Management & Leadership
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Management & Leadership
What can someone who's built multiple billion-dollar companies teach you?
Some lessons from my conversation with Brad Jacobs:
1. If you get the major trend right, you can make mistakes and still succeed.
2. If you want extraordinary results, you can’t think like... See more
Shane Parrishx.comWhat can someone who's built multiple billion-dollar companies teach you? Some lessons from my conversation with Brad Jacobs: 1. If you get the major trend right, you can make mistakes and still succeed. 2. If you want extraordinary results, you can’t think like everyone else. 3. Complexity hides opportunity. 4. Focus on return on capital and return on time. 5. Your job is to multiply shareholder wealth. 6. Problems are assets, not liabilities. 7. Anyone can buy a company; integration creates (or destroys) value. 8. Companies don’t go bankrupt from bad ideas. They go bankrupt from too much debt. 9. Speed without quality is reckless. Quality without speed is irrelevant. 10. Rigid plans miss opportunities; improvisation captures them. 11. Being liked and being contrarian aren’t opposites; you need both. 12. So much of business success comes from keeping your head in a good place. 13. Look for people motivated by money. This is capitalism, not a charity. (Must have integrity.) 14. The most powerful thing in any relationship is giving someone 100% of your attention. 15. Standardization enables scale. 16. Ask the top employees what they’d change; they know reality. 17. Survey employees constantly. They know where the opportunities hide. 18. Reward people for helping others win, not just for winning alone. 19. People need to feel understood before they’ll accept change. 20. You can’t fake appreciation. Rearrange your brain to see the real good in people. 21. Ask what shouldn’t change. The good stuff tells you as much as the problems. 22. How you end a meeting matters more than how you start it. 23. Feelings count in business. You want the love vibe, not the hate vibe. 24. Musicians make better CEOs than MBAs because they know how to improvise. 25. Technology is an accelerant, not a strategy. (Brad Jacobs on The Knowledge Project)
Discussing Frank Slootman's "Amp It Up" leadership philosophy of boosting performance by increasing intensity and eliminating slack.
TRANSCRIPT
Considerable slack naturally exists in organizations to perform at much higher levels. I would argue what Frank is saying here could also be applied to individuals. The considerable slack naturally exists in individuals to perform at much higher levels.
Let me go back to this. The role of leadership is to convert that lingering potential into
... See more“People perform to the degree of inspection, not expectation."
Establish a shared foundation
Before you introduce a new room to the team’s architectural diagrams, you must make sure everyone had the same original plan in mind. It would not do for you to suggest let us add another floor but in your head, the original plan was a 2-story house and in your colleague’s mind, it was a... See more
phoebe and
Learning to be managed · Jose Antunes
joseantunes.tech
Natalie Audelo and
Going back to Thich Nhat Hanh, I believe that writing is part of every design. If you can clearly define what you’re making and articulate its value, the steps to bring it out into the world will go much faster. It’s easy to put pixels together when you’ve already made decisions. And since we work across systems and borders, there’s no better way... See more
Nicole Fenton • Words as Material
the role of leadership is to create clarity - to define what you're making and articulate its value.
Being a great manager is easy.
All you have to do is be vulnerable but unflappable, care about people but put the business first, balance competing interests of your team and your boss, obsess over numbers but be a great storyteller, empower your team but give clear direction…
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