To test the commitment of aspiring dancers, Twyla Tharp’s default advice is "don't do it." This seemingly discouraging response serves as a powerful filter. It weeds out those with fleeting interest, ensuring that only individuals with an absolute, undeniable internal drive will persist.

To test an entrepreneur's resolve, Lanny Smith's first piece of advice is to abandon their idea. He believes if simple discouragement can stop someone, they lack the resilience for building a company. Only those with "undeniable faith" will proceed, making it a powerful litmus test.

Magic Johnson advises high-profile individuals to build a team of business experts who are smarter than them. Crucially, this team must be professionals, not a social entourage. Their primary role is to provide honest counsel, manage deals, and have the authority to say 'no' to bad ideas or expenditures.

To succeed in its proprietary sourcing model where the default answer is often "no," TA Associates specifically hires individuals who have overcome adversity. They believe this trait builds the necessary resilience and motivation to persist through constant rejection without losing drive.

To assess a founder's learning rate and critical thinking, Khosla intentionally advocates for ideas he disagrees with. This tactic reveals if a founder will blindly accept advice or critically examine it, demonstrating their ability to filter input—a key trait he looks for.

By holding court at the same prime restaurant table, Michael Ovitz created a nexus of power. Influential people would approach his table, allowing Ovitz to strategically introduce his protégé, Magic Johnson, to a stream of high-value contacts in a single sitting, rapidly accelerating his network.

Ken Langone's primary investment criterion is people, specifically their resilience. He likens it to a golf coach who recruits the player who makes a birdie right after a bogey, not the one with the perfect swing. He seeks out leaders who have faced failure, like being fired, and have the grit to bounce back.

For short-term mentoring to be impactful, it must be painful. The goal isn't gentle guidance but to make an overlooked opportunity or flaw so painfully obvious that the mentee is jolted into action, partly to prove the mentor wrong. It's 'crash therapy'—uncomfortable but highly effective at driving change.

The young founder hired an experienced executive who became a mentor and effectively his boss. He learned more from observing this leader's actions—how he interacted with people and approached problems—than from direct instruction. This demonstrates the power of learning through osmosis from seasoned operators.