[founder]
The most transformative companies rarely emerge from someone else's problem statement. They come from founders who see opportunities that others miss, often in areas that lack established categories.
Facebook didn't fulfill a request for "improved college social networking." It emerged from Mark Zuckerberg's specific intuition about how Harvard... See more
Facebook didn't fulfill a request for "improved college social networking." It emerged from Mark Zuckerberg's specific intuition about how Harvard... See more
Tina He • The Art of Understanding What's Going On
The Power of Beliefs in Business:
Help people see a better future.
Help people see how they might get to that future.
Show people how much they matter.
Help people see how much their work matters.
Help people see how small steps are the keys to success.
Show people how they fit into a larger whole.
Help people see a better future.
Help people see how they might get to that future.
Show people how much they matter.
Help people see how much their work matters.
Help people see how small steps are the keys to success.
Show people how they fit into a larger whole.
John Collison: "We only had 50 users two years after founding Stripe."
alex • John Collison: Not an Overnight Success
“Find a way to be ok with your worst case scenario - if you can truly do that - you will always have the upper hand in negotiations. You cannot lose when you have nothing to lose. People can feel that.” — Zayd Ali
The future belongs to people who can think about a hard problem for more than 10 minutes without doing anything else.
As a leader, you are the upper bound for how much anyone in your company will care. You need to do more, care more, attempt more than would seem reasonable. It will seem like overkill. But too much is the right amount.
This is true in big and small ways.
This is true in big and small ways.
- What people say is overoptimism is just optimism.
- What people say is overcommunicating is just