Tom Bilyeu

I'm Tom Bilyeu, and this is Impact Theory.

We're diving right back in to part two with the legendary investor, Ray Dalio.

When I read Principles, it was really life-changing for me.

It was before you and I had ever done an interview because what I liked about the book is exactly what you're talking about right now, this idea of a bipartisan cabinet.

So in my own company, I'm not looking for people to agree with me.

I'm looking for people that will challenge my ideas.

I'm looking for disconfirming evidence.

I want to get the smartest people that I can possibly attract to what we're doing and saying, okay, we need to disagree with each other well so that we can identify the right answer.

To your earlier point, you're going to be wrong so often that if you go into something thinking I'm infallible, I'm going to have all the right answers, you're just headed towards disaster.

So my question is, how do we set up a situation where people can disagree well?

What is that structure?

So how do we get people to worry?

For people that aren't familiar with Lincoln, how much have you looked into him?

His idea of a team of rivals sounds like very similar to what you're saying about having a bipartisan cabinet.

Is he somebody that you've looked at or...

So when, whether it's at Bridgewater or elsewhere, how do you facilitate people disagreeing well?

Because let's say that you have an intern going against your chief investment officer, like how would you, do you take that person seriously?

They have little to no experience.

How do you set that up so that you don't waste time, but at the same time you get the best ideas?

Yeah, that's something that we found really effective here is rules of engagement is how we refer to it.