row, stretching the lead to eight.
He makes such sound decisions with the ball. The Warriors are used to playing with high-IQ teammates: he doesn’t hold onto it, and the ball finds him.
In the third quarter, the ball kept finding him.
He started to become the primary ball-handler.
He drove from the top of the floor, drew a double-team and a foul. Next possession, he drove from the top again, fed Podziemski for a long jumper, and Podziemski returned the favor with an alley-oop.
Then, naturally: a step-back three off the dribble—the kind of shot reserved for a primary creator. And he nailed it.
In the fourth, he hit a pull-up jumper for his 32nd point, powered past Sanders and made two free throws for his 34th, then hit another step-back three for his 37th. The Warriors were up 19.
His stats aren’t padded; they’re earned.
He’s always in the right place at the right time, and gets eight or nine rebounds without breaking a sweat.
Apart from his debut, he’s looked mature in every game.
A big man’s wingspan, with a wing’s agility.
He contests every shot, has excellent help-defense instincts and a sharp defensive feel. Great feel for the game, good communication—he’s always in the right place, never takes a possession off, and is ready to plug in and contribute.
At times, you see flashes of young Looney, Leonard, Adebayo and Siakam in him.
He and the departed Kuminga are polar opposites: a hot-blooded bull and a seasoned hand who knows the way.
A fast-break spearhead for the Warriors, and their top spot-up shooter.
He doesn’t sneak out for fast breaks—he can go right at Jokic through contact.
He’s already the Warriors’ fourth option to initiate with the ball, behind Curry, Melton and BW.
After the Warriors drafted him, he lost weight. A bit like young Boozer next door, he went from a four to a three.
He’s kept his strength, and he’s mobile enough to switch on defense.
A power forward’s physicality, with a small forward’s lateral movement.
Good feel for the game, anticipation and court awareness; he can read the game and fit into different defensive schemes.
A team-first player who communicates and has leadership qualities. His teammates all like him.
When Curry’s off the floor, everyone—especially Podziemski—automatically gives the ball to Lundberg to make things happen.
Nobody’s forcing them to pass to the rookie. It feels more like the Warriors’ signature motion offense, a banquet where the ball keeps moving. Everyone has good court sense and can feel it: “Give the ball to this kid. He’ll make something happen.”
He rarely wastes time after catching the ball. He checks the weak side before the pass arrives, then makes his move quickly.
His energy is magnetic. He doesn’t hold onto the ball; the ball finds him.
In that way, he’s a lot like young Boozer next door: both are natural winners with huge impact.
He’s always physical, and knows how to use a spin move.
He can do a lot of things.
A little bit of Looney, Leonard, Adebayo, Siakam—even Odom—in his game.
That same blend could also make him a bigger-sized wing version of Jalen Williams.
And there’s more potential still.
At minimum, he’s a defensive wing who’ll jaw at Luka and crash the boards—a reliable 3-and-D player in transition.
On top of that, he can create off the dribble and power through contact, like a battering ram. There’s a little Siakam and young Leonard in him.
He has the makings of a playmaking forward.
Size and wingspan, overpowering strength, all-around skills, a reliable shot, unselfish impact, toughness, effort, selflessness, the ability to finish through contact—and maybe he can create off the dribble, maybe even run the offense?
Today, with Curry and Draymond out, he led the team with 37 points and a win.
He started with the little things that win games, then gradually took over the ball.
He’s not like Akaf next door, just banging away with shot after shot.
He and young Boozer have had two of the most winning styles among this year’s rookies: solid stats, no padding.
Of course, a few details showed that he’s still a rookie:
He made 11 of his first 13 shots, then just two of his last six.
A few of his shots late in the fourth were forced or careless, dragging down his efficiency.
Thankfully, Melton bailed him out.
In the third, he directed a defensive rotation, then got confused and committed a defensive three-second violation.
In the fourth, he also set a blatantly obvious illegal screen.
But compared with his strengths, those things don’t matter.
One detail that doesn’t show up in the box score.
Late in the third, BW drove, and Lundberg reached out for the ball from the baseline, but didn’t get it. BW fell, and Lundberg and Podziemski immediately rushed over, bent down to check on him, and carefully helped him up.
—When players have poor body language and a teammate doesn’t pass them the ball, they’ll throw up their hands in frustration, turn away, shake their heads: “Why won’t he pass it to me?”
When a teammate goes down, they stand there with their hands on their hips watching. Those guys have “me” on their minds.
Lundberg and Podziemski rushed straight over and gently helped BW up—“we.”
Before becoming good players, the two of them are good teammates.
Lundberg scored 37.
The Warriors beat the Clippers without Curry or Draymond.
Only four rookies in Warriors history have scored 37 in a game:
Chamberlain (who averaged 38 points as a rookie), Barry (who averaged 36 in his second year and took the scoring title away from Chamberlain, who’d held it for ages)—Curry with 42, and Lundberg with 37 today.
A side note: Chris Webber’s career high as a rookie was 36.
Kuminga’s career high with the Warriors was 34 in a game. Today, in just his seventh career game, Lundberg scored 37.
And Lundberg isn’t out there just chucking shots like Akaf over on the Kings.
He started the game in his trademark, steady fashion: caught a pass from BW and hit a long jumper, then battled to score near the rim. Just like always: a big forward who finishes on the weak side.
Then, in the second quarter, with the Warriors trailing, he started taking over:
He caught a pass, drove for a layup, then scored on a fast-break layup to put his team ahead.
Late in the second, he hit a turnaround jumper and a contested three, drew a foul on Sanders, then caught a pass from Podziemski and hit a long jumper—all in a row, stretching the lead to eight.
He makes such sound decisions with the ball. The Warriors are used to playing with high-IQ teammates: he doesn’t hold onto it, and the ball finds him.
In the third quarter, the ball kept finding him.
He started to become the primary ball-handler.
He drove from the top of the floor, drew a double-team and a foul. Next possession, he drove from the top again, fed Podziemski for a long jumper, and Podziemski returned the favor with an alley-oop.
Then, naturally: a step-back three off the dribble—the kind of shot reserved for a primary creator. And he nailed it.
In the fourth, he hit a pull-up jumper for his 32nd point, powered past Sanders and made two free throws for his 34th, then hit another step-back three for his 37th. The Warriors were up 19.
His stats aren’t padded; they’re earned.
He’s always in the right place at the right time, and gets eight or nine rebounds without breaking a sweat.
Apart from his debut, he’s looked mature in every game.
A big man’s wingspan, with a wing’s agility.
He contests every shot, has excellent help-defense instincts and a sharp defensive feel. Great feel for the game, good communication—he’s always in the right place, never takes a possession off, and is ready to plug in and contribute.
At times, you see flashes of young Looney, Leonard, Adebayo and Siakam in him.
He and the departed Kuminga are polar opposites: a hot-blooded bull and a seasoned hand who knows the way.
A fast-break spearhead for the Warriors, and their top spot-up shooter.
He doesn’t sneak out for fast breaks—he can go right at Jokic through contact.
He’s already the Warriors’ fourth option to initiate with the ball, behind Curry, Melton and BW.
After the Warriors drafted him, he lost weight. A bit like young Boozer next door, he went from a four to a three.
He’s kept his strength, and he’s mobile enough to switch on defense.
A power forward’s physicality, with a small forward’s lateral movement.
Good feel for the game, anticipation and court awareness; he can read the game and fit into different defensive schemes.
A team-first player who communicates and has leadership qualities. His teammates all like him.
When Curry’s off the floor, everyone—especially Podziemski—automatically gives the ball to Lundberg to make things happen.
Nobody’s forcing them to pass to the rookie. It feels more like the Warriors’ signature motion offense, a banquet where the ball keeps moving. Everyone has good court sense and can feel it: “Give the ball to this kid. He’ll make something happen.”
He rarely wastes time after catching the ball. He checks the weak side before the pass arrives, then makes his move quickly.
His energy is magnetic. He doesn’t hold onto the ball; the ball finds him.
In that way, he’s a lot like young Boozer next door: both are natural winners with huge impact.
He’s always physical, and knows how to use a spin move.
He can do a lot of things.
A little bit of Looney, Leonard, Adebayo, Siakam—even Odom—in his game.
That same blend could also make him a bigger-sized wing version of Jalen Williams.
And there’s more potential still.
At minimum, he’s a defensive wing who’ll jaw at Luka and crash the boards—a reliable 3-and-D player in transition.
On top of that, he can create off the dribble and power through contact, like a battering ram. There’s a little Siakam and young Leonard in him.
He has the makings of a playmaking forward.
Size and wingspan, overpowering strength, all-around skills, a reliable shot, unselfish impact, toughness, effort, selflessness, the ability to finish through contact—and maybe he can create off the dribble, maybe even run the offense?
Today, with Curry and Draymond out, he led the team with 37 points and a win.
He started with the little things that win games, then gradually took over the ball.
He’s not like Akaf next door, just banging away with shot after shot.
He and young Boozer have had two of the most winning styles among this year’s rookies: solid stats, no padding.
Of course, a few details showed that he’s still a rookie:
He made 11 of his first 13 shots, then just two of his last six.
A few of his shots late in the fourth were forced or careless, dragging down his efficiency.
Thankfully, Melton bailed him out.
In the third, he directed a defensive rotation, then got confused and committed a defensive three-second violation.
In the fourth, he also set a blatantly obvious illegal screen.
But compared with his strengths, those things don’t matter.
One detail that doesn’t show up in the box score.
Late in the third, BW drove, and Lundberg reached out for the ball from the baseline, but didn’t get it. BW fell, and Lundberg and Podziemski immediately rushed over, bent down to check on him, and carefully helped him up.
—When players have poor body language and a teammate doesn’t pass them the ball, they’ll throw up their hands in frustration, turn away, shake their heads: “Why won’t he pass it to me?”
When a teammate goes down, they stand there with their hands on their hips watching. Those guys have “me” on their minds.
Lundberg and Podziemski rushed straight over and gently helped BW up—“we.”
Before becoming good players, the two of them are good teammates.
2
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