Seek wealth, not money or status. Wealth is having assets that earn while you sleep. Money is how we transfer time and wealth. Status is your place in the social hierarchy.

Understand that ethical wealth creation is possible. If you secretly despise wealth, it will elude you

Ignore people playing status games. They gain status by attacking people playing wealth creation games.

You’re not going to get rich renting out your time. You must own equity - a piece of a business - to gain your financial freedom.

You will get rich by giving society what it wants but does not yet know how to get. At scale.

Pick an industry where you can play long term games with long term people.

The Internet has massively broadened the possible space of careers. Most people haven't figured this out yet.

Play iterated games. All the returns in life, whether in wealth, relationships, or knowledge, come from compound interest.

Pick business partners with high intelligence, energy, and, above all, integrity.

Don't partner with cynics and pessimists. Their beliefs are self-fulfilling.

Learn to sell. Learn to build. If you can do both, you will be unstoppable.

Arm yourself with specific knowledge, accountability, and leverage.

Specific knowledge is knowledge that you cannot be trained for. If society can train you, it can train someone else, and replace you.

Specific knowledge is found by pursuing your genuine curiosity and passion rather than whatever is hot right now.

Building specific knowledge will feel like play to you but will look like work to others.

When specific knowledge is taught, it’s through apprenticeships, not schools.

Specific knowledge is often highly technical or creative. It cannot be outsourced or automated.

Embrace accountability, and take business risks under your own name. Society will reward you with responsibility, equity, and leverage.

The most accountable people have singular, public, and risky brands: Oprah, Trump, Kanye, Elon.

“Give me a lever long enough, and a place to stand, and I will move the earth.”- Archimedes

Fortunes require leverage. Business leverage comes from capital, people, and products with no marginal cost of replication (code and media).

Capital means money. To raise money, apply your specific knowledge, with accountability, and show resulting good judgment.

Labor means people working for you. It's the oldest and most fought-over form of leverage. Labor leverage will impress your parents, but don’t waste your life chasing it.

Capital and labor are permissioned leverage. Everyone is chasing capital, but someone has to give it to you. Everyone is trying to lead, but someone has to follow you.

Code and media are permissionless leverage. They're the leverage behind the newly rich. You can create software and media that works for you while you sleep.

An army of robots is freely available - it's just packed in data centers for heat and space efficiency. Use it.

If you can't code, write books and blogs, record videos and podcasts.

Leverage is a force multiplier for your judgement.

Judgement requires experience, but can be built faster by learning foundational skills.

Study microeconomics, game theory, psychology, persuasion, ethics, mathematics, and computers.

Reading is faster than listening. Doing is faster than watching.

You should be too busy to “do coffee," while still keeping an uncluttered calendar.

Set and enforce an aspirational personal hourly rate. If fixing a problem will save less than your hourly rate, ignore it. If outsourcing a task will cost less than your hourly rate, outsource it.

Work as hard as you can. Even though who you work with and what you work on are more important than how hard you work.

Become the best in the world at what you do. Keep redefining what you do until this is true.

There are no get rich quick schemes. That's just someone else getting rich off you.

Apply specific knowledge, with leverage, and eventually you will get what you deserve.

When you're finally wealthy, you'll realize that it wasn't what you were seeking in the first place. But that's for another day. 📚 I talk about more of such life-changing ideas in <a href="https://binsletter.beehiiv.com/subscribe">my free weekly newsletter here</a>. In the next week's letter, we will talk more about this thread, combine perspectives of many others and talk about how to earn while doing what you love.

This is not a summary, nor anything of my own. This is a life-changing thread from Naval's twitter account. Follow him on X, @naval

personaldevelopment

Personal Development

moneyandinvestments

Money & Investments

motivationandinspiration

Motivation & Inspiration

education

Learning & Education

leadershipandmanagement

Leadership & Management

How to get rich without getting lucky - by Naval 

Our gain in net worth during the year was $613.6 million, or 48.2%. It is fitting that the visit of Halley’s Comet coincided with this percentage gain: neither will be seen again in my lifetime.

Some investors weight book value heavily in their stock-buying decisions. And some economists and academicians believe replacement values are of considerable importance in calculating an appropriate price level for the stock market as a whole. Both persuasions would have received an education at the auction we held in early 1986 to dispose of our textile machinery.The equipment sold took up about 750,000 square feet of factory space. It originally cost us about $13 million, including $2 million spent in 1980-84, and had a current book value of $866,000 (after accelerated depreciation).

(1/2)

Gross proceeds from our sale of this equipment came to $163,122. Allowing for sale costs, our net was less than zero. Relatively modern looms that we bought for $5,000 apiece in 1981 found no takers at $50. We finally sold them for scrap at $26 each, a sum less than removal costs.Ponder this: the economic goodwill attributable to two paper routes in Buffalo - or a single See’s candy store - considerably exceeds the proceeds we received from this massive collection of tangible assets that not too many years ago, under different competitive conditions, was able to employ over 1,000 people.

(2/2)

While an increase in earnings from $8 million to $72 million sounds terrific - and usually is - you should not automatically assume that to be the case. You must first make sure that earnings were not severely depressed in the base year. If they were instead substantial in relation to capital employed, an even more important point must be examined: how much additional capital was required to produce the additional earnings?

My conclusion from my own experiences and from much observation of other businesses is that a good managerial record (measured by economic returns) is far more a function of what business boat you get into than it is of how effectively you row (though intelligence and effort help considerably, of course, in any business, good or bad).

institutions were then under the spell of academics at prestigious business schools who were preaching a newly-fashioned theory: the stock market was totally efficient, and therefore calculations of business value - and even thought, itself - were of no importance in investment activities. (We are enormously indebted to those academics: what could be more advantageous in an intellectual contest - whether it be bridge, chess, or stock selection than to have opponents who have been taught that thinking is a waste of energy?)

Discover the world of business and economics.

economics

Economics

Chairman's Letter - 1985

We regard any annual figure for realized capital gains or losses as meaningless, but we regard the aggregate realized and unrealized capital gains over a period of years as very important.

When companies with outstanding businesses and comfortable financial positions find their shares selling far below intrinsic value in the marketplace, no alternative action can benefit shareholders as surely as repurchases (buybacks).

In GEICO’s case, as in all of our investments, we look to business performance, not market performance. If we are correct in expectations regarding the business, the market eventually will follow along.

Most managers have very little incentive to make the intelligent-but-with-some-chance-of-looking-like-an-idiot decision. Their personal gain/loss ratio is all too obvious: if an unconventional decision works out well, they get a pat on the back and, if it works out poorly, they get a pink slip. (Failing conventionally is the route to go; as a group, lemmings may have a rotten image, but no individual lemming has ever received bad press.)

With 47% of Berkshire’s stock, Charlie and I don’t worry about being fired, and we receive our rewards as owners, not managers. Thus we behave with Berkshire’s money as we would with our own.

Billy Rose described the problem of over-diversification: “If you have a harem of forty women, you never get to know any of them very well.”

...over time distributable earnings that have been withheld by managers should earn their keep. If earnings have been unwisely retained, it is likely that managers, too, have been unwisely retained.

Chairman's Letter - 1984

A good business is not always a good purchase – although it’s a good place to look for one.

Accounting consequences do not influence our operating or capital-allocation decisions. When acquisition costs are similar, we much prefer to purchase $2 of earnings that is not reportable by us under standard accounting principles than to purchase $1 of earnings that is reportable.

In aggregate and over time, we expect the unreported earnings to be fully reflected in our intrinsic business value through capital gains.

We rarely use much debt and, when we do, we attempt to structure it on a long-term fixed rate basis. We will reject interesting opportunities rather than over-leverage our balance sheet. This conservatism has penalized our results but it is the only behavior that leaves us comfortable, considering our fiduciary obligations to policyholders, depositors, lenders and the many equity holders who have committed unusually large portions of their net worth to our care.

We will not diversify by purchasing entire businesses at control prices that ignore long-term economic consequences to our shareholders. We will only do with your money what we would do with our own, weighing fully the values you can obtain by diversifying your own portfolios through direct purchases in the stock market.

We feel noble intentions should be checked periodically against results. We test the wisdom of retaining earnings by assessing whether retention, over time, delivers shareholders at least $1 of market value for each $1 retained.

...we react with great caution to suggestions that our poor businesses can be restored to satisfactory profitability by major capital expenditures. (The projections will be dazzling - the advocates will be sincere - but, in the end, major additional investment in a terrible industry usually is about as rewarding as struggling in quicksand.)

We will be candid in our reporting to you, emphasizing the pluses and minuses important in appraising business value. Our guideline is to tell you the business facts that we would want to know if our positions were reversed. We owe you no less.

Despite our policy of candor, we will discuss our activities in marketable securities only to the extent legally required. Good investment ideas are rare, valuable and subject to competitive appropriation just as good product or business acquisition ideas are.

During 1983 our book value increased from $737.43 per share to $975.83 per share, or by 32%. We never take the one-year figure very seriously. After all, why should the time required for a planet to circle the sun synchronize precisely with the time required for business actions to pay off?

Instead, we recommend not less than a five-year test as a rough yardstick of economic performance. Red lights should start flashing if the five-year average annual gain falls much below the return on equity earned over the period by American industry in aggregate.

Book value is an accounting concept, recording the accumulated financial input from both contributed capital and retained earnings. Intrinsic business value is an economic concept, estimating future cash output discounted to present value. Book value tells you what has been put in; intrinsic business value estimates what can be taken out.

One of the ironies of the stock market is the emphasis on activity. Brokers, using terms such as “marketability” and “liquidity”, sing the praises of companies with high share turnover (those who cannot fill your pocket will confidently fill your ear). But investors should understand that what is good for the croupier is not good for the customer. A hyperactive stock market is the pickpocket of enterprise.

Chairman's Letter - 1983

Toyota's success is rooted in its unique management philosophy, which combines a focus on long-term goals, continuous improvement (Kaizen), respect for people, and an unwavering commitment to quality.

The Secret of Toyota's Success:

Toyota strikes a balance between short-term and long-term goals, efficiency and flexibility, and automation and human labor. This balance ensures sustained growth and adaptability to changing market conditions.

Striking a Balance:

People are at the heart of Toyota's operations. The company invests heavily in employee training, development, and empowerment. By fostering a culture of respect and teamwork, Toyota harnesses the full potential of its workforce.

Keep People Management in Focus:

Strategic decisions at Toyota are guided by long-term thinking. The company prioritizes long-term sustainability over short-term gains, ensuring decisions align with enduring principles and objectives.

Base Important Decisions on Long-Term Policies:

Toyota adopts technology thoughtfully, ensuring it enhances processes without undermining human skills and judgment. Technology is seen as a tool to support and augment human capabilities, not replace them.

Be Mindful When Adopting Technology:

Known as "Genchi Genbutsu" (go and see), Toyota encourages managers and employees to observe processes firsthand to gain a deep understanding of the situation. This hands-on approach leads to more informed and effective problem-solving.

Always Observe a Situation Yourself:

Transparency and open communication are critical at Toyota. Sharing information openly fosters trust, facilitates problem-solving, and ensures everyone is aligned with the company's goals and values.

Transparency is a Key to Success:

(Nemawashi): Toyota makes decisions through a consensus-building process that involves extensive discussion and consideration of all options. This approach ensures that decisions are well-thought-out and supported by the entire organization.

Make Decisions Slowly by Consensus

Toyota fosters a culture of learning and adaptability. The company encourages experimentation, learning from mistakes, and adapting to changes in the environment. This flexibility allows Toyota to stay competitive and innovative.

Continuous Learning and Adaptation:

The principles of The Toyota Way create a robust framework for building a sustainable, efficient, and people-focused organization. By adhering to these principles, companies can achieve lasting success, continuous improvement, and a resilient organizational culture.

Conclusion

Curious what catapulted Toyota to global leadership? With core principles that drive unparalleled success, discover the secrets behind the company's dominance in the automotive industry!

The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures. The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to <ul><li>Define the companies purpose and develop a long-term philosophy</li> <li>Create value streams with connected flow, standardized work, and level production</li> <li>Build a culture to stop and fix problems</li> <li>Develop leaders who promote and support the system</li> <li>Find and develop exceptional people and partners</li> <li>Learn the meaning of true root cause problem solving</li> <li>Lead the change process and transform the total enterprise</li> </ul> The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.

corporateculture

Corporate Culture

business

Business

books

Books

humanresources

Human Resources

Jeffrey K. Liker

David Meier

The Toyota Way Fieldbook

Yardsticks seldom are discarded while yielding favorable readings. But when results deteriorate, most managers favor disposition of the yardstick rather than disposition of the manager.

...dividends received from GEICO of $3.5 million are the only item included in our “accounting”x earnings. An additional $23 million that represents our share of GEICO’s undistributed operating earnings is totally excluded from our reported operating earnings. If GEICO had earned less money ... but had paid additional dividends, our reported earnings would have been larger ... Conversely, if GEICO had earned an additional $100 million - and retained it all - our reported earnings would have been unchanged. Clearly “accounting” earnings can seriously misrepresent economic reality.

We prefer a concept of “economic” earnings that includes all undistributed earnings, regardless of ownership percentage. In our view, the value to all owners of the retained earnings of a business enterprise is determined by the effectiveness with which those earnings are used - and not by the size of one’s ownership percentage.

...investor may select from almost the entire array of major American corporations, including many far superior to virtually any of the businesses that could be bought in their entirety in a negotiated deal. And fractional-interest purchases can be made in an auction market where prices are set by participants with behavior patterns that sometimes resemble those of an army of manic-depressive lemmings.

As we look at the major acquisitions that others made during 1982, our reaction is not envy, but relief that we were non participants. For in many of these acquisitions, managerial intellect wilted in competition with managerial adrenaline. The thrill of the chase blinded the pursuers to the consequences of the catch. Pascal’s observation seems apt: “It has struck me that all men’s misfortunes spring from the single cause that they are unable to stay quietly in one room.”

The market, like the Lord, helps those who help themselves. But, unlike the Lord, the market does not forgive those who know not what they do.

... a too-high purchase price for the stock of an excellent company can undo the effects of a subsequent decade of favorable business developments.

Even if our partially-owned businesses continue to perform well in an economic sense, there will be years when they perform poorly in the market. At such times our net worth could shrink significantly. We will not be distressed by such a shrinkage; if the businesses continue to look attractive and we have cash available, we simply will add to our holdings at even more favorable prices.

At Berkshire, or any company whose policies we determine, we will issue shares only if our owners receive in business value as much as we give. We will not equate activity with progress or corporate size with owner-wealth.

crypto

Cryptocurrency

Chairman's Letter - 1982

KISS (Keep It Simple, Stupid!)

This information just based on personal ideas. You can access the main source to get the entirety of the information.

<ul><li class="ql-align-justify">Learning is not the same as talking/lecturing. The most valuable learning comes from experience.</li><li class="ql-align-justify">Change yourself instead of changing others.</li><li class="ql-align-justify">Money is just an illusion (a trap).</li><li class="ql-align-justify">Humans have two options within themselves: a weak, poor, and purchasable soul, or a strong, determined, and unpurchasable soul.</li></ul>	 	The soul refers to a person’s emotions and reactions. Fear and greed trigger emotional reactions that take over the mind. The mind should control emotions and reactions; simply observe your emotions, don’t react.

The Rich Don't Work For Money

<ul><li class="ql-align-justify">Learning basic accounting is important.</li><li class="ql-align-justify">Increasing income rather than expenses is a basic understanding of Assets & Liabilities.</li><li class="ql-align-justify">KISS (Keep It Simple, Stupid).</li><li class="ql-align-justify">Aware of your own cash flow. Your cash flow indicate your social strata.</li><li class="ql-align-justify">You should know why there is a saying that, "The rich get richer, the poor get poorer.</li><li class="ql-align-justify">"Rat Race." The higher the salary, the higher the taxes. DON'T GET CAUGHT IN IT.</li></ul>

Financial Literacy?

“The rich focus on their asset columns, everyone else focuses on their income.”<ul><li class="ql-align-justify">Build a solid asset base; reduce expenses and liabilities.</li><li class="ql-align-justify">REAL ASSETS:</li></ul><ol><li class="ql-align-justify">Businesses that do not require personal presence.</li><li class="ql-align-justify">Stocks.</li><li class="ql-align-justify">Bonds.</li><li class="ql-align-justify">Income-generating real estate.</li><li class="ql-align-justify">Notes/Money markets.</li><li class="ql-align-justify">Royalties from intellectual properties such as music, scripts, and patents.</li><li class="ql-align-justify">Anything that has value, generates income, appreciates in value, and has a ready market.</li></ol>

Mind Your Own Business

<ul><li class="ql-align-justify">Understand how corporations work.</li><li class="ql-align-justify">Make money work for you.</li><li class="ql-align-justify">Pay yourself first.</li></ul>

The History of Taxes & Corporations

<ul><li class="ql-align-justify">We all have potential, but doubts hold us back.</li><li class="ql-align-justify">It’s not the smart ones who excel, but the bold ones.</li><li class="ql-align-justify">In the real world, what’s needed is bravery, guts, intelligence, skills, persistence, cunning, and dexterity.</li><li class="ql-align-justify">Many people only know how to: work hard, save, and borrow.</li><li class="ql-align-justify">Our strongest asset is our mind and time.</li><li class="ql-align-justify">Invest rather than save.</li><li class="ql-align-justify">Humans are designed to learn and we learn from mistakes.</li><li class="ql-align-justify">choice, so learn to manage risk rather than avoid it.</li></ul>

The Rich Invent Money

<ul><li class="ql-align-justify">The importance of financial intelligence.</li><li class="ql-align-justify">You want to know a little about many things.</li><li class="ql-align-justify">Learn management & leadership.</li><li class="ql-align-justify">Start doing it, not just thinking it.</li><li class="ql-align-justify">Learn business systems (Sales & Marketing).</li><li class="ql-align-justify">Being a specialist might be bad.</li><li>Synergize professional specialization, uniting smart people to work as a team.</li><li class="ql-align-justify">Give & Receive. CHARITY.</li><li class="ql-align-justify">Key management skills needed:</li></ul><ol><li class="ql-align-justify">Cash flow management.</li><li class="ql-align-justify">System management.</li><li class="ql-align-justify">People management.</li></ol>

Work to Learn; Don’t Work for Money

<ul><li class="ql-align-justify">Don’t be afraid, take risks; most people play too safe.</li><li class="ql-align-justify">WIN BIG – LOSE SPECTACULARLY. Celebrate victories lavishly, welcome losses grandly.</li><li class="ql-align-justify">Don’t consider your failures as the end of your efforts.</li><li class="ql-align-justify">We often play the “what if” game. If doubt and caution still cloud your mind, you are no more than a coward. Don’t let yourself be paralyzed by worries and doubts.</li><li class="ql-align-justify">Overcome laziness with GREED.</li><li class="ql-align-justify">Pay yourself first, stay broke, and remain under pressure to work harder and open your mind to ways to increase assets.</li><li>Five things that hinder the asset column:</li></ul>Fear. Cynicism. Laziness. Bad habits. Arrogance.

Overcoming Obstacles

<ul><li class="ql-align-justify">Ten steps to awaken financial genius:</li></ul><ol><li class="ql-align-justify">Find a reason stronger than reality: The power of spirit</li><li class="ql-align-justify">Make daily choices: The power of choice.</li><li class="ql-align-justify">Choose friends carefully: The power of association.</li><li class="ql-align-justify">Master a formula, then learn a new one: The power of fast learning.</li><li class="ql-align-justify">Pay yourself first: The power of self-discipline.</li><li class="ql-align-justify">Pay your brokers well: The power of good advice.</li><li class="ql-align-justify">Be an Indian giver: The power of getting something for free.</li><li class="ql-align-justify">Use assets to buy luxuries: The power of focus.</li><li class="ql-align-justify">The need for heroes: The power of myths.</li><li class="ql-align-justify">Teach and you shall receive: The power of giving.</li></ol>

Getting Started

<ul><li class="ql-align-justify">Stop doing what you’re doing (Evaluate).</li><li class="ql-align-justify">Look for new ideas, create your formula.</li><li class="ql-align-justify">Find someone who has already done what you</li></ul>

Still Want More?

Key points each chapter about money based on Rich Dad, Poor Dad 

Although we have been successful in our careers, they have not turned out quite as we expected. We both have changed positions several times-for all the right reasons-but there are no pension plans vesting on our behalf. Our retirement funds are growing only through our individual contributions. Michael and I have a wonderful marriage with three great children. As I write this, two are in college and one is just beginning high school. We have spent a fortune making sure our children have received the best education available. One day in 1996, one of my children came home disillusioned with school. He was bored and tired of studying. “Why should I put time into studying subjects I will never use in real life?” he protested. Without thinking, I responded, “Because if you don't get good grades, you won't get into college.” “Regardless of whether I go to college,” he replied, “I'm going to be rich.”

Kiyosaki is best known for his book Rich Dad, Poor Dad, the #1 New York Times bestseller. Kiyosaki followed with Rich Dad's CASHFLOW Quadrant and Rich Dad's Guide to Investing.

Robert T. Kiyosaki

Rich Dad, Poor Dad

Money has the power to buy you things. But a much bigger power of money is in generating more money for you. Those who can manifest the latter, are never short of it.

We were not created to work hard all the time just to fulfill our basic needs.We were blessed with all the essential resources that are required to live contentedly and comfortably.

The demands of life and society have blindsided us to our capabilities and the resources accessible to us. We have become stuck in the routine of working, eating, sleeping, and repeating the same cycle again and again.

Society Made Life Complicated

DON'T CHASE ; ATTRACT !

Many of us spend a significant amount of time chasing money, investing all our energy into working hard and appearing successful.

Drop The Facade & Release Social Standards!

However, despite all of this effort, we still feel unhappy. We find ourselves trapped in a programmed lifestyle that forces us to constantly hustle and bustle, causing us to miss out on the important things in life.

It's Easier Than You Think

<ul><li>Amazon Kindle Direct publishing — make money off of your published ebooks</li><li>Stocks . Please don't just hop in. Do your research first.</li><li>Money from hobbies and crafts </li><li>Real estate investing </li><li>Writing blogs or adding content to platforms that pay per-view. Content creation is big right now. </li><li>YouTube videos. Let those views make you money.</li><li>Create an app. It's easier than you think.</li><li>Know a lot about something? Create a course.</li></ul>The possibilities are endless. Take your time and find what works for you.

The greater the passive income you can build, the freer you will become.

But a much bigger power of money is in generating more money for you. . “Work Smarter, not Harder —  Attracting a Passive Income” is published by The Beautiful Mystic in New Earth Consciousness.

entrepreneurship

Entrepreneurship

Work Smarter, not Harder —  Attracting a Passive Income

In the long run, managements stressing accounting appearance over economic substance usually achieve little of either.

We have made plenty of such mistakes - both in the purchase of non-controlling and controlling interests in businesses ..., however, we generally have been able to correct such mistakes far more quickly in the case of non-controlled businesses (marketable securities) than in the case of controlled subsidiaries. Lack of control, in effect, often has turned out to be an economic plus.

Chairman's Letter - 1981

The model consists of two very important things, both of which are never going to die.<ul><li class="ql-align-justify">Social Media — Content Creation</li><li class="ql-align-justify">eCommerce — Dropshipping</li></ul>The demand for more relatable content will never die. The demand for relatable products will never die.Thanks to the internet, both of the businesses can now be run while sitting on the couch

The Business Model

The only common thing in every guy making $10k per month is that they post content online.<ul><li>Pick any niche you love & binge watch it</li><li>Take out clips from the videos that you think are good</li><li>Edit those clips with subtitles and flashy animations and sound effects</li><li>Put those clips on Instagram, TikTok & YouTube</li></ul>The worst case scenario is that you might not earn money in the next 6 months but you’ll have an audience to sell to & you’ll improve at what you love.

Build a Brand

Your niche doesn’t have to be the most famous niche. The famous niche never works. The niche you love works all the time.<ul><li class="ql-align-justify">Open the YouTube App</li><li class="ql-align-justify">See your search & watch history</li><li class="ql-align-justify">The thing you watched a lot about is the thing you are interested in</li><li class="ql-align-justify">Use your already available knowledge of that area of interest and put content online. </li></ul>You could be interested in books, learning physics & maths or medicine & law. Whatever it is, just post content online related to that and build your personal brand.

Pick a niche

If you post consistently for 3–4 months, you’ll have gained a decent sized audience to monetize.<ul><li class="ql-align-justify">Run ads on your profiles</li><li class="ql-align-justify">Do paid promotion for products or people related to your niche</li><li class="ql-align-justify">Try affiliate marketing</li></ul>

Making Money with Brand

Whatever you have built your brand around, you can now start selling products in that niche.If you are into self-help niche, then you can open a dropshipping store for books. Just make sure it actually solves a problem.Once you setup your store, go ahead and start promoting your products to an already existing audience that is loyal to you and trusts you, so they are more likely to buy from you rather than someone who paid for the ads for their bookstore.

Dropshipping

Post 2–3 times a week and use the best strategies. Do this for 6 months and you’ll have a business that might be enough for you to quit your full time job.Pray to Allah for success, do dhikr. If you succeed then well and good, and if you don’t you’ll improve. There’s no way you don’t succeed if you work consistently📚If this article helped you, then I’m sure <a href="https://binsletter.beehiiv.com/subscribe">my free weekly newsletter</a> will help you a lot in growing and gaining clarity every week to stay strong💪

Be consistent

Your guide to earning $10k in the next 6 months

How to make $10,000 in the next 6 months

Find 100+ Ideas and Facts about Money - Curated from interesting sources like Books, Podcasts & Articles - Genuine Insights from like-minded Users like You!