Hiring Process Quotes

My approach was to hire, train, test, and then fire or promote quickly, so that we could rapidly identify the excellent hires and get rid of the ordinary ones, repeating the process again and again until the percentage of those who were truly great was high enough to meet our needs.

Hiring is hard. Letting go is harder. It’s far easier to hire the right person from the start than to hire the wrong person, realize they’re a bad fit for your company, and then figure out how to let them go. When you know what you want in a new hire, the hard part gets easier. And when you know how to protect your IP, you don’t have to learn the hard lesson.

In poor communities, it is common knowledge that you must apply multiple times for disability, as if being denied over and over is part of the standard application process, and you’ll need to hire an attorney.

I’ve never agreed with the conventional wisdom that ‘actors are great liars.’ If more people understood the acting process, the goals of good actors, the conventional wisdom would be ‘actors are terrible liars,’ because only bad actors lie on the job. The good ones hate fakery and avoid manufactured emotion at all costs. Any script is enough of a lie anyway. (What experience does any actor have with flying a spacecraft? Killing someone?) What’s called for, what actors are hired for, is to bring reality to the arbitrary.

It was not the first time I had encountered on university campuses ignorance of Hayek and other conservative intellectuals, nor was it accidental. Such ignorance is a direct consequence of the tenured left's dominance of liberal arts institutions and its politicization of the curriculum and the faculty hiring process since the 1960s.

June’s clients did not have the patience to deal with problems or the personal courage and energy to find solutions on their own. What they did have was an almost endless supply of capital. With that capital, June’s clients could hire people to solve any problem with minimal effort. That is what June did; she solved problems by the process of elimination.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience.

If you must then hire for passion first, experience second and credentials third. Then train those hired for directed passion, dropping the excess baggage and the whole process of unlearning. An entrepreneur is much like an architect shapping human resources into a well crafted power house.

By perpetuating his version of the story he wanted told about his wealth and his subsequent “successes,” our family and then many others started the process of normalizing Donald. His hiring (and treatment) of undocumented workers and his refusal to pay contractors for completed work were assumed to be the cost of doing business. Treating people with disrespect and nickel-and-diming them made him look tough.

There are some people who actually enjoy firing. Beware of them. Firing instills a culture of fear that will inevitably fail, and “I’ll just fire them” is an excuse for not investing the time to execute the hiring process well.

Ethanol is a volatile, flammable, colourless liquid with a slight chemical odour. It is used as an antiseptic, a solvent, in medical wipes and antibacterial formulas because it kills organisms by denaturing their proteins. Ethanol is an important industrial ingredient. Ethanol is a good general purpose solvent and is found in paints, tinctures, markers and personal care products such as perfumes and deodorants. The largest single use of ethanol is as an engine fuel and fuel additive. In other words, we drink, for fun, the same thing we use to make rocket fuel, house paint, anti-septics, solvents, perfumes, and deodorants and to denature, i.e. to take away the natural properties of, or kill, living organisms. Which might make sense on some level if we weren’t a generation of green minded, organic, health-conscious, truth seeking individuals. But we are. We read labels, we shun gluten, dairy, processed foods, and refined sugars. We buy organic, we use natural sunscreen and beauty products. We worry about fluoride in our water, smog in our air, hydrogenated oils in our food, and we debate whether plastic bottles are safe to drink from. We replace toxic cleaning products with Mrs. Myers and homemade vinegar concoctions. We do yoga, we run, we SoulCycle and Fitbit, we go paleo and keto, we juice, we cleanse. We do coffee enemas and steam our yonis, and drink clay and charcoal, and shoot up vitamins, and sit in infrared foil boxes, and hire naturopaths, and shamans, and functional doctors, and we take nootropics and we stress about our telomeres. These are all real words. We are hyper-vigilant about everything we put into our body, everything we do to our body, and we are proud of this. We Instagram how proud we are of this, and we follow Goop and Well+Good, and we drop 40 bucks on an exercise class because there are healing crystals in the floor. The global wellness economy is estimated to be worth $4 trillion. $4 TRILLION DOLLARS. We are on an endless and expensive quest for wellness and vitality and youth. And we drink fucking rocket fuel.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

That was the great misconception about men: because they dealt with money, because they could hire someone on and later fire him, because they alone filled state assemblies and were elected congressional representatives, everyone thought they had power. Yet all the hiring and firing, the land deals and the lumber contracts, the complicated process for putting through a constitutional amendment-these were only bluster. They were blinds to disguise the fact of men's real powerlessness in life. Men controlled the legislatures, but when it came down to it, they didn't control themselves. Men had failed to study their own minds sufficiently, and because of this failure they were at the mercy of fleeting passions; men, much more than women, were moved by petty jealousies and the desire for petty revenges. Because they enjoyed their enormous but superficial power, men had never been forced to know themselves the way that women, in their adversity and superficial subservience, had been forced to learn about the workings of their brains and their emotions.

Our feelings provide meaning not only for our private lives, but also for social and political processes. When we want to know who should rule the country, what foreign policy to adopt and what economic steps to take, we don’t look for the answers in scriptures. Nor do we obey the commands of the Pope or the Council of Nobel Laureates. Rather, in most countries, we hold democratic elections and ask people what they think about the matter at hand. We believe that the voter knows best, and that the free choices of individual humans are the ultimate political authority. Yet how does the voter know what to choose? Theoretically at least, the voter is supposed to consult his or her innermost feelings, and follow their lead. It is not always easy. In order to get in touch with my feelings, I need to filter out the empty propaganda slogans, the endless lies of ruthless politicians, the distracting noise created by cunning spin doctors, and the learned opinions of hired pundits. I need to ignore all this racket, and attend only to my authentic inner voice. And then my authentic inner voice whispers in my ear ‘Vote Cameron’ or ‘Vote Modi’ or ‘Vote Clinton’ or whomever, and I put a cross against that name on the ballot paper – and that’s how we know who should rule the country.

It was nice to hear someone familiar. 'How have you been?' Hazel cleared her throat. 'So I need to start networking a little, as they say. Do you have the phone number of anyone who might be looking to hire some help?' 'I don't have a phone,' Liver answered. Hazel felt her pulse speed up. 'No phone? Of any kind?' Her voice was nearly cracking with excitement. 'So how do people get ahold of you? Your family? Your friends?' 'I've succumbed to neither affliction,' he answered. 'What about women?' she asked, admittedly changing her voice to be a little flirtatious. Hazel decided she'd misjudged him. Anyone getting through life without a phone had skills she wanted to acquire. Rare capabilities that attracted the new Hazel. 'I just meet women in this bar. Mainly they use me to help them reach bottom. I'm like a brick they grab onto midair. Sleeping with me helps them admit their lives have become unmanageable. They realize they want and deserve something more, and then their recovery process can begin. I get laid in the meantime. Win-win.

The Effects of Personal Bias and Hiring Urgency There are other types of cognitive biases that affect the hiring process. Another harmful one is personal bias, the basic human instinct to surround yourself with people who are like you. People have a natural desire to hire those with similar characteristics: educational background, professional experience, functional expertise, and similar life experiences. The middle-aged manager who holds a degree from the University of Michigan, worked at McKinsey, lives in the suburbs with a partner and kids, and plays golf will tend to be attracted to candidates with similar attributes.

the Amazon hiring process has a flywheel effect—it pays greater and greater dividends the longer it is used. Ideally, the bar continues to be set higher, so much that, eventually, employees should be able to say to themselves, “I’m glad I joined when I did. If I interviewed for a job today, I’m not sure I’d be hired!

But the process should not be confused with science. When tests are used as selections devices, they're not a neutral tool; they become a large factor int he very equation they purport to measure. For one thing, the tests tend to screen out - or repel - those who would upset the correlation. If a man can't get into the company in the first place because he isn't the company type, he can't very well get to be an executive and be tested in a study to find out what kind if profile subsequent executives should match. Long before personality tests were invented, of course, plenty of companies proved that if you only hire people of a certain type, then all your successful men will be people of that type. But no one confused this with the immutable laws of science.

No one creates a perfect resume on their first try. Writing a perfect resume is a messy process, but the easiest way to start is by simply getting in the right mindset and putting pen to paper.

She texted to say she was fine.” “Then she is.” Impatient now. “Just because she said she’s fine doesn’t mean she is, Gabriel.” Silence. Ricky could imagine him struggling to process the possibility. There were guys in the gang who joked that Don had hired a cyborg who did a remarkably lifelike impersonation of an actual human. Gabriel wasn’t robotic. He just wasn’t exactly personable. Or emotionally literate.

When Podolny asked during the interview process how many classes should be offered and how large the faculty could be, Jobs scoffed. “If I knew the answers to those questions, I wouldn’t need to hire someone like you,” he said.

The moral of the story: promote only those you would hire. Put your SDRs through the same hiring and evaluation process you would for external candidates. No one benefits—not you, your company, sales leadership, or the SDRs themselves—when a promotion sets reps up to fail.

October 29th CHARACTER IS FATE “Each person acquires their own character, but their official roles are designated by chance. You should invite some to your table because they are deserving, others because they may come to deserve it.” —SENECA, MORAL LETTERS, 47.15b In the hiring process, most employers look at where someone went to school, what jobs they’ve held in the past. This is because past success can be an indicator of future successes. But is it always? There are plenty of people who were successful because of luck. Maybe they got into Oxford or Harvard because of their parents. And what about a young person who hasn’t had time to build a track record? Are they worthless? Of course not. This is why character is a far better measure of a man or woman. Not just for jobs, but for friendships, relationships, for everything. Heraclitus put it as a maxim: “Character is fate.” When you seek to advance your own position in life, character is the best lever—perhaps not in the short term, but certainly over the long term. And the same goes for the people you invite into your life.

It’s not a lack of confidence in oneself preventing people from going after jobs where they don’t meet all of the qualifications, but a lack of confidence in other people’s abilities to view them as capable of doing the job, and therefore hiring them,” said the leadership expert, who had surveyed one thousand people to come to this conclusion. “The main barrier is not a mistaken perception about themselves, but a mistaken perception of what is a real requirement or rule, of how processes like these truly work, and this is especially a problem for women.

The transparency problem ends up in the same place as the default-to-truth problem. Our strategies for dealing with strangers are deeply flawed, but they are also socially necessary. We need the criminal-justice system and the hiring process and the selection of babysitters to be human. But the requirement of humanity means that we have to tolerate an enormous amount of error. That is the paradox of talking to strangers. We need to talk to them. But we’re terrible at it—and, as we’ll see in the next two chapters, we’re not always honest with one another about just how terrible at it we are.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

Mediocre people are a drag on quality and morale, but they tend to do just enough good work to stick around—managers have a tough time justifying letting them go because there’s no actionable offense. The scent of mediocrity on your team can also scare off talented candidates. Mediocrity is an albatross we tether ourselves to when we don’t give the hiring process our full attention. When you hire, look for skill fit, but don’t make it your primary evaluation criteria. Look for passion, curiosity, selflessness, openness, confidence, communication skills, emotional intelligence, and intrinsic motivation, too. These things can’t be taught—most skills can.

Gut Feel Versus Structure Many leaders, especially those who run smaller organizations, believe that they have the natural skills they need to choose good people without any real process. They look back at their careers and remember the good employees they’ve hired and give themselves credit for having recognized those people’s potential. However, they seem to block out the memories of the unsuccessful hires they’ve made, or they justify those mistakes based on the hidden behavioral deficiencies in the people they later had to fire. Whatever the case, they persist in the belief that they know a good person when they see one and that they can go about the hiring process without much structure.

You need to make sure that each one of those steps is done more systematically and purposefully. For example, you should think through what questions are asked and how the different answers candidates give differentiate them in the ways that you are seeking to differentiate them. You should also save all of those answers so you can learn about how indicative they might be of subsequent behaviors and performance. I do not mean that the human dimension or art of the hiring process should be eliminated—the personal values and esprit de corps part of a relationship are critically important and can’t be fully measured by data. Sometimes the twinkle in the eye and the facial expressions are telling.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

That bidding process pushes prices higher, giving rise to inflationary pressures. To mitigate that risk, the tax needs to offset enough current spending to free up the real resources the government is trying to hire. The problem is that because this particular tax is levied on a tiny cadre of uber-rich people, it won’t open up much (if any) fiscal space.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn’t get along, they’d hate working with each other. But I realized that A players like to work with A players, they just didn’t like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that’s what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they’re going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn’t nearly as good as he was, but that’s what I aspired to do.

It follows that it is foolish and misleading to concentrate our attention merely on some special point.- to examine, for example, merely what happens to one industry without considering what happens in all. But it is precisely from the persistent and lazy habit of thinking only of some particular industry or process in isolation that the major fallacies of economics stem. These fallacies pervade not merely the arguments of the hired spokesmen of special interests, but the arguments even of some economists who pass as profound.

symphony isn’t what you’re going for. Leave the conductor and the sheet music behind. Build a jazz band instead. Jazz emphasizes individual spontaneity. The musicians know the overall structure of the song but have the freedom to improvise, riffing off one another other, creating incredible music. Of course, you can’t just remove the rules and processes, tell your team to be a jazz band, and expect it to be so. Without the right conditions, chaos will ensue. But now, after reading this book, you have a map. Once you begin to hear the music, keep focused. Culture isn’t something you can build up and then ignore. At Netflix, we are constantly debating our culture and expecting it will continually evolve. To build a team that is innovative, fast, and flexible, keep things a little bit loose. Welcome constant change. Operate a little closer toward the edge of chaos. Don’t provide a musical score and build a symphonic orchestra. Work on creating those jazz conditions and hire the type of employees who long to be part of an improvisational band. When it all comes together, the music is beautiful.

every résumé received from a female applicant automatically led to a phone screen. It’s important to say that this solution did not lower the hiring bar, nor did it favor unqualified candidates on the basis of gender. If the candidate did not pass the phone screen, they would not move forward to the next step in the process. This technique made it clear that when a candidate’s name implied the gender as female, an unconscious bias had been affecting the résumé screening. The result was that well-qualified female candidates were apparently being rejected too early in the process.

What he did know was that Elinor was very much like his mother: strong-willed and dominant, wielding power in a fashion he could never hope to emulate. That was the great misconception about men: because they dealt with money, because they could hire someone on and later fire him, because they alone filled state assemblies and were elected congressional representatives, everyone thought they had power. Yet all the hiring and firing, the land deals and the lumber contracts, the complicated process for putting through a constitutional amendment—these were only bluster. They were blinds to disguise the fact of men’s real powerlessness in life. Men controlled the legislatures, but when it came down to it, they didn’t control themselves. Men had failed to study their own minds sufficiently, and because of this failure they were at the mercy of fleeting passions; men, much more than women, were moved by petty jealousies and the desire for petty revenges. Because they enjoyed their enormous but superficial power, men had never been forced to know themselves the way that women, in their adversity and superficial subservience, had been forced to learn about the workings of their brains and their emotions.

The fears of militarization Holbrooke had expressed in his final, desperate memos, had come to pass on a scale he could have never anticipated. President Trump had concentrated ever more power in the Pentagon, granting it nearly unilateral authority in areas of policy once orchestrated across multiple agencies, including the State Department. In Iraq and Syria, the White House quietly delegated more decisions on troop deployments to the military. In Yemen and Somalia, field commanders were given authority to launch raids without White House approval. In Afghanistan, Trump granted the secretary of defense, General James Mattis, sweeping authority to set troop levels. In public statements, the White House downplayed the move, saying the Pentagon still had to adhere to the broad strokes of policies set by the White House. But in practice, the fate of thousands of troops in a diplomatic tinderbox of a conflict had, for the first time in recent history, been placed solely in military hands. Diplomats were no longer losing the argument on Afghanistan: they weren’t in it. In early 2018, the military began publicly rolling out a new surge: in the following months, up to a thousand new troops would join the fourteen thousand already in place. Back home, the White House itself was crowded with military voices. A few months into the Trump administration, at least ten of twenty-five senior leadership positions on the president’s National Security Council were held by current or retired military officials. As the churn of firings and hirings continued, that number grew to include the White House chief of staff, a position given to former general John Kelly. At the same time, the White House ended the practice of “detailing” State Department officers to the National Security Council. There would now be fewer diplomatic voices in the policy process, by design.

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Introverts typically . . . • Process information internally. It is normal for them to continuously contemplate, generate, circulate, evaluate, question, and conclude. • Are rejuvenated and energized by rest, relaxation, and down-time. • Need time to process and adapt to a new situation or setting, otherwise it is draining. • Tend to be practical, simple, and neutral in their clothing, furnishings, offices, and surroundings. • Choose their friends carefully and focus on quality, not quantity. They enjoy the company of people who have similar interests and intellect. • May resist change if they are not given enough notice to plan, prepare, and execute. Sudden change creates stress and overwhelm.

One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an “island of freedom” where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit’s senior management.

In one study, a trio of professors from Harvard Business School tracked more than one thousand acclaimed equity analysts over a decade and monitored how their performance changed as they switched firms. Their dour conclusion, “When a company hires a star, the star’s performance plunges, there is a sharp decline in the functioning of the group or team the person works with, and the company’s market value falls.”20 The hiring organization is let down because it failed to consider systems-based advantages that the prior employer supplied, including firm reputation and resources. Employers also underestimate the relationships that supported previous success, the quality of the other employees, and a familiarity with past processes.

Why Did the Stock Market Crash? The most persuasive explanation for the 1929 stock market crash blames the Federal Reserve. Throughout the 1920s, but particularly in 1927, the Fed pumped artificial credit into the loan market, pushing down interest rates from their free-market level. Lower interest rates exaggerated the feeling of prosperity, and misled businesses and investors. In a laissez-faire market where money and banking are not disturbed by the government, the interest rate is a price that tells borrowers how much capital citizens have saved and made available to fund projects. But when the Fed adopts an “easy-money” policy by pushing down interest rates, this signal is distorted and the interest rate no longer does its job of channeling the available capital into the most deserving projects. Instead, an unsustainable boom develops, with firms hiring workers and starting production processes that will have to be discontinued once the Fed slows down its injections of new money. Many economists point to the Fed hikes in interest rates during 1928 and 1929 as the cause of the stock market crash. In a sense this is true, but the deeper point is that the crash was made inevitable by the bubble in the stock market fueled by the artificially cheap credit preceding the hikes. In other words, when the Fed stopped pumping in gobs of new money that pushed up the stock market, investors came to their senses and asset prices plunged back towards their pre-bubble level.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

In order to find and eliminate a Constraint, Goldratt proposes the “Five Focusing Steps,” a method you can use to improve the Throughput of any System: 1. Identification: examining the system to find the limiting factor. If your automotive assembly line is constantly waiting on engines in order to proceed, engines are your Constraint. 2. Exploitation: ensuring that the resources related to the Constraint aren’t wasted. If the employees responsible for making engines are also building windshields, or stop building engines during lunchtime, exploiting the Constraint would be having the engine employees spend 100 percent of their available time and energy producing engines, and having them work in shifts so breaks can be taken without slowing down production. 3. Subordination: redesigning the entire system to support the Constraint. Let’s assume you’ve done everything you can to get the most out of the engine production system, but you’re still behind. Subordination would be rearranging the factory so everything needed to build the engine is close at hand, instead of requiring certain materials to come from the other end of the factory. Other subsystems may have to move or lose resources, but that’s not a huge deal, since they’re not the Constraint. 4. Elevation: permanently increasing the capacity of the Constraint. In the case of the factory, elevation would be buying another engine-making machine and hiring more workers to operate it. Elevation is very effective, but it’s expensive—you don’t want to spend millions on more equipment if you don’t have to. That’s why Exploitation and Subordination come first: you can often alleviate a Constraint quickly, without resorting to spending more money. 5. Reevaluation: after making a change, reevaluating the system to see where the Constraint is located. Inertia is your enemy: don’t assume engines will always be the Constraint: once you make a few Changes, the limiting factor might become windshields. In that case, it doesn’t make sense to continue focusing on increasing engine production—the system won’t improve until windshields become the focus of improvement. The “Five Focusing Steps” are very similar to Iteration Velocity—the more quickly you move through this process and the more cycles you complete, the more your system’s Throughput will improve.

It doesn’t seem possible, but this is the number-one fact about work that new hires do not seem to understand. So let me repeat it: People are not paid because they finished school. They are not paid because they got through the job application process. They are not paid simply because they now enjoy a new job title. They are not paid so that the firm can enjoy the privilege of their presence. People are not paid for any of these reasons, or at least they are not paid for any of these reasons for very long. They are paid for only one reason: to make the firm more productive than it would be in their absence. Moreover, if workers hope to keep their position and improve it, their contribution to the productivity of the firm must exceed the resources that the firm is putting into them.

Red Flags And Deal Breakers What signals or signs can you look for, as early in the sales process as possible, to warn you (and the client) that working together is a waste of time? Here are some examples of red flags: They just installed a _______ kind of system. They already have an agency/service provider in place, or a full-time in-house person dedicated to ___. They churn-and-burn the consultants or agencies they hire to do _____________. Know-it-alls / “We know what we’re doing.” Geography. Their monthly budget for ________ is only ________. These industries never seem to work: _____, _____, _____. This area of work is totally new to them, and they don’t understand it yet. (That is, you would have to do a lot of education of the client before they would even understand the value of your service.)

At a Male Allies Plenary Panel, a group of women engineers circulated hundreds of handmade bingo boards among attendees. Inside each square was a different indictment: Mentions his mother. Says “That would never happen in my company.” Wearables. Asserts another male executive’s heart is in the right place. Says feminist activism scares women away from tech. At the center of the board was a square that just said Pipeline. I had heard the pipeline argument, that there simply weren’t enough women and underrepresented minorities in STEM fields to fill open roles. Having been privy to the hiring process, I found it incredibly suspect. What’s the wearable thing, I asked an engineer sitting in my row. “Oh, you know,” she said, waving dismissively toward the stage, with its rainbow-lit scrim. “Smart bras. Tech jewelry. They’re the only kind of hardware these guys can imagine women caring about.” What would a smart bra even do? I wondered, touching the band of my dumb underwire. The male allies, all trim, white executives, took their seats and began offering wisdom on how to manage workplace discrimination. “The best thing you can do is excel,” said a VP at the search-engine giant whose well-publicized hobby was stratosphere jumping. “Just push through whatever boundaries you see in front of you, and be great.” Don’t get discouraged, another implored—just keep working hard. Throughout the theater, pencils scratched. “Speak up, and be confident,” said a third. “Speak up, and be heard.” Engineers tended to complexify things, the stratosphere jumper said—like pipelines. A woman in the audience slapped her pencil down. “Bingo!” she called out.

History determines your hiring policy. Why are tech companies being lectured by media corporations on “diversity”? Is it because those media corporations that are 20-30 points whiter than tech companies actually deeply care about this? Or is it because after the 2009-era collapse of print media revenue, media corporations struggled for a business model, found that certain words drove traffic, and then doubled down on that - boosting their stock price and bashing their competitors in the process?12 After all, if you know a bit more history, you’ll know that the New York Times Company (which originates so many of these jeremiads) is an organization where the controlling Ochs-Sulzberger family literally profited from slavery, blocked women from being publishers, excluded gays from the newsroom for decades, ran a succession process featuring only three cis straight white male cousins, and ended up with a publisher who just happened to be the son of the previous guy.13

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

One of the biggest benefits I have found in this process, which I didn’t recognize on the front end, is by doing the spousal interview you will discover if your hire is married to crazy. Have you ever hired a great person whose crazy spouse completely took away their ability to win because they were doing maintenance on crazy? I was interviewing a very sharp young man for our broadcast department and explained to him that our final interview would be an informal dinner with his spouse. A few hours later I got a screaming and cussing phone call from his wife. She blew a gasket at the very thought that she had to be involved in her husband’s hiring. After she yelled and cussed for a minute or two she finally asked me, laced with profanity that I’ll leave out, “Why do you do this spouse interview anyway!” To which I responded, “To find people like you.” That poor guy gets his backbone ripped out every morning and maybe she gives it back to him at night if she hears a noise outside. Either he is a complete jellyfish, their marriage will end up in counseling, or they will get divorced. None of those options sounds like a productive team member. So the spousal interview might help you discover if the person is married to crazy; if they are, stay away.

How do you commit the perfect crime in science? We’re handicapped from the start because it’s a question we never ask. For more than thirty years, Frank taught me and many others to record our data accurately, compare them with collaborators around the world, discard the outliers, and come to a consensus. We understand there are variations, but if the bulk of the evidence goes in a certain direction, we are confident we have a better understanding of human biological processes. If only that were what happened in the real world. In the real world there are corporations, be they pharmaceutical, agricultural, petroleum, or chemical companies, that have billions of dollars at stake in the work of scientists. If one has billions of dollars, he can use the dark arts of persuasion to hire public relations firms to tout your products, sow the seeds of doubt about those who question your products, buy advertising on news networks so they don’t publicize negative stories unless they have no other choice, and donate to politicians of all ideologies. Then, once those politicians have been elected, they can write laws for the benefit of their generous donors. As it was put so eloquently in the seventeenth century by a prominent member of Queen Elizabeth’s court, “If it prospers, none dare call it treason.

Well, I’ll tell you. You know this new photographic process they’ve invented? It’s called Pathé. It makes everything seem lifelike. The hues and coloration are magnificent. Well, then, what I would do, if I were custodian of your park, is I’d hire a dozen of the best photographers in the world. I’d build them cabins in Yosemite Valley and pay them something and give them all the film they wanted. I’d say, ‘This park is yours. It’s yours for one year. I want you to take photographs in every season. I want you to capture all the colors, all the waterfalls, all the snow, and all the majesty. I especially want you to photograph the rivers. In the early summer, when the Merced River roars, I want to see that.’ And then I’d leave them be. And in a year I’d come back, and take their film, and send it out and have it developed and treated by Pathé. And then I would print the pictures in thousands of books and send them to every library. I would urge every magazine in the country to print them and tell every gallery and museum to hang them. I would make certain that every American saw them. And then,” Mulholland said slowly, with what Albright remembered as a vulpine grin, “and then do you know what I would do? I’d go in there and build a dam from one side of that valley to the other and stop the goddamned waste!

Bell resisted selling Texas Instruments a license. “This business is not for you,” the firm was told. “We don’t think you can do it.”38 In the spring of 1952, Haggerty was finally able to convince Bell Labs to let Texas Instruments buy a license to manufacture transistors. He also hired away Gordon Teal, a chemical researcher who worked on one of Bell Labs’ long corridors near the semiconductor team. Teal was an expert at manipulating germanium, but by the time he joined Texas Instruments he had shifted his interest to silicon, a more plentiful element that could perform better at high temperatures. By May 1954 he was able to fabricate a silicon transistor that used the n-p-n junction architecture developed by Shockley. Speaking at a conference that month, near the end of reading a thirty-one-page paper that almost put listeners to sleep, Teal shocked the audience by declaring, “Contrary to what my colleagues have told you about the bleak prospects for silicon transistors, I happen to have a few of them here in my pocket.” He proceeded to dunk a germanium transistor connected to a record player into a beaker of hot oil, causing it to die, and then did the same with one of his silicon transistors, during which Artie Shaw’s “Summit Ridge Drive” continued to blare undiminished. “Before the session ended,” Teal later said, “the astounded audience was scrambling for copies of the talk, which we just happened to bring along.”39 Innovation happens in stages. In the case of the transistor, first there was the invention, led by Shockley, Bardeen, and Brattain. Next came the production, led by engineers such as Teal. Finally, and equally important, there were the entrepreneurs who figured out how to conjure up new markets. Teal’s plucky boss Pat Haggerty was a colorful case study of this third step in the innovation process.

For most people moving is a tiring experience. When on the verge of moving out to a new home or into a new office, it's only natural to focus on your new place and forget about the one you’re leaving. Actually, the last thing you would even think about is embarking on a heavy duty move out clean. However, you can be certain that agents, landlords and all the potential renters or buyers of your old home will most definitely notice if it's being cleaned, therefore getting the place cleaned up is something that you need to consider. The process of cleaning will basically depend to things; how dirty your property and the size of the home. If you leave the property in good condition, you'll have a higher the chance of getting back your bond deposit or if you're selling, attracting a potential buyer. Below are the steps you need to consider before moving out. You should start with cleaning. Remove all screws and nails from the walls and the ceilings, fill up all holes and dust all ledges. Large holes should be patched and the entire wall checked the major marks. Remove all the cobwebs from the walls and ceilings, taking care to wash or vacuum the vents. They can get quite dusty. Clean all doors and door knobs, wipe down all the switches, electrical outlets, vacuum/wipe down the drapes, clean the blinds and remove all the light covers from light fixtures and clean them thoroughly as they may contain dead insects. Also, replace all the burnt out light bulbs and empty all cupboards when you clean them. Clean all windows, window sills and tracks. Vacuum all carpets or get them professionally cleaned which quite often is stipulated in the rental agreement. After you've finished the general cleaning, you can now embark on the more specific areas. When cleaning the bathroom, wash off the soap scum and remove mould (if any) from the bathroom tiles. This can be done by pre-spraying the tile grout with bleach and letting it sit for at least half an hour. Clean all the inside drawers and vanity units thoroughly. Clean the toilet/sink, vanity unit and replace anything that you've damaged. Wash all shower curtains and shower doors plus all other enclosures. Polish the mirrors and make sure the exhaust fan is free of dust. You can generally vacuum these quite easily. Finally, clean the bathroom floors by vacuuming and mopping. In the kitchen, clean all the cabinets and liners and wash the cupboards inside out. Clean the counter-tops and shine the facet and sink. If the fridge is staying give it a good clean. You can do this by removing all shelves and wash them individually. Thoroughly degrease the oven inside and out. It's best to use and oven cleaner from your supermarket, just take care to use gloves and a mask as they can be quite toxic. Clean the kitchen floor well by giving it a good vacuum and mop . Sometimes the kitchen floor may need to be degreased. Dust the bedrooms and living room, vacuum throughout then mop. If you have a garage give it a good sweep. Also cut the grass, pull out all weeds and remove all items that may be lying or hanging around. Remember to put your garbage bins out for collection even if collection is a week away as in our experience the bins will be full to the brim from all the rubbish during the moving process. If this all looks too hard then you can always hire a bond cleaner to tackle the job for you or if you're on a tight budget you can download an end of lease cleaning checklist or have one sent to you from your local agent. Just make sure you give yourself at least a day or to take on the job. Its best not to rush through the job, just make sure everything is cleaned thoroughly, so it passes the inspection in order for you to get your bond back in full.

Notice the granite slab you’re passing under with the lettering engraved by GT’s high-precision explosive forming process. They said nobody could work natural stone explosively so we went ahead and did it, thus bearing out the company motto at the head of the list.” A dropout near Stal moved lips in an audible whisper as he struggled to interpret the obliquely viewed writing. “Underneath are listed prime examples of human shortsightedness, like you’ll see it’s impossible for men to breathe at over thirty miles an hour, and a bumblebee cannot possibly fly, and interplanetary spaces are God’s quarantine regulations. Try telling the folk at Moonbase Zero about that!” A few sycophantic laughs. Several places ahead of Stal the Divine Daughter crossed herself at the Name. “Why is it so sheeting cold in here?” yelled someone up the front near the guide. “If you were wearing GT’s new Polyclime fabrics, like me, you wouldn’t feel it,” the guide responded promptly. Drecky plantees, yet. How much of this crowd are GT staff members hired by government order and kept hanging about on makeweight jobs for want of anything better to do? “But that cues me in to another prime instance of how wrong can you be? Seventy or eighty years back they were saying to build a computer to match a human brain would take a skyscraper to house it and Niagara Falls to cool it. Well, that’s not up on the slab there because they were only half wrong about the cooling bit—in fact Niagara Falls wouldn’t do, it’s not cold enough. We use liquid helium by the ton load. But they were sheeting wrong about the skyscraper. Spread around this balcony and I’ll show you why.” Passive, the hundred and nine filed around a horseshoe gallery overlooking the chill sliced-egg volume of the vault. Below on the main floor identical-looking men and women came and went, occasionally glancing upwards with an air of incuriosity. Resentful, another score or so of the hundred and nine decided they weren’t going to be interested no matter what.

Manhattan Prep started out as one lone tutor in a Starbucks coffee shop. Less than ten years later, it was a leading national education and publishing business that employed over one hundred people and was acquired by a public company for millions of dollars. How did that happen? We delivered a service that customers liked more than what was otherwise available. They sought us out and rewarded us with their business. We hired more people, grew, and kept improving. This process—a new company filling a need and flourishing as a result—is an example of value creation. It’s the fuel of economic growth, and what our country has been seeking a formula for. It’s the process that leads to new businesses and jobs. Value creation has a polar opposite: rent-seeking. In the 1980s, economists began noticing that countries with ample natural resources experienced lower economic growth rates than others. From 1965 to 1998 in the OPEC (oil-producing) countries, gross domestic product per capita decreased on average by 1.3 percent, while in the rest of the developed world, per capita growth increased by 2.2 percent (for an overall difference of 3.5 percent). This was a surprise—if you had lots of oil in the ground, wouldn’t that give you more wealth to invest and thus spur more rapid growth? Economists cited a number of factors to explain this “resource curse,” including internal and external conflict, corruption, lower monitoring of government, lack of diversification, and being subject to higher price volatility. One other possible explanation on offer was that a country’s smart people will wind up going to work in whatever industry is throwing off money (like the oil industry in Saudi Arabia). Thus fewer talented people are innovating in other industries, dragging down the growth rate over time. This makes sense—it’s a lot easier for a gifted Saudi to plug into the Ministry of Petroleum and Mineral Resources and extract economic value than to come up with a new business or industry. Does this sort of thing happen in the United States? Yes, you can make money through rent-seeking as opposed to value or wealth creation.

Give the Audience Something to Cheer For Austin Madison is an animator and story artist for such Pixar movies as Ratatouille, WALL-E, Toy Story 3, Brave, and others. In a revealing presentation Madison outlined the 7-step process that all Pixar movies follow. 1. Once there was a ___. 3 [A protagonist/ hero with a goal is the most important element of a story.] 2. Every day he ___. [The hero’s world must be in balance in the first act.] 3. Until one day ___. [A compelling story introduces conflict. The hero’s goal faces a challenge.] 4. Because of that ___. [This step is critical and separates a blockbuster from an average story. A compelling story isn’t made up of random scenes that are loosely tied together. Each scene has one nugget of information that compels the next scene.] 5. Because of that ___. 6. Until finally ____. [The climax reveals the triumph of good over evil.] 7. Ever since then ___. [The moral of the story.] The steps are meant to immerse an audience into a hero’s journey and give the audience someone to cheer for. This process is used in all forms of storytelling: journalism, screenplays, books, presentations, speeches. Madison uses a classic hero/ villain movie to show how the process plays out—Star Wars. Here’s the story of Luke Skywalker. Once there was a farm boy who wanted to be a pilot. Every day he helped on the farm. Until one day his family is killed. Because of that he joins legendary Jedi Obi-Wan Kenobi. Because of that he hires the smuggler Han Solo to take him to Alderaan. Until finally Luke reaches his goal and becomes a starfighter pilot and saves the day. Ever since then Luke’s been on the path to be a Jedi knight. Like millions of others, I was impressed with Malala’s Nobel Peace prize–winning acceptance speech. While I appreciated the beauty and power of her words, it wasn’t until I did the research for this book that I fully understood why Malala’s words inspired me. Malala’s speech perfectly follows Pixar’s 7-step storytelling process. I doubt that she did this intentionally, but it demonstrates once again the theme in this book—there’s a difference between a story, a good story, and a story that sparks movements.

I can only imagine the sort of havoc Oliver must have wreaked as a boy.” Oliver handed Minerva in, then climbed in to sit beside her. “We weren’t that bad.” “Don’t listen to him,” Minerva exclaimed, her eyes twinkling. “One dull evening, he and his friends went to a ball dressed in the livery of the hired footmen. Then they proceeded to drink up the liquor, flirt and wink at the elderly ladies until they were all blushing, and make loud criticisms of the entertainment. After the lady of the house caught on to their scheme and rounded up some stout young men to throw them out, they stole a small stone cupid she had in her garden and sent her a ransom note for it.” “How the devil do you know that?” Oliver asked. “You were, what, eleven?” “Twelve,” Minerva said. “And it was all Gran’s servants could talk about. Made quite a stir in society, as I recall. What was the ransom? A kiss for each of you from the lady’s daughter?” A faint smile touched Oliver’s lips. “And she never did pay it. Apparently her suitors took issue with it. Not to mention her parents.” “Good heavens,” Maria said. “Come to think of it,” Oliver mused aloud, “I believe Kirkwood still has that cupid somewhere. I should ask him.” “You’re as bad as Freddy and my cousins,” Maria chided. “They put soap on all the windows of the mayor’s carriage on the very day he was supposed to lead a procession through Dartmouth. You should have seen him blustering when he discovered it.” “Was he a pompous idiot?” Oliver asked. “A lecher, actually. He tried to force a kiss on my aunt. And him a married man, too!” “Then I hope they did more than soap his windows,” Oliver drawled. The comment caught Maria by surprise. “And you, of course, have never kissed a married woman?” “Not if they didn’t ask to be kissed,” he said, a strange tension in his voice. “But we weren’t speaking of me, we were speaking of Dartmouth’s dastardly mayor. Did soaping his windows teach him a lesson?” “No, but the gift they left for him in the coach did the trick. They got it from the town’s largest cow.” Oliver and Minerva both laughed. Mrs. Plumtree did not. She was as silent as death beside Maria, clearly scandalized by the entire conversation. “Why do boys always feel an urgent need to create a mess others are forced to clean up?” Minerva asked. “Because they know how it irritates us,” Maria said.

I had always felt that trust was the bedrock of any partnership, especially a business one. My associate and I had what I thought was a non-shakeable alliance. We would strategize; we would go to conferences about crypto and toast our wins with a glass of liquor. He was the only person I had trusted with my financial insight. Unfortunately, he was also the last person I should have trusted. WhatsApp info:+12723 328 343 I woke up one morning to the stuff of nightmares: I had absolutely no access to my Bitcoin wallet, holding $290,000. My password didn't work, my backup keys were useless, and my hardware wallet? Completely wiped. Panic set in as I tried to work out what was going on. Then, a chilling realization hit me. Only a week before, my ever-so-helpful colleague had made an offer to "optimize" my wallet security. I thought at that time, Wow, what a great guy. Well, it turns out he was great-at deception. The real gut punch? He had the audacity to sit across from me at work the next day, sipping coffee like nothing had happened. I confronted him, expecting some elaborate excuse, but he played dumb-so dumb it was insulting. That's when I knew what I needed were professionals, not empty denials. After hours of frantic research, I came across ADWARE RECOVERY SPECIALIST. Their reputation in high-stakes crypto theft gave me hope. From the first conversation, they took my case seriously, breaking down the recovery process in a way that finally made sense. Their forensic team got to work tracking the stolen funds across multiple wallets. A few tense days later, I got the call: my money was back. Every single dollar. It turned out that my trusted colleague had tried to launder the funds through multiple transactions, but ADWARE RECOVERY SPECIALIST untangled his mess with ease. The feeling of relief was overwhelming; I had prepared myself for the worst, yet I walked away victorious. My colleague probably had a pretty good inkling, because he quit before I could file any report. Typical. Some people just love to disappear rather than confront the music. Email info: Adware recovery specialist (@) auctioneer.net I emerged from that fiasco with my money still in one piece, and more painfully but preciously, with the lesson not to confuse control for kindness: you earn trust; you don't give it away freely-especially where money intervenes.

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I know my alphabet,' I said sharply as he laid a piece of paper in front of me. 'I'm not that stupid.' I twisted my fingers in my lap, then pinned my restless hands under my thighs. 'I didn't say you were stupid,' he said. 'I'm just trying to determine where we should begin.' I leaned back in the cushioned seat. 'Since you've refused to tell me a thing about how much you know.' My face warmed. 'Can't you hire a tutor?' He lifted a brow. 'Is it that hard for you to even try in front of me?' 'You're a High Lord- don't you have better things to do?' 'Of course. But none as enjoyable as seeing you squirm.' 'You're a real bastard, you know that?' Rhys huffed a laugh. 'I've been called worse. In fact, I think you've called me worse.' He tapped the paper in front of him. 'Read that.' A blur of letters. My throat tightened. 'I can't.' 'Try.' The sentence had been written in elegant, concise print. His writing, no doubt. I tried to open my mouth, but my spine locked. 'What exactly, is your stake in all this? You said you'd tell me if I worked with you.' 'I didn't specify when I'd tell you.' I peeled back from him as my lip curled. He shrugged. 'Maybe I resent the idea of you letting those sycophants and war-mongering fools in the Spring Court make you feel inadequate. Maybe I indeed enjoy seeing you squirm. Or maybe-' 'I get it.' He snorted. 'Try to read it, Feyre.' Prick. I snatched the paper to me, nearly ripping it in half in the process. I looked at the first word, sounding it out in my head. 'Y-you...' The next I figured out with a combination of my silent pronunciation and logic. 'Look...' 'Good,' he murmured. 'I didn't ask for your approval.' Rhys chuckled. 'Ab... absolutely.' It took me longer than I wanted to admit to figure that out. The next word was even worse. 'De... Del...' I deigned to glance at him, brows raised. 'Delicious,' he purred. My brows knotted. I read the next two words, then whipped my face toward him. 'You look absolutely delicious today, Feyre?! That's what you wrote?' He leaned back in his seat. As our eyes met, sharp claws caressed my mind and his voice whispered inside my head. It's true, isn't it? I jolted back, my chair groaning. 'Stop that!' But those claws now dug in- and my entire body, my heart, my lungs, my blood yielded to his grip, utterly at his command as he said, The fashion of the Night Court suits you.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

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Just as there are batterers who will victimize partner after partner, so are there serial victims, women who will select more than one violent man. Given that violence is often the result of an inability to influence events in any other way, and that this is often the result of an inability or unwillingness to effectively communicate, it is interesting to consider the wide appeal of the so-called strong and silent type. The reason often cited by women for the attraction is that the silent man is mysterious, and it may be that physical strength, which in evolutionary terms brought security, now adds an element of danger. The combination means that one cannot be completely certain what this man is feeling or thinking (because he is silent), and there might be fairly high stakes (because he is strong and potentially dangerous). I asked a friend who has often followed her attraction to the strong and silent type how long she likes men to remain silent. “About two or three weeks,” she answered, “Just long enough to get me interested. I like to be intrigued, not tricked. The tough part is finding someone who is mysterious but not secretive, strong but not scary.” One of the most common errors in selecting a boyfriend or spouse is basing the prediction on potential. This is actually predicting what certain elements might add up to in some different context: He isn’t working now, but he could be really successful. He’s going to be a great artist—of course he can’t paint under present circumstances. He’s a little edgy and aggressive these days, but that’s just until he gets settled. Listen to the words: isn’t working; can’t paint; is aggressive. What a person is doing now is the context for successful predictions, and marrying a man on the basis of potential, or for that matter hiring an employee solely on the basis of potential, is a sure way to interfere with intuition. That’s because the focus on potential carries our imagination to how things might be or could be and away from how they are now. Spousal abuse is committed by people who are with remarkable frequency described by their victims as having been “the sweetest, the gentlest, the kindest, the most attentive,” etc. Indeed, many were all of these things during the selection process and often still are—between violent incidents. But even though these men are frequently kind and gentle in the beginning, there are always warning signs. Victims, however, may not always choose to detect them.

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Now, then,” he said, returning to the head of the table, “I think you should know that Gran’s original requirement is still in place. The four of you must marry or she will disinherit the lot of us. I’ve done my part. So I suggest that while Maria and I are in America, you four start looking for mates.” It took a second for that to sink in. Minerva exploded first. “That isn’t fair! Gran, I’m sure you’ll have your heir from Oliver and Maria in no time, given the hours they spend up there in the master bedchamber. Why in heaven’s name must you continue this farce?” “I asked her to continue it,” Oliver said. When his siblings gaped at him, he added, “Gran is right-it’s time that we take our place in the world as more than hellions. We’ve been sleepwalking too long, locked into the past, unable to live fruitful lives. Now that Maria has awakened me, I want to wake you up, too. I want you to stop boxing at shadows and hiding in the dark from the scandal of our parents’ deaths. I want you to find what I’ve found-love.” He gazed at Maria, who cast him an encouraging smile. They’d both agreed that this might be the only way to force his siblings awake. “Speak for yourself,” Minerva answered. “I’m perfectly fine. You’re just using that nonsense as an excuse for joining up with Gran to ruin our lives.” She glanced resentfully at Maria. “Is this the thanks we get for pushing him into your arms?” “Pushing me into her arms?” Oliver echoed. “All that making you jealous and keeping you from her-“ Gabe began. “And lying to you about her inheritance,” Jarret added. “Though that didn’t work out quite as planned.” “You wouldn’t even be together if not for us,” Celia said. “I suspect my wife would beg to differ,” Oliver drawled. “But that’s neither here nor there. Rail at me all you want, but Gran’s deadline is still in place. You have ten months to marry.” He cast them a thin smile. “Given how difficult that may prove, however, I’ve hired someone to help you.” He turned to the door. “Mr. Pinter? Would you step inside, please?” The Bow Street Runner walked in, looking uneasy at facing the entire cadre of scandalous Sharpes. “Mr. Pinter has agreed to help you by researching the backgrounds of your potential spouses. I know it can be difficult, especially for you girls, to sort the legitimate suitors from the fortune hunters.” He knew that firsthand. “So Mr. Pinter will investigate anyone who sparks your interest. That should make the entire process move more quickly.” “And cold-bloodedly,” Celia muttered under her breath. Pinter arched an eyebrow but said nothing.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

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The vocal credits for Singin’ in the Rain are interesting, and rather confusing. In the film, Debbie Reynolds has been hired to re-dub [Jean Hagen]’s dialogue and songs in the latter’s first talking picture. We see the process being done in a shot of Reynolds, back to camera, matching her dialogue to Jean’s and synchronizing it while watching the sequence on film. But the voice that is used to replace Jean’s dialogue is not Reynolds’, but Jean’s own quite lovely natural voice. Director Stanley Donen explained, in Hugh Fordin’s The World of Entertainment: “We used Jean Hagen dubbing Debbie dubbing Jean. Jean’s voice is quite remarkable and it was supposed to be cultured speech, and Debbie had that terrible western noise.” To further confuse matters, the voice we hear as Jean sings “Would You?,” also supposedly supplied by Reynolds, is that of yet a third girl, unbilled studio singer Betty Noyes.

Your employees are smart; that’s why you hired them. So treat them that way. They know when you deliver a message that has been heavily massaged. When managers explain what their plan is without giving the reasons for it, people wonder what the “real” agenda is. There may be no hidden agenda, but you’ve succeeded in implying that there is one. Discussing the thought processes behind solutions aims the focus on the solutions, not on second-guessing. When we are honest, people know it.

Do recall how you behaved as a child: Maybe your child is just like you once were. (The apple doesn’t fall far from the tree!) Ask yourself what you would have liked to make your childhood easier and more pleasurable. More trips to the playground, free time, or cuddling? Fewer demands? Lower expectations? Try saying, “When I was a kid and life got rough, I liked to climb trees. How about you?” Do respect your child’s needs, even if they seem unusual: “You sure do like a tight tuck-in! There, now you’re as snug as a bug in a rug.” Or, “I’ll stand in front of you while we’re on the escalator. I won’t let you fall.” Do respect your child’s fears, even if they seem senseless: “I see that your ball bounced near those big kids. I’ll go with you. Let’s hold hands.” Your reassurances will help her trust others. Do say “I love you”: Assure your child that you accept and value who she is. You cannot say “I love you” too often! Do follow your instincts: Your instincts will tell you that everyone needs to touch and be touchable, to move and be movable. If your child’s responses seem atypical, ask questions, get information, and follow up with appropriate action. Do listen when others express concerns: When teachers or caregivers suggest that your child’s behavior is unusual, you may react with denial or anger. But remember that they see your child away from home, among many other children. Their perspective is worth considering. Do educate yourself about typical child development: Read. Take parent education classes. Learn about invariable stages of human development, as well as variable temperaments and learning styles. It’s comforting to know that a wide variety of behaviors falls within the normal range. Then, you’ll find it easier to differentiate between typical and atypical behavior. Sometimes a cigar is just a cigar, and a six-year-old is just a six-year-old! Do seek professional help: SPD is a problem that a child can’t overcome alone. Parents and teachers can’t “cure” a child, just as a child can’t cure himself. Early intervention is crucial. Do keep your cool: When your child drives you crazy, collect your thoughts before responding, especially if you are angry, upset, or unpleasantly surprised. A child who is out of control needs the calm reassurance of someone who is in control. She needs a grown-up. Do take care of yourself: When you’re having a hard day, take a break! Hire a babysitter and go for a walk, read a book, take a bath, dine out, make love. Nobody can be expected to give another person undivided attention, and still cope.

I am fond of pointing out to entrepreneurs and executives that “in theory, you don’t need practice.” What I mean is that no matter how brilliant your business model and growth strategy, you won’t be able to build a real-world (i.e., non-theoretical) blockbuster company without a lot of practice. But that problem is magnified when you’re trying to blitzscale. The kind of growth involved in blitzscaling typically means major human resources challenges. Tripling the number of employees each year isn’t uncommon for a blitzscaling company. This requires a radically different approach to management than that of a typical growth company, which would be happy to grow 15 percent per year and can take time finding a few perfect hires and obsessing about corporate culture. As we will discuss in more detail later in the book, companies that blitzscale have to rapidly navigate a set of key transitions as their organizations grow, and have to embrace counterintuitive rules like hiring “good enough” people, launching flawed and imperfect products, letting fires burn, and ignoring angry customers. Over the course of this book, we’ll see how business model, growth strategy, and management innovation work together to form the high-risk, high-reward process of blitzscaling.

For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

The hiring machine was overly conservative by design. It focused on avoiding false positives—the people who looked good in the interview process but actually would not perform well—because we would rather have missed hiring two great performers if it meant we would also avoid hiring a lousy one.

In most organizations, you join and then have to prove yourself. At Google, there’s such faith in the quality of the hiring process that people join and on their first day are trusted and full members of their teams.

In startups the emphasis is on “get it done, and get it done fast.” So it’s natural that heads of Sales and Marketing believe they are hired for what they know, not what they can learn. They assume their prior experience is relevant in this new venture. They assume they understand the customer problem and therefore the product that needs to be built and sold. Therefore they need to put that knowledge to work and execute the product development, sales and marketing processes and programs that have worked for them before. This is usually a faulty assumption. Before we can build and sell a product, we have to answer some very basic questions: What are the problems our product solves? Do customers perceive these problems as important or “must-have”? If we’re selling to businesses, who in a company has a problem our product could solve? If we are selling to consumers how do we reach them? How big is this problem? Who do we make the first sales call on? Who else has to approve the purchase? How many customers do we need to be profitable? What’s the average order size?

Needing a second opinion This one. I think this is the one women in the workplace are scared of. I know I am. Broad City is a very collaborative environment, and I trust everyone we’ve hired to work with us, so I naturally ask people’s opinions. But when you get a new job, a new assignment, or a promotion, the fear of not being good enough, of not knowing everything can seep in. In the last season of Broad City (4), I directed two episodes. This was a new experience for me, and one I took very seriously. But I found, during the process, that a big insecurity for me is the fear that if I need a second opinion, that means I don’t know what I’m doing. This is false, I do know what I’m doing, but it’s that vulnerability, that want for another set of eyes on my decision that can make me shaky. I ultimately made all the decisions I needed to—after using my resources aka asking questions—but in order to do that, I had to continually let go of this unease that someone from a dark, back corner would pop out, pointing directly at me, yelling about how I’m a fraud for asking for help while in charge. That I’d be plucked up by a huge claw and dropped outside on the sidewalk, banished from taking on this new role. This fear is mindless. Understandable, but stupid. Crews are a team. Any business is a team, and the whole point of having people do different jobs and be experts in their specific department is for them to help in any way they know how. The director isn’t there to bark out orders. They are the conductor bringing everyone’s talents together to execute their own artistic vision. Asking and bouncing ideas off people, and even changing your mind, is allowed. It’s so hard to ever show any sort of weakness, especially when you’re a woman at the top of the project, in a business you never thought you’d actually be able to break into. But going through all the possibilities and asking for help is not weak, it’s smart. I’m going to go ahead and dog-ear this paragraph so even I can come back and remind myself.

One interview technique that I’d used to sort the good from the bad was to ask a series of questions about hiring, training, and managing sales reps. Typically, it would go like this: Ben: “What do you look for in a sales rep?” Candidate: “They need to be smart, aggressive, and competitive. They need to know how to do complex deals and navigate organizations.” Ben: “How do you test for those things in an interview?” Candidate: “Umm, well, I hire everybody out of my network.” Ben: “Okay, once you get them on board, what do you expect from them?” Candidate: “I expect them to understand and follow the sales process, I expect them to master the product, I expect them to be accurate in their forecasting. . . .” Ben: “Tell me about the training program that you designed to achieve this.” Candidate: “Umm.” They would then proceed to make something up as they went along.

When you run a large organization, you tend to become very good at tasks such as complex decision-making, prioritization, organizational design, process improvement, and organizational communication. When you are building an organization, there is no organization to design, there are no processes to improve, and communicating with the organization is simple. On the other hand, you have to be very adept at running a high-quality hiring process, have terrific domain expertise (you are personally responsible for quality control), know how to create process from scratch, and be extremely creative about initiating new directions and tasks.

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How to Get on Google Maps- The process We all know that marketing trends keep on changing and the new wave is pointing towards the Google maps marketing. Everyone is able to see the importance of this strategy and they are pretty impressed with the results too. However, the next big question is how to get on the Google Maps? What process do they need to follow? Do they have to hire someone for the deed? Here you can get the answer for all these questions. Initially you don’t have to hire anyone to do the deed but eventually maybe you have to. The initial process of getting on the maps is quite easy and is divided into few steps only. Here is the list of steps one needs to follow in order to get on the Google maps and start their journey of Google Maps marketing. How to Get on Google Maps • Business Listing: The very first step to start the process is through getting yourself listed on the Google Maps. Fill the details of your business accurately on Google My Business listing. Mention all the details asked there without skipping any field. Claim your listing first, this step will be the stepping stone to mark your company’s presence on Google Maps. • Address: Here we are talking about Maps so hopefully you understand that it is very important to share the exact address of the business to get a right one on the maps. Before completing the listing, make sure that the address is 100% correct without any discrepancies, be it on Goggle or other platforms. • Verification of the listing: The last step is to verify your listing which can be done through several ways. Some people believe that postcard submissions are the most dependable ones. This step can take few days or weeks to complete. In this step every option will offer you a 4- digit PIN which you have to submit at Google’s site.

At least one anointed bar raiser would participate in every interview process and would have the power to veto a candidate who did not meet the goal of raising the company’s overall hiring bar.

The foundation of management is very simple. Managers get paid for one thing and one thing only. They get paid to move numbers. Leaders are rewarded for setting strategic directions that generate better-than-average returns. The best leaders find the right numbers to be moved, decide which direction to move the numbers, how far to move them, and how much to invest in moving them, and establish time frames in which to accomplish the goals. Then they hire the best managers to accomplish their vision.

Imagine the power to resolve dozens of issues right on the spot. If a press release needed approval, everyone (including the CFO, the VP of sales, and the software development and marketing chiefs) was there to review and resolve it in minutes. It didn’t float around in emails for days, sucking up hours of management’s time. If Sales was having a problem with the CRM system, the head of IT was there. If Development needed to hire additional programmers, the head of HR and the CFO were there to start the process and sign off on the budget.

Key learnings You can boost your brand and get more people to trust you by doing interviews with top industry leaders. By spending time with them asking questions, you get associated with their image and people will perceive you as an expert as well. Processes are key. If you want to get people from the top of the ladder on your podcast/interviews you need to start small and then keep leveling up. Communities die, families prosper. Your team will be the most important success factor of your company as you grow. The key source of talented people is actually the people you’ve already hired. Your team reflects your company culture. That’s why they need to be 100% involved. Making people’s lives easier is one of the most underrated skills in business. Transparency leads to trust. Don’t beat around the bush, tell it like it is and people will see they can trust you.

The P.I. states that if something x has happened in certain particular circumstances n times in the past, we are justified in believing that the same circumstances will produce x on the (n + 1)th occasion. The P.I. is wholly respectable and authoritative, and it seems like a well-lit exit out of the whole problem. Until, that is, it happens to strike you (as can occur only in very abstract moods or when there’s an unusual amount of time before the alarm goes off) that the P.I. is itself merely an abstraction from experience … and so now what exactly is it that justifies our confidence in the P.I.? This latest thought may or may not be accompanied by a concrete memory of several weeks spent on a relative’s farm in childhood (long story). There were four chickens in a wire coop off the garage, the brightest of whom was called Mr. Chicken. Every morning, the farm’s hired man’s appearance in the coop area with a certain burlap sack caused Mr. Chicken to get excited and start doing warmup-pecks at the ground, because he knew it was feeding time. It was always around the same time t every morning, and Mr. Chicken had figured out that t(man + sack) = food, and thus was confidently doing his warmup-pecks on that last Sunday morning when the hired man suddenly reached out and grabbed Mr. Chicken and in one smooth motion wrung his neck and put him in the burlap sack and bore him off to the kitchen. Memories like this tend to remain quite vivid, if you have any. But with the thrust, lying here, being that Mr. Chicken appears now actually to have been correct—according to the Principle of Induction—in expecting nothing but breakfast from that (n + 1)th appearance of man + sack at t. Something about the fact that Mr. Chicken not only didn’t suspect a thing but appears to have been wholly justified in not suspecting a thing—this seems concretely creepy and upsetting. Finding some higher-level justification for your confidence in the P.I. seems much more urgent when you realize that, without this justification, our own situation is basically indistinguishable from that of Mr. Chicken. But the conclusion, abstract as it is, seems inescapable: what justifies our confidence in the Principle of Induction is that it has always worked so well in the past, at least up to now. Meaning that our only real justification for the Principle of Induction is the Principle of Induction, which seems shaky and question-begging in the extreme. The only way out of the potentially bedridden-for-life paralysis of this last conclusion is to pursue further abstract side-inquiries into what exactly ‘justification’ means and whether it’s true that the only valid justifications for certain beliefs and principles are rational and noncircular. For instance, we know that in a certain number of cases every year cars suddenly veer across the centerline into oncoming traffic and crash head-on into people who were driving along not expecting to get killed; and thus we also know, on some level, that whatever confidence lets us drive on two-way roads is not 100% rationally justified by the laws of statistical probability. And yet ‘rational justification’ might not apply here. It might be more the fact that, if you cannot believe your car won’t suddenly get crashed into out of nowhere, you just can’t drive, and thus that your need/desire to be able to drive functions as a kind of ‘justification’ of your confidence.* It would be better not to then start analyzing the various putative ‘justifications’ for your need/desire to be able to drive a car—at some point you realize that the process of abstract justification can, at least in principle, go on forever. The ability to halt a line of abstract thinking once you see it has no end is part of what usually distinguishes sane, functional people—people who when the alarm finally goes off can hit the floor without trepidation and plunge into the concrete business of the real workaday world—from the unhinged.

Pages 85-87: Lower Burma when first occupied … was a vast deltaic plain of swamp and jungle, with a secure rainfall; when the opening of the canal created a market for rice, this wide expanse of land was rapidly reclaimed by small cultivators … Formerly, the villager in Lower Burma, like peasants in general, cultivated primarily for home consumption, and it has always been the express policy of the Government to encourage peasant proprietorship. Land in the delta was abundant … The opening of the canal provided a certain and profitable market for as much rice as people could grow. … men from Upper Burma crowded down to join in the scramble for land. In two or three years a laborer could save out of his wages enough money to buy cattle and make a start on a modest scale as a landowner. … The land had to be cleared rapidly and hired labor was needed to fell the heavy jungle. In these circumstances newly reclaimed land did not pay the cost of cultivation, and there was a general demand for capital. Burmans, however, lacked the necessary funds, and had no access to capital. They did not know English or English banking methods, and English bankers knew nothing of Burmans or cultivation. … in the ports there were Indian moneylenders of the chettyar caste, amply provided with capital and long accustomed to dealing with European banks in India. About 1880 they began to send out agents into the villages, and supplied the people with all the necessary capital, usually at reasonable rates and, with some qualifications, on sound business principles. … now the chettyars readily supplied the cultivators with all the money that they needed, and with more than all they needed. On business principles the money lender preferred large transactions, and would advance not merely what the cultivator might require but as much as the security would stand. Naturally, the cultivator took all that he could get, and spent the surplus on imported goods. The working of economic forces pressed money on the cultivator; to his own discomfiture, but to the profit of the moneylenders, of European exporters who could ensure supplies by giving out advances, of European importers whose cotton goods and other wares the cultivator could purchase with the surplus of his borrowings, and of the banks which financed the whole economic structure. But at the first reverse, with any failure of the crop, the death of cattle, the illness of the cultivator, or a fall of prices, due either to fluctuations in world prices or to manipulation of the market by the merchants, the cultivator was sold up, and the land passed to the moneylender, who found some other thrifty laborer to take it, leaving part of the purchase price on mortgage, and with two or three years the process was repeated. … As time went on, the purchasers came more and more to be men who looked to making a livelihood from rent, or who wished to make certain of supplies of paddy for their business. … Others also, merchants and shopkeepers, bought land, because they had no other investment for their profits. These trading classes were mainly townsfolk, and for the most part Indians or Chinese. Thus, there was a steady growth of absentee ownership, with the land passing into the hands of foreigners. Usually, however, as soon as one cultivator went bankrupt, his land was taken over by another cultivator, who in turn lost with two or three years his land and cattle and all that he had saved. [By the 1930s] it appeared that practically half the land in Lower Burma was owned by absentees, and in the chief rice-producing districts from two-thirds to nearly three-quarters. … The policy of conserving a peasant proprietary was of no avail against the hard reality of economic forces…

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How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

At Berkshire, managers can focus on running their businesses: They are not subjected to meetings at headquarters nor financing worries nor Wall Street harassment. They simply get a letter from me every two years (reproduced at the end of this letter) and call me when they wish. And their wishes do differ: There are managers to whom I have not talked in the last year, while there is one with whom I talk almost daily. Our trust is in people rather than process. A “hire well, manage little” code suits both them and me.

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