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And this is from a regular tweeter that appears on the podcast, Andrew Wilkinson of the Tiny Seed Capital. And he tweets, Business is so much easier when you invert. And he gives an example there. He gives an example from Charlie. Charlie Munger, who’s Warren Buffett’s partner in crime. And he says problems frequently get easier if you turn them around in reverse. In other words, if you want to help India, the question is you should ask is not how can I help India is what is doing the worst damage in India? You want to invert, always invert. I think this is particularly useful. I’m sort of fairly interested in problem solving and getting unstuck and thinking about things in different ways. Kids, particularly in business, when you don’t have people telling you what to do, when you’re your own boss or when you’re running a business. It can get quite easy to get sort of stuck in a groove, in a hole to go down like a sort of deep dive hole and get stuck in there and not even realise you’re in there sometimes. And so I like to sort of pick a sort of interesting questions or different ways of looking at things which can help you sort of like bust out the hole. And I think this one’s a particular give on because it places the problem at the forefront of your thinking, which I think is an important thing to do, because, again, when you’re an entrepreneur, you can get excited by an idea or a solution or a fantastical idea for a business or a fantastical idea for feature in your product or whatever it might be, whereas it always pays to have a problem first sort of approach to thinking through these things, because that’s what your clients and customers have, is they have problems. They’re looking for solutions for sure, but they’re looking for solutions to problems. So you should always start with the problem. So your tendency as an entrepreneur is to start with solutions or fancy ideas and so actively forcing it ourselves to invert that look at it in the other direction, then you can come up with stuff from a different direction. Now, obviously, Charlie Munger is talking about that from a sort of very sort of geopolitical kind of viewpoint. But you can you can bring that down a level, you can say. Okay, you know, in my SAS product, I’ve got this idea for a chat widget, and I just took a chat with you and I’m interested in the chat with you. And I think that would be great for my customers. Okay, well, think of it. The other action is like. What problem is that, Chatwood, you’re trying to solve for your clients? Do they have a problem with communication? Dilday gang interrupted all the time by some sort of voice phone calls or something like that, in which which means that if you can push it off into a chat with you, then that would be helpful from the perspective of the problem that it’s trying to solve. Or if their problem is, is they’re constantly getting bombarded by phone calls, then is having a chat window, which they get constantly bombarded by chat. Actually a solution to the underlying problem, or is there a better one go around the office with a giant pair of bolt cutters and cut all the phone lines or, you know, wrap your cubicle in tinfoil. See, no mobile phone signals can come through, but it can often lead to better. It can either prove that your initial idea was correct or actually does it. A better thinking, which I think is always important. And it can often lead to sort of 80-20 kind of thinking, as I was, the 20 percent thing that can get you 80 percent of the way there. And particularly when you’re starting a business and growing a business, you’re gonna have far more tasks on your plate. You could possibly have time to do so. Finding those places where you can do 20 percent of the work by just the result is really important. What do you feel about this? Yeah, I think many times and nurse, forget about the problem that they are trying to solve and they focus too much on maybe creating a beautiful product. You know, the design of the product and the idea. The name of the brand. How we are going to do this and that and all that illusion and in the good sense. But it is like yours. All that excitement. It can very well put you out of right. On on. On track. Out of track of what’s the real goal, which is solving a problem. So and also by going granular on solving the problem, you can measure as well. You know how big that problem is. Therefore, you measure your market. And then if you know your market size, you and your audience or your potential customers, you can also forecast how much you can actually earn. Yeah. So. So I think that’s critical. And also probably is a bit connected to being contrarian as well. So to think it like being birds is sadly my problem. I agree percent. And keep it always in mind as well. And the more you do it, the greater solutions you can find. Because if, you know, it’s very rare that there’s just one problem you’re solving with something, because it’s very interconnected, intertwined with many other things, even within a company. They may have one problem, but maybe the solution is just to scrap it altogether. That way of communicating with clients or about technology. So which will require a bigger solution. It will depend on how it affects different parts of the business or if there is a solution that can solve that on other problems. So. So you to call it. Yeah. Be sure. Shown oriented by problem solving rather than design. Probably. So design is a by product of the solution. Yeah. So I will stick to that I guess. Yeah, I definitely agree. So.