Iconic Senior Quotes

Calm Is Contagious” This is another of Pavel’s favorite quotes. Here is an elaboration from a speech by Rorke Denver, former Navy SEAL commander: “A master chief, the senior enlisted rank in the Navy—who was like a god to us—told us he was giving us an invaluable piece of advice that he’d learned from another master chief during the Vietnam War. He said, ‘This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.’” *

you should have a running list of three people that you’re always watching: someone senior to you that you want to emulate, a peer who you think is better at the job than you are and who you respect, and someone subordinate who’s doing the job you did—one, two, or three years ago—better than you did it. If you just have those three individuals that you’re constantly measuring yourself off of, and you’re constantly learning from them, you’re going to be exponentially better than you are.

They tried to bury us. They didn’t know we were seeds.” —Mexican proverb There are some secrets we don’t share because they’re embarrassing. Like that time I met Naval Ravikant (page 546) by accidentally hitting on his girlfriend at a coffee shop? Oops. Or the time a celebrity panelist borrowed my laptop to project a boring corporate video, and a flicker of porn popped up—à la Fight Club—in front of a crowd of 400 people? Another good example. But then there are dark secrets. The things we tell no one. The shadows we keep covered for fear of unraveling our lives. For me, 1999 was full of shadows. So much so that I never wanted to revisit them. I hadn’t talked about this traumatic period publicly until April 29, 2015, during a Reddit AMA (Ask Me Anything). What follows is the sequence of my downward spiral. In hindsight, it’s incredible how trivial some of it seems. At the time, though, it was the perfect storm. I include wording like “impossible situation,” which was reflective of my thinking at the time, not objective reality. I still vividly recall these events, but any quotes are paraphrased. So, starting where it began . . . It’s the beginning of my senior year at Princeton University. I’m slated to graduate around June of 1999. Somewhere in the next six months, several things happen in the span of a few weeks. First, I fail to make it to final interviews for McKinsey consulting and Trilogy software, in addition to others. I have no idea what I’m doing wrong, and I start losing confidence after “winning” in the game of academics for so long. Second, a long-term (for

how did IBM get into this mess in the first place? It is the central question to ask because its senior executives understood the economic dynamics underpinning IBM’s mainframe and PC businesses. Despite this, the majority demonstrated a reluctance to reduce the power and cultural influence of their portions of the firm as technological changes suggested new directions, new opportunities not seized on as quickly as they might have been,

What an opportunity the senior Bachchan lost to make a difference to the prejudiced heads by making a statement against the mangalik nonsense. Oh how small really the Big B is, and how big the media made Diana the small. It’s incredible how her quest for lust was portrayed as her search for love! No faulting her taking a lover on the rebound as her man thrust a rival into her marital life but for the media to picture her bed hopping as her craving for love is galling indeed. Why in picturing Diana as the icon of love the media made lust a synonym of love and what’s worse, it made a villain out of her man who embodies the best of love that is constancy.

Who do you think of when you hear the word “successful”? CHRIS: “I’ll answer it this way, and I don’t know if this gets to the exact point. I had a great mentor early on in my career give me advice that I’ve heeded until now, which is that you should have a running list of three people that you’re always watching: someone senior to you that you want to emulate, a peer who you think is better at the job than you are and who you respect, and someone subordinate who’s doing the job you did—one, two, or three years ago—better than you did it. If you just have those three individuals that you’re constantly measuring yourself off of, and you’re constantly learning from them, you’re going to be exponentially better than you are.

One time, at the final hockey game of his senior year, against rival Beverly at the hockey rink in Lynn, the score was tied at two after regulation. Jack had scored both goals for Salem. The game went into overtime, but shortly thereafter, Jack’s team lost. It was the team’s seventh loss in a row. Jack was pissed. He threw his hockey stick in anger, then skated to get the stick and marched off to the locker room. Next thing he knew, his mother was in the locker room, too. She bounded right up to him, oblivious to the fact that the guys around her were in various states of undress. She grabbed him by the jersey in front of everyone. “You punk,” she yelled at him. “If you don’t know how to lose, you’ll never know how to win. If you don’t know this, you don’t belong anywhere.” He paused for a moment, recalling the memory. “She was a powerhouse,” he said. “I loved her beyond comprehension.

The Country Ambassador versus the Country Manager Some companies experiment with an interesting profile: a country chairperson who is a weak overlay over the business and largely plays an ambassadorial role. However, statesmanship and ambassadors are best left to the realm of diplomacy. These roles are a legacy of an era that no longer exists. GE tried the model over the past decade with limited success and finally abandoned it. A ceremonial role, with no accountability for the business and the responsibility only for engaging government, industry associations, and other CEOs, is usually not effective. Everyone—employees, customers, business partners, government officials—will quickly see this role for what it is and dismiss the person as lightweight. This does disservice to the incumbent and the role. The ambassadorial country manager who smells opportunity, but is powerless to act, can become intensely frustrated. Increasingly, the connections among strategy and execution, business, reputation, and regulation are tightening, so an artificial separation of these functions is suboptimal. Bringing accountability for these together in a single leader is vital for growing competent and well-rounded business leaders, who are capable of even being the CEO someday. If the business does require wise counsel, access, and influence and a senior public face, a strong advisory board headed by an iconic leader who serves as a nonexecutive chairperson may be a more prudent approach. We followed this model at Microsoft India with considerable success; the approach is gaining popularity at companies like Coca-Cola, Schneider Electric, and JCB.