Jason Shen
@jasonshen
Exec coach helping founders and creative leaders rebound and reinvent so they do more of what matters most.
Jason Shen
@jasonshen
Exec coach helping founders and creative leaders rebound and reinvent so they do more of what matters most.
Larry David had a rule of “no hugging and no learning” to describe Seinfeld. Sometimes that attitude is necessary
Nothing worse than becoming famous / successful with something you don’t believe in
Gatherings & Relationships and be goddamn yourself
The only way to connect with people on a deep level is to exposure yourself vulnerable.
Bold advice to just put everything on the page before any editing
Media mogul. Suppose you were really wealthy, or otherwise you maybe inherited your dream sort of media studio or production house. What would it be? A film studio? Record label? Magazine? If you were guaranteed of succeeding, what kind of media mogul would you be? Followup: what sort of movies, or books, or artists, etc would you be looking to make, showcase? (I have a lot of followup questions about what the whole operation would look and feel like.)
Bank Heist. What role would you play in a “bank heist”? Feel free to modify the heist so that it’s not a bank, maybe you’re retrieving a stolen diamond from an evil dictator and returning it to a museum or something. Safecracker? Getaway driver? Hacker? Mastermind? Brute? Conman? Fixer? Inside man? Wild card?
Theme park. You’ve been given a plot of land in a surprisingly accessible location and all the resources you need to build “some kind of theme park”. What would it be like? It doesn’t have to have rides, it can be literally any kind of festival or event you dream up.
Golden ticket. What would be the most incredible thing that could happen to your project/business/operation? Why? How could we make that more likely? What are some intermediate steps we could define?”
We often struggle to articulate what we are really good at
91% of “Great Funds” returns come from 14% of their investments. This is the Power Law in venture
"In addition, there are problems that humans rather than computers will have to solve for purely practical reasons. It isn’t because computers couldn’t eventually solve them. It’s because in real life, and especially in organizational life, we keep changing our conception of what the problem is and what our goals are."
— Geoff Colvin, Humans Are
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