Jake

What you don’t want to happen is unsustainable stress, or for people to not share failure or tell you when you’re wrong. So you need to actively fight this as the leader by: a) asking for dissent (“does everyone agree this is the right path? Does anyone disagree”? and letting a silence hang until someone speaks) b) reward debate.

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.

Is there a way to cultivate curiosity? To start with, you want to avoid situations that suppress it. How much does the work you're currently doing engage your curiosity? If the answer is "not much," maybe you should change something.