Now, this may be one of those moments when you’re thinking, “But we don’t have a Jeff.” The good news is that you don’t need a Jeff to make this type of decision. You only need to ruthlessly stick to the simple-to-understand (but sometimes hard-to-follow) principles and process that insist on customer obsession, encourage thinking long term, value
... See moreColin Bryar • Working Backwards: Insights, Stories, and Secrets from Inside Amazon
CHOICES—DECISIVENESS REVISITED Setting priorities requires making tough choices as to what is really important. One reason so many people have such a difficult time getting focused is that they also have a difficult time making decisions: they balk at choosing which items will be left off their priority list. And you must be willing to take items o
... See moreJim Collins • BE 2.0 (Beyond Entrepreneurship 2.0): Turning Your Business into an Enduring Great Company
When to delegate The framework I use for delegating is similar to Jeff Bezos’s Type 1 or Type 2 decisions.43 (See Figure 20 on the next page.) It has two axes: High impact or low impact: Who or what might be impacted by the work? What teams does it affect? Does it have an effect on users? How many? How immediately does it affect the business? Would
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