Skip to main content

Diversifying Beyond Investing

A best practice in portfolio management is to own many companies across many sectors, countries and sizes. Reducing the risk of one bad apple spoiling it all. Diversification, the only free lunch in investing, produces better returns with lower risks. 

Diversification is helpful beyond investing. 

Retirement is a trying time. This is most clear with pro athletes. Countless examples of downward spirals and overnight bankruptcies. We're just as susceptible. Many retirees report depression and anxiety due to loss of identity and structure. So much of us is tied to our careers, when it ends, it's devastating. 

This is why we diversify. We're more than our jobs. We are sons, daughters, parents, athletes, book nerds, investors, gamers, and so much more. Work is a single slice of a much bigger pie. It's foolish to save our best self for one and neglect the rest. 

When we feed other areas, we become more resilient. A bad meeting doesn't destroy us because we were still able to get a good work out in, and be there for a friend. Expanding ourselves makes it easier to accept any single blow. A concentrated life leaves us vulnerable...and dull. 

Leaning into non-work areas counterintuitively makes us better at work. Skills and confidence gained elsewhere can fuel us everywhere. Positives from one area lifts you to new heights in others.  

Just like in investing, diversification limits our downside, while improving our upside. It's a free lunch, eat up.







Comments

Popular posts from this blog

Today's Special: Humble Pie

You champion a project, fight for an idea, and then...reality sets in. That churning in your stomach isn't butterflies, it's the realization you've missed the mark.  Pride will puff up your chest, and kick in the "defend at all costs" instinct. But arguing with the umpire never changed a call. Admitting you're wrong isn't a sign of weakness. It can strengthen your professional standing. In a world obsessed with the illusion of infallibility, the courage to adjust course is a breath of fresh air. It shows you're confident enough to be wrong, and adaptable enough to learn from it. Do your research, think critically, and stand behind your decisions. But when the data whispers (or screams) otherwise, don't be afraid to swallow that slice of humble pie. Be the first to acknowledge. Don't wait for someone to point out your mistake. Be open, take responsibility, and most importantly, focus on what you're going to do to address it. Don't dwell ...

When Perfect Becomes a Problem: The iCar Story

Let's talk about Apple's iCar, or rather, the ghost of it. A decade. Ten billion dollars. Poof. Gone. Like a puff of smoke from a dream that never quite woke up. They wanted to launch a revolution, a fully-formed, flawless chariot. But revolutions aren't born in secret labs; they're forged in the messy, chaotic crucible of the real world. You don't build a movement by hiding in the shadows. You don't create a product people love by ignoring them. You don't change the world by waiting for perfection. It's about the minimum viable. It's about shipping early, shipping often, and listening—really listening—to the people you're trying to serve. Apple built a cathedral of secrecy. A monument to what might have been. And then, they tore it down.  They spent billions on a dream, while ignoring the simple truth: the market doesn't care about your dreams. It cares about solutions. It cares about things that work. So, here's the lesson: stop chasing...

Why We Shouldn't Be Afraid of Ambiguity

Ambiguity. That fuzzy monster that chases us down darkened hallways, whispering doubts about our roadmap and feature sets. You know the feeling. You constantly wrestle with unknowns: Will users like this? Is this the right direction? Frankly, if you had a nickel for every time the answer wasn't crystal clear, well, you might actually want to chase that ambiguity down the hall. But here's the thing: ambiguity isn't your enemy. It's your dance partner. Innovation rarely happens in a land of perfect clarity. Sure, there's a time for well-defined processes. But when you're creating something new, there are bound to be more questions than answers. The key is to learn to waltz with the unknown .  Embrace the experiment. Don't be afraid to throw some spaghetti at the wall and see what sticks.  Focus on outcomes, not outputs. Don't get hung up on features. What problem are you trying to solve? How will you measure success? Get comfortable with "go...