Working hard is supposed to give you bragging rights. The more hours you work the more you want your goal. The hard work mindset came from the office worker information age. Here’s what it looks like: Sit in traffic. Go to a job. Do boring work. Get told what to do. Then get paid a mediocre salary that barely covers your bills. Inflation then makes you poorer every year while your salary doesn’t go up and you’re constantly fighting layoffs. This is what people who worship hard work fall for. They think working hard at a job is good. It gets worse. The hard work mindset leads to “Oh, and I’m also incredibly busy too.” Busy = MY LIFE IS OUT OF CONTROL It’s a sign someone can’t tell you where their time is going. They don’t have enough hours in the day and admit it. And they’re likely sacrificing parts of their life like family and hobbies to meet other people’s demands and “work hard.” Working hard to become busy makes you dirt poor – both financially and mentally. 100 years ago, a German General discovered the secret to wealthIn the 1930s, Kurt von Hammerstein-Equord, the Commander-in-Chief of the Reichswehr, categorized his officers into a 2 x 2 matrix based on 2 traits: Intellect and Energy. The Four Categories of Effort1. The Clever and Hardworking: Hammerstein-Equord valued these for staff positions. They are great at execution and handling complex details. However, he warned against putting them in ultimate command. Why? Because they are too focused on the “how” to see the “why.” 2. The Stupid and Lazy: He famously said, “90% of every army is made up of these, and they are useful for routine tasks.” They do what they are told and nothing more. They aren’t a threat to the system, but they aren’t the winners either. 3. The Stupid and Hardworking (The Danger Zone): Hammerstein-Equord said these people must be fired immediately.
4. The Clever and Lazy (The Elites): These were his choice for high command.
General Kurt realized the “hardest workers” were actually the most dangerous people in his army. Society trains us to be stupid and hardworking. We’re taught to value the feeling of exhaustion over the value of achieving a result. The huge economic shift hard workers have missedYou can’t work hard and get rich from brute force or manual labor anymore. At the hospital the other day, I saw an R2D2 robot cleaning the walls of the toilet. I almost didn’t see it. Then I was like “What?! This hospital has no cleaners. It’s all robots.” If I blinked I would’ve missed it. Hundreds of people were walking past these hospital robots oblivious to what was happening. I sat there in awe. Working hard using manual labor is dumb because a robot can now beat you. Robots don’t need coffee, co-workers, meaning, motivation, sleep, or breaks. They can work 24/7 without taking a piss. And can’t complain about fair pay or join a union. Same applies to knowledge workers who attend offices. You can’t outwork AI. If all you bring to the table is brute force and “I can do all these spreadsheets for you by 5PM boss,” you’re now replaceable. Menial tasks don’t create value in a world of AI. It’s scary to say that as a former office worker. Here’s what’s changed…You now get paid for outcomes that your skills help you create. In the old world your degree signaled competence and potential. But in this new economy nobody gives a f*ck about what you might be able to do or how hard you can work. We just care about outcomes and we require proof-of-work to back it up. All the status signalling, memorizing information, following the rules, and people-pleasing the professors with cute smiles and flirty gestures doesn’t work anymore. Produce an outcome right now or get the f*ck out of my inbox… is the new mantra. And 99% of people haven’t woken up to this new world order. They’re still asking for permission and working hard toward a career that’ll make them replaceable. The delusion of hard work: The illusion of rewards that come from hard workThe work hard mindset is driven by perceived rewards. When I worked in finance bankers used to say, “Two more years until I make partner.” Two years would pass and I’d ask them, “Why aren’t you partner yet?” They’d always repeat back a convenient lie their boss had told them. “The bank’s revenue is down this year. It’ll be next year.” “The General Manager changed so he needs time to build his team.” “Johnno got the partner role because he landed that big client.” The truth they weren’t willing to face was multi-faceted:
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