One Pager Quotes

Although agreeable people are more likely to report they are happy, disagreeable people are more likely to say they are happy when they are being disagreeable! In one study that involved “beeping” people with a pager at random times during the day, disagreeable people were more likely to express positive emotions when they were engaged in acts such as disciplining others than when they may have found themselves in inexplicably pleasant surroundings.

I lost my first patient on a Tuesday. She was an eighty-two-year-old woman, small and trim, the healthiest person on the general surgery service, where I spent a month as an intern. (At her autopsy, the pathologist would be shocked to learn her age: “She has the organs of a fifty-year-old!”) She had been admitted for constipation from a mild bowel obstruction. After six days of hoping her bowels would untangle themselves, we did a minor operation to help sort things out. Around eight P.M. Monday night, I stopped by to check on her, and she was alert, doing fine. As we talked, I pulled from my pocket my list of the day’s work and crossed off the last item (post-op check, Mrs. Harvey). It was time to go home and get some rest. Sometime after midnight, the phone rang. The patient was crashing. With the complacency of bureaucratic work suddenly torn away, I sat up in bed and spat out orders: “One liter bolus of LR, EKG, chest X-ray, stat—I’m on my way in.” I called my chief, and she told me to add labs and to call her back when I had a better sense of things. I sped to the hospital and found Mrs. Harvey struggling for air, her heart racing, her blood pressure collapsing. She wasn’t getting better no matter what I did; and as I was the only general surgery intern on call, my pager was buzzing relentlessly, with calls I could dispense with (patients needing sleep medication) and ones I couldn’t (a rupturing aortic aneurysm in the ER). I was drowning, out of my depth, pulled in a thousand directions, and Mrs. Harvey was still not improving. I arranged a transfer to the ICU, where we blasted her with drugs and fluids to keep her from dying, and I spent the next few hours running between my patient threatening to die in the ER and my patient actively dying in the ICU. By 5:45 A.M., the patient in the ER was on his way to the OR, and Mrs. Harvey was relatively stable. She’d needed twelve liters of fluid, two units of blood, a ventilator, and three different pressors to stay alive. When I finally left the hospital, at five P.M. on Tuesday evening, Mrs. Harvey wasn’t getting better—or worse. At seven P.M., the phone rang: Mrs. Harvey had coded, and the ICU team was attempting CPR. I raced back to the hospital, and once again, she pulled through. Barely. This time, instead of going home, I grabbed dinner near the hospital, just in case. At eight P.M., my phone rang: Mrs. Harvey had died. I went home to sleep.

The feeling of getting an email! As if the ghost of a passenger pigeon had flown into your home and delivered it directly into your head, so swooping and unexpected and feathered was the feeling. How suddenly full you felt of white vapor. How you set your fingers on the keyboard to write back, and your fingers disappeared almost up to the first knuckle in those clattering beige keys—so much more satisfying than the shallow keys that came later, or the touchscreens that came even after that. The story of any courtship is one of ephemera, dead vehicles, outdated technology. Name cards, canoes, pagers. The roller rink, telegrams, mixtapes. Radio dedications. The drive-in. Hotmail dot com.

You needed a “one-pager”; a written summary of the idea; an initial rough estimate of which teams would be impacted; a consumer adoption model, if applicable; a P&L; and an explanation of why it was strategically important for Amazon to embark on the initiative immediately.

Here’s how NPI worked: Once every quarter, teams submitted projects they thought were worth doing that would require resources from outside their own team—which basically meant almost every project of reasonable size. It took quite a bit of work to prepare and submit an NPI request. You needed a “one-pager”; a written summary of the idea; an initial rough estimate of which teams would be impacted; a consumer adoption model, if applicable; a P&L; and an explanation of why it was strategically important for Amazon to embark on the initiative immediately. Just proposing the idea represented a resource-intensive undertaking.

If you were to ask recently hired Amazon employees about what has surprised them most in their time at the company so far, one response would certainly top the list: “The eerie silence in the first 20 minutes of many meetings.” At Amazon, after a brief exchange of greetings and chitchat, everyone sits at the table, and the room goes completely silent. Silent, as in not a word. The reason for the silence? A six-page document that everyone must read before discussion begins. Amazon relies far more on the written word to develop and communicate ideas than most companies, and this difference makes for a huge competitive advantage. In this chapter we’ll talk about how and why Amazon made the transition from the use of PowerPoint (or any other presentation software) to written narratives, and how it has benefited the company—and can benefit yours too. Amazon uses two main forms of narrative. The first is known as the “six-pager.” It is used to describe, review, or propose just about any type of idea, process, or business. The second narrative form is the PR/FAQ. This one is specifically linked to the Working Backwards process for new product development. In this chapter, we’ll focus on the six-pager and in the following chapter we’ll look at the PR/FAQ.

Pierce was thinking about the New York fair around the same time that a modest display of Bell Labs innovations was being demonstrated at Seattle’s Century 21 Exposition, which was being marked by the construction of a huge “space needle” on the city’s fairgrounds. At the Seattle fair visitors could ride a monorail to a Bell exhibit intimating a future of startling convenience: phones with speedy touch-tone buttons (which would soon replace dials), direct long-distance calling (which would soon replace operators), and rapid electronic switching (which would soon be powered by transistors). A visitor could also try something called a portable “pager,” a big, blocky device that could alert doctors and other busy professionals when they received urgent calls.2 New York’s fair would dwarf Seattle’s. The crowds were expected to be immense—probably somewhere around 50 or 60 million people in total. Pierce and David’s 1961 memo recommended a number of exhibits: “personal hand-carried telephones,” “business letters in machine-readable form, transmitted by wire,” “information retrieval from a distant computer-automated library,” and “satellite and space communications.” By the time the fair opened in April 1964, though, the Bell System exhibits, housed in a huge white cantilevered building nicknamed the “floating wing,” described a more conservative future than the one Pierce and David had envisioned.

The National Institutes of Health in Maryland keeps samples of the 1918 flu virus in a freezer at an undisclosed location. It’s not easy to get anywhere near that locked freezer, let alone inside it. First, you have to get onto the campus of the NIH, which requires identification, a reason to be admitted, and a PhD, preferably in one of the life sciences. Once you get through and find the building, a guard has to buzz you in via an airlocked entrance with double doors. Inside, you will pass through a metal detector and then be firmly guided toward a locker, where your cell phone, thumb drive, computer, pager, and camera must be deposited. Then, and only then, will you be escorted farther into the building.

Again, everything needs to be perfect. It doesn’t matter how tired or distracted you are, how many things might be going on with other patients or with your boss or your lab or in your personal life. It needs to be perfect. Otherwise, the patient will pay a huge price, the donor won’t have given the gift of life, and you will be woken in the middle of the night by a shrill pager letting you know you’ve screwed up, it is your fault, and now you have to deal with it. That’s a kidney transplant. No big deal, but one of the best things we do in health care.

The easiest way to find the experts is to ask. Almost every Angel Group has a point of contact who knows most members and their backgrounds. Usually, this is the Deal Flow Manager, Executive Director or one of the founders of the group. Reach out to one of these people and ask for advice about your pitch, one-pager or something else completely. “Hi, I am in the process of fundraising. We are a SaaS company in the ed-tech space. I was curious if I could ask you a few questions about…

The One Pager is a one-page document summarizing the entire company into simple consumable bite-sized pieces.

The best place to create a One Pager is at onepager.timlcooley.com.

Like your elevator pitch, you need a one-paragraph description of the business. The paragraph contains no more than four sentences explaining the problem, solution, and a few highlights about the business. The paragraph is a great tool to initiate a conversation or use as a follow-up when an investor asks for a brief description of the company. If using the paragraph to initiate a conversation, you can link to the One Pager to give more context about the investment.

Before Claire, I'd romanticized my loneliness. I had no one, but I needed no one. I was most myself when I was alone. I'd made it my prevailing personality trait. Today and every day now, my loneliness felt oppressive. It threatened to crush me, and I didn't have it in me to get out of its way.