As soon as you start asking questions, you have an obligation to listen to the answers.

What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention, and a need to allocate that attention efficiently among the overabundance of information sources that might consume it.

A scorecard consists of outcomes and personality traits you’re optimizing for when considering opening up a role at your organization.

Problems should come from success, or being on the brink of success rather than being invented by some intellectual quest.

If you're small, you're in a position where it's to your advantage to be weird—you can have a point of view that the big tech companies never could. In the world of chairs—you're not going to build a cheaper chair than Ikea. Why not build something they couldn't—like a more interesting one?

I remember looking at my first iPod and being like: “This is a vessel that holds what I’m into.”

And also the early iPod didn’t have a lot of space, so you really had to curate what was on there in a way that people don’t do on their phones.

Some questions that I’ve found to be very effective in one-on-ones: If we could improve in any way, how would we do it? What’s the number-one problem with our organization? Why? What’s not fun about working here? Who is really kicking ass in the company? Whom do you admire? If you were me, what changes would you make? What don’t you like about the

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