True competitive advantage is not about working harder in the existing track, but about stepping out of imitation and competition, finding your own position, and amplifying compound interest through judgments about “people” and “long-term planning.”

First: Don’t win in someone else’s game, choose not to play that game. Entering competition means being defined by your opponents; the harder you try, the more homogeneous you become, and ultimately your value gets compressed.
Second: Beware of “imitative desires,” many goals are not truly your own. What you want is likely just because others also want it. Independent judgment is more scarce than effort.
Third: The track itself isn’t important; being in the track is what matters. Inside the track, compete on efficiency; outside the track, compete on scarcity. True value only exists in non-consensus positions.
Fourth: It’s more important to look at people than at things. Things expire, people grow. Betting on a continuously evolving person yields more compound interest than betting on a trending opportunity.
Fifth: Experts don’t just solve problems; they set the stage. Not controlling every process, but placing key people and variables in critical positions, allowing the system to evolve naturally.
Sixth: True long-termism is about paving the way today for the next ten steps into the future.
It’s not about how long you persist, but whether each step serves a larger structure and ultimate goal.