This is the Storytelling Writing Framework:

1. Hook (1 sentence)

Grab attention with a pattern interrupt. Use:

A bold or contrarian statement

A question they’ve never asked themselves

A vivid image or line of dialogue

2. Problem (2–4 sentences)

Reveal the challenge or tension. Show the stakes. Make it personal, not abstract.

Highlight the emotions: confusion, frustration, fear, doubt.

3. Journey (2–4 sentences)

Share the turning point or insight. What did you try? What failed? What shifted?

4. Lesson (1–3 sentences)

What changed? What’s the takeaway? Teach it simply, like advice you’d give a friend.

5. Call to Action (1 sentence)

Give the reader one next step. Ask for a reply, a comment, or a DM.

Make it low-friction, high-reward.

The Ryan Deiss Asset Framework:

What asset could I build so I never have to do this again?

The Emilie Choi Talent Magnet Framework

• To work with other top talent.

• To take on challenges, to learn and grow.

• To be excited about the mission.

The 5 Stages of Entrepreneurship

1. Uninformed Optimism

2. Informed Optimism

3. Valley of Despair

4. Informed Optimism

5. Achievement

The Ray Dalio 5-Step Process for Personal Growth

1. Set Clear Goals

2. Identify Problems that Stand in Your Way

3. Diagnose Root Causes of Problems

4. Design a Plan to Overcome Problems

5. Execute Relentlessly

The High Agency Competency Framework by George Mack

“High agency isn’t just competency. It’s being competent at assessing your competency, and competent at increasing that competency.”

The Luck Surface Area Framework

Luck = Exposure × Consistent Intentional Action

The Jeff Bezos Regret Minimization Framework:

Project yourself to age 80. Look back on this moment. Which option will you regret not doing the most? Make the decision that minimizes future regret.

The Second-Order Thinking Framework

When making any decision, don’t just stop at the first effect, ask: “And then what?”

First-order thinking looks at the immediate, obvious outcome.

Second-order thinking looks at the ripple effects, side effects, and compounding consequences over time.

The 10x Agency Framework

If I had 10x more agency, what would I do?

The Sheryl Sandberg Opportunity Framework:

→ There is no perfect fit

→ Take opportunities and make them fit for you (rather than the other way around)

→ Rely heavily on your ability to learn

The Ryan Deiss 4-Step Decision Framework

Every business decision should answer 4 questions:

1. Will it move us closer to our goal? (Company Case)

2. Does it serve our customer? (Customer Case)

3. Does it align with our values? (Culture Case)

4. Can we win with it? (Competitive Case)

If it’s not a “yes” to at least 3…pass.

The Leila Hormozi Predictive Metrics Framework:

Use leading (not lagging) indicators as inputs. We want to use actions that predict success rather than measure failure.

For example, if your goal is to increase revenue, then you want to track how many qualified prospects you are getting - not how much cash you’re collecting.

Try to automate the tracking of your inputs as much as possible. For example, when I was trying to lose weight, I used MyFitnessPal to make it as easy as possible to track how many calories I was eating each day.

The Jess Ma “Idea Clues” Framework:

- Where are my current customers still struggling or spending money outside my product/service?

- What do I keep hearing from customers, peers, or industry friends that hasn’t been solved well yet?

- If I built this, would it deepen retention, increase LTV, or attract a new profitable segment?

- Is it 80% overlapping with what I already know, or will it stretch the team too thin?

The 80/20 Opportunity Filter

1. What 20% of actions, inputs, or channels are likely to drive 80% of the results here?

2. What has already proven to work well in this area — and how can I double down on that?

3. What feels important but actually delivers very little impact (the trivial many)?

4. If I focused only on the high-leverage 20%, what would I stop doing, simplify, or ignore?

The Exploit Anomalies Framework

1. What’s working better than expected and why?

→ Look for any internal results, experiments, or campaigns that exceeded expectations.

What result surprised us in a good way?

Did we assume it was a fluke or dig into the cause?

2. What are our customers doing that we didn’t expect?

→ Anomalies often show up in customer behavior before strategy catches up.

What feature, post, or process are they using in a way we didn’t plan for?

What do they keep asking for that we don’t yet offer?

3. What’s underperforming that should be a winner?

→ If something should be working but isn’t, the reason might point to a misread in the market or a bigger shift.

Are we applying outdated logic to a current problem?

Are we solving a problem that no longer matters?

4. What are competitors ignoring that seems obvious?

→ Use second-order thinking to spot where others are overcorrecting, underreacting, or stuck in old models.

What have they stopped doing that used to work?

What are they still doing that feels stale or disconnected?

5. What internal advantage are we treating like a cost or constraint?

→ Think Mozi-style here.

What do we already do well that we’re not charging for or promoting?

What operational edge are we taking for granted?