The Original Lululemon Manifesto
Chip Wilson, The Story of Lululemon Continue reading The Original Lululemon Manifesto
Tag: Leadership
In a meeting, the CEO should always speak last
As Jeff Bezos says so brilliantly, people might have a certain opinion. But once they hear the opinion of the CEO, they might think: Well, if this person thinks that way, maybe I missed some data or information and I should go read it again. That will alter people’s original opinion. And if they are smart enough to be in that room, their opinion was probably valuable too. Jeff Bezos, Lex Fridman Podcast Continue reading In a meeting, the CEO should always speak last
Format for team meetings: Memo
The perfect meeting starts with a crisp document and a messy meeting. The meeting should be about asking questions that no one knows the answer to. The organization should be truth-seeking. If something can be known for sure through data or research, find the answer. 6 pages memo A typical meeting will start with a 6 pages narratively-structured memo. For 30mins, everyone in the meeting will read silently the memo quietly and write down questions they might have. If people were asked to read it beforehand, most are too busy and they would only skim the document. Or pretend they … Continue reading Format for team meetings: Memo
You can try to get people to learn information… But people remember stories
That’s because people don’t think in terms of information. They think in terms of narratives. But while people focus on the story itself, information comes along for the ride. Narratives are inherently more engrossing than basic facts. They have a beginning, middle, and end. If people get sucked in early, they’ll stay for the conclusion. […] You started down a path and you want to know how it ends. Until it does, they’ve captured your attention. Take the story of the coat my cousin bought from Land’s End. -Contagious, p.181 Continue reading You can try to get people to learn information… But people remember stories
The battle is between two wolves inside of us…
One is Fear. It carries anxiety, concern, uncertainty, hesitancy, indecision and inaction. The other is Faith. It brings calm, conviction, confidence, enthusiasm, decisiveness, excitement and action. The grandson thought about it for a moment and then meekly asked his grandfather: “Which wolf wins?” The old Cherokee replied, “The one you feed.” -The One Thing, p.211 Continue reading The battle is between two wolves inside of us…
When life happens, you can be either the author of your life or the victim of it.
Those are your only two choices – accountable or unaccountable. -The One Thing, p.184 Continue reading When life happens, you can be either the author of your life or the victim of it.
Are you doing this to simply do the best you can do, or are you doing this to do it the best it can be done?
HIghly productive people don’t accept the limitations of their natural approach as the final word on their success. When they hit a ceiling of achievement, they look for new models and systems, better ways to do things to push them through. […] A different result requires doing something different. Too many people reach a level where their performance is “good enough” and then stop working on getting better. -The One Thing, p.179 Continue reading Are you doing this to simply do the best you can do, or are you doing this to do it the best it can be done?
Watch out: Are you on a Maker’s Schedule or on a Manager’s Schedule? What about your employees?
“Maker” time requires large blocks of the clock to write code, develop ideas, generate leads, recruit people, produce products, or execute on projects and plans. This time tends to be viewed in half-day increments. “Manager time”, on the other hand, gets divided into hours. This time typically has one moving from meeting to meeting, and because those who oversee or direct tend to have power and authority, “they are in a position to make everyone resonate at their frequency.” This can create a huge conflict if those needing maker time are pulled into meetings at odd hours, destroying the very … Continue reading Watch out: Are you on a Maker’s Schedule or on a Manager’s Schedule? What about your employees?
The secret of getting ahead
The secret of getting ahead is getting started. The secret to getting started is breaking your complex overwhleming tasks into small manageable tasks and then starting on the first one. -Mark Twain, The One Thing, p.103 Continue reading The secret of getting ahead
In your work, you should give disproportionate time to your One Thing
View work as involving a skill or knowledge that must be mastered. This will cause youto give disproportionate time to your One Thing and will throw the rest of your work day, week, month, and year continually out of balance. Your work life is divided into two distinct areas – what matters most and everything else. You will have to take what matters to the extremes and be okay with what happens to the rest. Professional success requires it. -The One Thing, p.83 Continue reading In your work, you should give disproportionate time to your One Thing
Roadmap to Billions 