So given that our judgment, you know, you just talked about the importance of judgment and agency, given that our judgment is so often wrong, what do we do with that?

Well, first of all, that's an excellent question.

I'll, I'll get to the end answer first and, uh, like the, the actual answer.

And the answer is that a lot of times people think that successful decisions, you're like, "Okay, they're, they're obvious in hindsight." But I can tell you at the foresight time when people are making them, people aren't sure that they're right, and this is one of the big, big keys, okay? It is switching your identity.

A person who's high AQ is someone who can sit and say, "I'm relocating my identity from the need to be right to being an adapter, to be willing to be wrong.

I just wanna update." So why does that matter? Because what all these people did if they were making the right decisions is what is the least amount I can do to get feedback to tell me if I'm going in the right direction? So it isn't cliff-like.

It's not like somebody's clairvoyant and they know, but everybody else doesn't know that's the future.

Mm-hmm

So does the book go quite into, like, identity and, like, and shifting your identity?

Well, it, it, it does, it does, yes.

It, it, it, it...

There's not a chapter, per se, on identity, but it goes a lot into the first phase.

I talk about three things that make up adaptability.

One is metacognition.

Two is, uh, what I call simulation, and the third is experimentation.

Mm

But why don't you walk us through? I just would love to get inside that conversation with you and your business partners, how that whole thing materialized.

And I should be clear here, so I left three years ago from running day-to-day Magnetar.

I'm very close there.

Um, I still remain an owner and investor, and I'm very close to the people running it.

So some of this overlap with me, some of what was after, but I'm very close to them.

But let me step back for one second.

I'm not avoiding it.

Before we do that, if there were one or two just big picture messages that you want folks to come away from the Adaptability Quotient, how would you frame that out?

Could you talk about the framework, the differences between the two, and how you utilize it?

Yeah, actually, I think this is a really, really important point for people.

And I did a sub stack on this and just said, if you think risk and uncertainty are the same thing, please read this because they're not.

And if you're making decisions in the world that I think is uncertain, using the same tools as you use for risk, you will make mistakes.

And so let me try to unpack it as cleanly as I can.

So there's really three phases or three states I'm going to simplify the world, right? There's a risk state.

And this is the one that probably everybody here and all your, you know, everybody who watches is very, very familiar with.

i'm curious like when you think about mapping out the structure you know what's bubbled up for you and um how how just personally and through the firm q star you think you're well positioned to to win or compete there