Quality Over Speed Quotes

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My friend Chip Ward speaks of “the tyranny of the quantifiable,” of the way what can be measured almost always takes precedence over what cannot: private profit over public good; speed and efficiency over enjoyment and quality; the utilitarian over the mysteries and meanings that are of greater use to our survival and to more than our survival, to lives that have some purpose and value that survive beyond us to make a civilization worth having.
Rebecca Solnit (Men Explain Things to Me)
It would be natural for some to feel that pressure and choose speed over quality. And try to hide it when something goes wrong. Not because they’re bad people, but because they’re people. That way lies tragedy.
Louise Penny (All the Devils Are Here (Chief Inspector Armand Gamache, #16))
Now is the moment to define our terms. In this book, Fast and Slow do more than just describe a rate of change. They are shorthand for ways of being, or philosophies of life. Fast is busy, controlling, aggressive, hurried, analytical, stressed, superficial, impatient, active, quantity-over-quality. Slow is the opposite: calm, careful, receptive, still, intuitive, unhurried, patient, reflective, quality-over-quantity. It is about making real and meaningful connections - with people, culture, work, food, everything.
Carl Honoré (In Praise of Slow: How a Worldwide Movement is Challenging the Cult of Speed)
Since it morphed from “battle fatigue” or “shell shock” into a formal psychiatric illness, combat PTSD has been framed as a result of the sheer terror of being under attack, of someone trying to kill you and those around you. As we’ve seen, it is an illness where fear conditioning is overgeneralized and pathological, an amygdala grown large, hyperreactive, and convinced that you are never safe. But consider drone pilots—soldiers who sit in control rooms in the United States, directing drones on the other side of the planet. They are not in danger. Yet their rates of PTSD are just as high as those of soldiers actually “in” war. Why? Drone pilots do something horrifying and fascinating, a type of close-range, intimate killing like nothing in history, using imaging technology of extraordinary quality. A target is identified, and a drone might be positioned invisibly high in the sky over the person’s house for weeks, the drone operators always watching, waiting, say, for a gathering of targets in the house. You watch the target coming and going, eating dinner, taking a nap on his deck, playing with his kids. And then comes the command to fire, to release your Hellfire missile at supersonic speed.
Robert M. Sapolsky (Behave: The Biology of Humans at Our Best and Worst)
My friend speaks of the "tyranny of the quantifiable," of the way what can be measured almost always takes precedence over what cannot: private profit over public good; speed and efficiency over enjoyment and quality; the utilitarian over the mysteries and meanings that are of greater use to our survival and to more than our survival, to lives that have some purpose and value that survive beyond us to make a civilization worth having.
Rebecca Solnit
I was thinking about Leon and our affinity for busyness, when I happened upon a book called In Praise of Slowness, written by Carl Honoré. In that book he describes a New Yorker cartoon that illustrates our dilemma. Two little girls are standing at a school-bus stop, each clutching a personal planner. One says to the other, “Okay, I’ll move ballet back an hour, reschedule gymnastics, and cancel piano. You shift your violin lessons to Thursday and skip soccer practice. That gives us from 3:15 to 3:45 on Wednesday the sixteenth to play.” This, I suppose, is how the madness starts. Pay close attention to the words Honoré uses to describe this fast-life/slow-life dichotomy. “Fast is busy, controlling, aggressive, hurried, analytical, stressed, superficial, impatient, active, quantity-over-quality. Slow is the opposite: calm, careful, receptive, intuitive, unhurried, patient, reflective, quality-over-quantity…. It is seeking to live at what musicians call the tempo giusto—the right speed.”* Which of those lifestyles would you prefer?
Philip Gulley (Porch Talk: Stories of Decency, Common Sense, and Other Endangered Species)
I have been investigating this modern problem of decline in readership and my conclusion is that it has little to do with bad readership and a whole lot with a difference in information speed. Frankly, the modern brain is much faster than the classical brain was in how it absorbs information and novels do not reflect this development. They are simply not dense enough. Too slow, not the right tempo - bores the shit out of a modern brain! There's the real problem: our brains have developed into different speed levels that authors cant adjust to. It has nothing whatsoever to do with quality: it has rather a whole lot to do with people claiming to be authors who are incapable of concentrating their ideas in the right sort of space, and rather smear out a few already halfbaked ideas over 30 plus pages. Hello! Do you think its weird a facebooktrained mind, capable of digesting enormous amounts of information at quick speeds, is bored shitless with that? The problem is not bad readership but rather bad authorship: authors that cannot adjust to the times. And since there are a zillion books published every day of authors that just cant keep up with the speed of the times, and criticism hardly exists anymore in modern society, it becomes simply very unattractive to read books, unless one keeps to the classics, which are books that are much more dense at essence.
Martijn Benders
Life, in short, just wants to be. But—and here’s an interesting point—for the most part it doesn’t want to be much. This is perhaps a little odd because life has had plenty of time to develop ambitions. If you imagine the 4.5 billion odd years of Earth’s history compressed into a normal earthly day, then life begins very early, about 4 A.M., with the rise of the first simple, single-celled organisms, but then advances no further for the next sixteen hours. Not until almost 8:30 in the evening, with the day five-sixths over, has Earth anything to show the universe but a restless skin of microbes. Then, finally, the first sea plants appear, followed twenty minutes later by the first jellyfish and the enigmatic Ediacaran fauna first seen by Reginald Sprigg in Australia. At 9:04 P.M. trilobites swim onto the scene, followed more or less immediately by the shapely creatures of the Burgess Shale. Just before 10 P.M. plants begin to pop up on the land. Soon after, with less than two hours left in the day, the first land creatures follow. Thanks to ten minutes or so of balmy weather, by 10:24 the Earth is covered in the great carboniferous forests whose residues give us all our coal, and the first winged insects are evident. Dinosaurs plod onto the scene just before 11 P.M. and hold sway for about three-quarters of an hour. At twenty-one minutes to midnight they vanish and the age of mammals begins. Humans emerge one minute and seventeen seconds before midnight. The whole of our recorded history, on this scale, would be no more than a few seconds, a single human lifetime barely an instant. Throughout this greatly speeded-up day continents slide about and bang together at a clip that seems positively reckless. Mountains rise and melt away, ocean basins come and go, ice sheets advance and withdraw. And throughout the whole, about three times every minute, somewhere on the planet there is a flashbulb pop of light marking the impact of a Manson-sized meteor or one even larger. It’s a wonder that anything at all can survive in such a pummeled and unsettled environment. In fact, not many things do for long. Perhaps an even more effective way of grasping our extreme recentness as a part of this 4.5-billion-year-old picture is to stretch your arms to their fullest extent and imagine that width as the entire history of the Earth. On this scale, according to John McPhee in Basin and Range, the distance from the fingertips of one hand to the wrist of the other is Precambrian. All of complex life is in one hand, “and in a single stroke with a medium-grained nail file you could eradicate human history.” Fortunately, that moment hasn’t happened, but the chances are good that it will. I don’t wish to interject a note of gloom just at this point, but the fact is that there is one other extremely pertinent quality about life on Earth: it goes extinct. Quite regularly. For all the trouble they take to assemble and preserve themselves, species crumple and die remarkably routinely. And the more complex they get, the more quickly they appear to go extinct. Which is perhaps one reason why so much of life isn’t terribly ambitious.
Bill Bryson (A Short History of Nearly Everything)
5236 rue St. Urbain The baby girl was a quick learner, having synthesized a full range of traits of both of her parents, the charming and the devious. Of all the toddlers in the neighbourhood, she was the first to learn to read and also the first to tear out the pages. Within months she mastered the grilling of the steaks and soon thereafter presented reasons to not grill the steaks. She was the first to promote a new visceral style of physical comedy as a means of reinvigorate the social potential of satire, and the first to declare the movement over. She appreciated the qualities of movement and speed, but also understood the necessity of slowness and leisure. She quickly learned the importance of ladders. She invented games with numerous chess-boards, matches and glasses of unfinished wine. Her parents, being both responsible and duplicitous people, came up with a plan to protect themselves, their apartment and belongings, while also providing an environment to encourage the open development of their daughter's obvious talents. They scheduled time off work, put on their pajamas and let the routines of the apartment go. They put their most cherished books right at her eye-level and gave her a chrome lighter. They blended the contents of the fridge and poured it into bowls they left on the floor. They took to napping in the living room, waking only to wipe their noses on the picture books and look blankly at the costumed characters on the TV shows. They made a fuss for their daughter's attention and cried when she wandered off; they bit or punched each other when she out of the room, and accused the other when she came in, looking frustrated. They made a mess of their pants when she drank too much, and let her figure out the fire extinguisher when their cigarettes set the blankets smoldering. They made her laugh with cute songs and then put clothes pins on the cat's tail. Eventually things found their rhythm. More than once the three of them found their faces waxened with tears, unable to decide if they had been crying, laughing, or if it had all been a reflex, like drooling. They took turns in the bath. Parents and children--it is odd when you trigger instinctive behaviour in either of them--like survival, like nurture. It's alright to test their capabilities, but they can hurt themselves if they go too far. It can be helpful to imagine them all gorging on their favourite food until their bellies ache. Fall came and the family went to school together.
Lance Blomgren (Walkups)
It is unlikely that those who provide housing, food, medicine or a host of other goods and services, can continue to provide us with the same quantity and quality of these when the costs involved in providing that quantity and quality of goods and services cannot be recovered. . This may not be immediately obvious, a reason why price controls are popular, but the consequences are long-lasting and usually get even worse over time. Homes do not disappear immediately when there is rent control, but they deteriorate over time without being replaced by newer and more suitable ones. Currently available medicines do not disappear when price controls are implemented, but new medicines for the treatment of cancer, AIDS, Alzheimer's and others will probably not continue to be developed at the same speed, when the money to pay for their development is no longer there. Present. But everything takes time to be noticed and the memory of most people may be very short-term and they cannot connect the bad consequences they suffer with the popular policies they supported a few years ago.
Thomas Sowell (Basic Economics: A Citizen's Guide to the Economy)
If talking pictures could be said to have a father, it was Lee De Forest, a brilliant but erratic inventor of electrical devices of all types. (He had 216 patents.) In 1907, while searching for ways to boost telephone signals, De Forest invented something called the thermionic triode detector. De Forest’s patent described it as “a System for Amplifying Feeble Electric Currents” and it would play a pivotal role in the development of broadcast radio and much else involving the delivery of sound, but the real developments would come from others. De Forest, unfortunately, was forever distracted by business problems. Several companies he founded went bankrupt, twice he was swindled by his backers, and constantly he was in court fighting over money or patents. For these reasons, he didn’t follow through on his invention. Meanwhile, other hopeful inventors demonstrated various sound-and-image systems—Cinematophone, Cameraphone, Synchroscope—but in every case the only really original thing about them was their name. All produced sounds that were faint or muddy, or required impossibly perfect timing on the part of the projectionist. Getting a projector and sound system to run in perfect tandem was basically impossible. Moving pictures were filmed with hand-cranked cameras, which introduced a slight variability in speed that no sound system could adjust to. Projectionists also commonly repaired damaged film by cutting out a few frames and resplicing what remained, which clearly would throw out any recording. Even perfect film sometimes skipped or momentarily stuttered in the projector. All these things confounded synchronization. De Forest came up with the idea of imprinting the sound directly onto the film. That meant that no matter what happened with the film, sound and image would always be perfectly aligned. Failing to find backers in America, he moved to Berlin in the early 1920s and there developed a system that he called Phonofilm. De Forest made his first Phonofilm movie in 1921 and by 1923 he was back in America giving public demonstrations. He filmed Calvin Coolidge making a speech, Eddie Cantor singing, George Bernard Shaw pontificating, and DeWolf Hopper reciting “Casey at the Bat.” By any measure, these were the first talking pictures. However, no Hollywood studio would invest in them. The sound quality still wasn’t ideal, and the recording system couldn’t quite cope with multiple voices and movement of a type necessary for any meaningful dramatic presentation. One invention De Forest couldn’t make use of was his own triode detector tube, because the patents now resided with Western Electric, a subsidiary of AT&T. Western Electric had been using the triode to develop public address systems for conveying speeches to large crowds or announcements to fans at baseball stadiums and the like. But in the 1920s it occurred to some forgotten engineer at the company that the triode detector could be used to project sound in theaters as well. The upshot was that in 1925 Warner Bros. bought the system from Western Electric and dubbed it Vitaphone. By the time of The Jazz Singer, it had already featured in theatrical presentations several times. Indeed, the Roxy on its opening night in March 1927 played a Vitaphone feature of songs from Carmen sung by Giovanni Martinelli. “His voice burst from the screen with splendid synchronization with the movements of his lips,” marveled the critic Mordaunt Hall in the Times. “It rang through the great theatre as if he had himself been on the stage.
Bill Bryson (One Summer: America, 1927)
Little girl, who gave you permission to--Oh!” She bit off her words the moment that she noticed how well I was dressed, to say nothing of the two guards attending me. Her expression transformed from sour to sweet with stunning speed. “Ah, noble lady, I see that you have a keen eye for quality,” she cried. “You won’t find better cloth anywhere in Delphi--warm in winter, light in summer, tightly woven, and proof against wind and rain. And just look at those colors!” I did. They were all drab grays and browns. I held the first cloth up to the sunlight. If that was what she called a tight weave, so was a fishing net. “I want a cloak,” I told her, tossing the cloth aside. “Something long and heavy. It’s for him.” I nodded at Milo. “Of course, just as you wish, I have exactly what you want, wait right here,” she chattered. “I’ll bring out the best I have, something worthy of the noble lord.” She raised her hands to Milo in a gesture of reverence before ducking back into her house. “‘The noble lord’?” the tall guard repeated, incredulous. He and his companion snickered. Milo looked miserable. “Ignore them,” I told him, speaking low. “I promise you, before today is over, you’ll be the one laughing at them.
Esther M. Friesner (Nobody's Princess (Nobody's Princess, #1))
It is the very impersonal quality of urban life, which is lived among strangers, that accounts for intensified religious feeling. For in the village of old, religion was a natural extension of the daily traditions and routine of life among the extended family; but migrations to the city brought Muslims into the anonymity of slum existence, and to keep the family together and the young from drifting into crime, religion has had to be reinvented in starker, more ideological form. In this way states weaken, or at least have to yield somewhat, to new and sometimes extreme kinds of nationalism and religiosity advanced by urbanization. Thus, new communities take hold that transcend traditional geography, even as they make for spatial patterns of their own. Great changes in history often happen obscurely.10 A Eurasia and North Africa of vast, urban concentrations, overlapping missile ranges, and sensational global media will be one of constantly enraged crowds, fed by rumors and half-truths transported at the speed of light by satellite channels across the rimlands and heartland expanse, from one Third World city to another. Conversely, the crowd, empowered by social media like Twitter and Facebook, will also be fed by the very truth that autocratic rulers have denied it. The crowd will be key in a new era where the relief map will be darkened by densely packed megacities—the crowd being a large group of people who abandon their individuality in favor of an intoxicating collective symbol. Elias Canetti, the Bulgarian-born Spanish Jew and Nobel laureate in literature, became so transfixed and terrified at the mob violence over inflation that seized Frankfurt and Vienna between the two world wars that he devoted much of his life to studying the human herd in all its manifestations. The signal insight of his book Crowds and Power, published in 1960, was that we all yearn to be inside some sort of crowd, for in a crowd—or a mob, for that matter—there is shelter from danger and, by inference, from loneliness. Nationalism, extremism, the yearning for democracy are all the products of crowd formations and thus manifestations of seeking to escape from loneliness. It is loneliness, alleviated by Twitter and Facebook, that ultimately leads to the breakdown of traditional authority and the erection of new kinds.
Robert D. Kaplan (The Revenge of Geography: What the Map Tells Us About Coming Conflicts and the Battle Against Fate)
As a team, then, the Golgis and the spindles produce a sensory impression that is very different in kind than the impressions of color, texture, odor, or sound produced by our more conscious sense. Instead of measuring any of these surface qualities, the muscle and tendon organs assess the pure mass of an object. Now mass is an invisible thing. We have only to contemplate the surprises offered by a tennis ball filled with lead, or a large “rock” made of styrofoam in a movie studio, to remind ourselves how easily deceived our other sense organs can be with regard to mass. Mass has nothing to do with surface qualities; it is the measure of an object’s resistance to movement, and I can have no idea of its value until I am actively engaged in moving the object. Nor are the sensory cues relating to mass at all constant with regard to the object. They vary continually, as a function of inertia, according to the speed with which I move the object, or the relative suddenness with which I attempt to change the direction of movement or stop the object. A five pound bucket “feels” much heavier if I swing it rapidly in a circle over my head—that is, I have to brace myself much more forcefully in order to resist its pull. It is the precise value of this resistance which is measured by the Golgi tendon organs, and when their information is correlated with the spindles’ measurement of the exact speed and distance of movement, I can arrive at an accurate estimate of mass, that invisible yet crucial property of all matter.
Deane Juhan (Job's Body: A Handbook for Bodywork)
TalkBox made its first mistake a few months into launching. In 2011, most people were still relying on 2G in mainland China. The most popular data package in China was 30 megabytes for about 80 cents. The novice founders, thinking 3G would soon dawn upon the country, decided to opt for voice quality instead of speed. They were wrong; the faster network didn’t roll out fully until 2013, missing their estimate by a year. WeChat chose the reverse and soon started picking up momentum. A TalkBox message for one minute used up more than a tenth of one megabyte every time. With only thirty megabytes in their data packages, many users were reluctant to send voice messages using TalkBox. WeChat, on the other hand, only required a fifteenth of TalkBox’s. Herein lies an important lesson that wizened startup founders the world over swear by. Timing is everything – come up with an idea too late and you miss the wave, yet roll out something too early and people will deem your product useless. The same happened with food-delivery and restaurant group discounts during the desktop era. They never took off.
Lulu Yilun Chen (Influence Empire: The Story of Tencent and China's Tech Ambition)
Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 Sun oriented streetlamps are a creative and practical lighting arrangement that bridles the force of the sun to enlighten streets, pathways, and public spaces. In urban communities like Bangalore, where energy proficiency and natural manageability are key needs, the reception of sun based streetlamps has been picking up speed. This article investigates the different parts of sun based streetlamps, including their advantages, estimating factors in Bangalore, an examination of various items, experiences into a main supplier like SuneaseSolar, ways to choose the right streetlamp, and rules for establishment and support. 1. Prologue to Sunlight based Streetlamps What are Sunlight based Streetlamps? Sun oriented streetlamps are independent lighting frameworks that bridle the force of daylight to enlighten open air spaces like roads, pathways, and public regions. These lights comprise of sun powered chargers, Drove lights, batteries, and a regulator to deal with the energy stream. Significance of Sun based Streetlamps Sun based streetlamps assume a significant part in improving wellbeing, security, and perceivability in metropolitan and provincial regions where customary lattice power might be untrustworthy or inaccessible. They offer a practical and productive lighting arrangement that decreases reliance on non-renewable energy sources and adds to a greener climate. 2. Advantages of Sun powered Streetlamps Energy Effectiveness Sun oriented streetlamps are profoundly energy-effective as they work by changing over daylight into power, taking out the requirement for lattice power. This outcomes in lower energy utilization and decreased fossil fuel byproducts, making them an economical lighting choice. Cost Reserve funds By using sun powered energy, sun based streetlamps help in chopping down power charges fundamentally over their life expectancy. The underlying interest in sun powered streetlamps is balanced by long haul cost reserve funds because of negligible upkeep prerequisites and no power costs. Ecological Effect Sunlight based streetlamps add to natural preservation by using inexhaustible sun oriented energy and decreasing carbon impressions. They help in fighting environmental change and advancing a cleaner, greener planet by diminishing dependence on non-sustainable power sources. 3. Factors Influencing solar street light price in bangalore Nature of Parts The cost of sun oriented streetlamps in Bangalore can change in view of the nature of parts utilized, like sun powered chargers, batteries, and Drove lights. More excellent parts frequently bring about better execution and strength, yet may come at a greater cost. Government Endowments and Motivators Government endowments and motivators can affect the last expense of sun based streetlamps in Bangalore. Different plans and projects might offer monetary help or tax reductions, making sunlight based lighting more reasonable and appealing for shoppers. Establishment and Support Expenses Extra factors like establishment and upkeep expenses can impact the general cost of sunlight based streetlamps. Legitimate establishment and normal support guarantee ideal execution and life span, prompting likely expense reserve funds over the long haul. 4. Examination of solar street light price in bangalore Market Investigation of Various Brands A correlation of sunlight based streetlamp costs in Bangalore ought to incorporate an examination of various brands and their contributions. Factors like brand notoriety, item quality, and after-deals backing can affect the cost and generally an incentive for purchasers. Highlights and Particulars While contrasting sun powered streetlamp costs in Bangalore, it's fundamental to consider the highlights and determinations presented by various models.
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Over the past few months, we have introduced a number of great benefits and tools to make us more productive, efficient and fun. With the introduction of initiatives like FYI, Goals and PB&J, we want everyone to participate in our culture and contribute to the positive momentum. From Sunnyvale to Santa Monica, Bangalore to Beijing—I think we can all feel the energy and buzz in our offices. To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo, and that starts with physically being together. Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices. Thanks to all of you, we’ve already made remarkable progress as a company—and the best is yet to come. Jackie
Nicholas Carlson (Marissa Mayer and the Fight to Save Yahoo!)
This is my self-assessment that I wrote in my performance review that year: Overall, my performance was dreadful in 2006. In Unbox, our launch was poorly received, partly due to DRM [digital rights management] and licensing issues that restrict content usage, and selection, partly due to bad product choices we made for consumers (erring on the side of quality over download speed) and partly due to engineering defects. In any case, I didn’t manage these issues appropriately and the result was a weak launch with weak consumer response and negative press reaction. Net my performance versus goals can be summarized by a poor execution percentage in terms of projects completed and the main project that is complete (Unbox Video) is not a compelling customer experience (yet) and the rate of sales is pitiful. I think a grade of ‘D’ for my performance vs. goals would be generous.
Colin Bryar (Working Backwards: Insights, Stories, and Secrets from Inside Amazon)
Over the years, I’ve found that great ventures are set apart by a handful of factors: technical excellence, an outstanding team, reasonable financing, and laser focus—on either a large, existing market or a rapidly growing new one. Finally, a standout venture needs that paradoxical combination of persistence, patience, and urgency. Few young companies possess all of these qualities, especially at the start. The winners develop them over time.
John Doerr (Speed & Scale: An Action Plan for Solving Our Climate Crisis Now)
Working Together Composed by David Whyte as a dedication to the 777 at the request of Boeing corporation. Whyte wanted to be sure not to write a corporate propaganda piece and hence he drew upon his own fear of flying to write something very meaningful. The idea of travelling 550 miles per hour at 33,000 feet with no visible means of support can be scary. However, we today know that the plane gets its support from the interaction between velocity and the wing shape. Velocity and the aerodynamic shape have existed in nature since time immemorial, but humans only discovered the power of bringing them together only about 140 years. That discovery has allowed us to travel all over the world today. Using this as a metaphor, he wrote about many hidden qualities in ourselves that we may need to bring together to achieve more than we can imagine. We shape our self to fit this world and by the world are shaped again. The visible and the invisible working together in common cause, to produce the miraculous. I am thinking of the way the intangible air traveled at speed round a shaped wing easily holds our weight. So may we, in this life trust to those elements we have yet to see or imagine, and look for the true shape of our own self, by forming it well to the great intangibles about us.
David Whyte
Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.
Colin Bryar (Working Backwards: Insights, Stories, and Secrets from Inside Amazon)
My friend Bangaly Kaba, formerly head of growth at Instagram, called this idea the theory of “Adjacent Users.” He describes his experience at Instagram, which several years post-launch was growing fast but not at rocketship speed: When I joined Instagram in 2016, the product had over 400 million users, but the growth rate had slowed. We were growing linearly, not exponentially. For many products, that would be viewed as an amazing success, but for a viral social product like Instagram, linear growth doesn’t cut it. Over the next 3 years, the growth team and I discovered why Instagram had slowed, developed a methodology to diagnose our issues, and solved a series of problems that reignited growth and helped us get to over a billion users by the time I left. Our success was anchored on what I now call The Adjacent User Theory. The Adjacent Users are aware of a product and possibly tried using it, but are not able to successfully become an engaged user. This is typically because the current product positioning or experience has too many barriers to adoption for them. While Instagram had product-market fit for 400+ million people, we discovered new groups of billions of users who didn’t quite understand Instagram and how it fit into their lives.67 In my conversations with Bangaly on this topic, he described his approach as a systematic evaluation of the network of networks that constituted Instagram. Rather than focusing on the core network of Power Users—the loud and vocal minority that often drive product decisions—instead the approach was to constantly figure out the adjacent set of users whose experience was subpar. There might be multiple sets of nonfunctional adjacent networks at any given time, and it might require different approaches to fix each one. For some networks, it might be the features of the product, like Instagram not having great support for low-end Android apps. Or it might be because of the quality of their networks—if the right content creators or celebrities hadn’t yet arrived. You fix the experience for these users, then ask yourself again, who are the adjacent users? Then repeat. Bangaly describes this approach: When I started at Instagram, the Adjacent User was women 35–45 years old in the US who had a Facebook account but didn’t see the value of Instagram. By the time I left Instagram, the Adjacent User was women in Jakarta, on an older 3G Android phone with a prepaid mobile plan. There were probably 8 different types of Adjacent Users that we solved for in-between those two points. To solve for the needs of the Adjacent User, the Instagram team had to be nimble, focusing first on pulling the audience of US women from the Facebook network. This required the team to build algorithmic recommendations that utilized Facebook profiles and connections, so that Instagram could surface friends and family on the platform—not just influencers. Later on, targeting users in Jakarta and in other developing countries might involve completely different approaches—refining apps for low-end Android phones with low data connections. As the Adjacent User changes, the strategy has to change as well.
Andrew Chen (The Cold Start Problem: How to Start and Scale Network Effects)
Questions About the Past Performance How has this organization performed in the past? How do people in the organization think it has performed? How were goals set? Were they insufficiently or overly ambitious? Were internal or external benchmarks used? What measures were employed? What behaviors did they encourage and discourage? What happened if goals were not met? Root Causes If performance has been good, why has that been the case? What have been the relative contributions of strategy, structure, systems, talent bases, culture, and politics? If performance has been poor, why has that been the case? Do the primary issues reside in the organization’s strategy? Its structure? Its technical capabilities? Its culture? Its politics? History of Change What efforts have been made to change the organization? What happened? Who has been instrumental in shaping this organization? Questions About the Present Vision and Strategy What is the stated vision and strategy? Is the organization really pursuing that strategy? If not, why not? If so, will the strategy take the organization where it needs to go? People Who is capable, and who is not? Who is trustworthy, and who is not? Who has influence, and why? Processes What are the key processes? Are they performing acceptably in quality, reliability, and timeliness? If not, why not? Land Mines What lurking surprises could detonate and push you offtrack? What potentially damaging cultural or political missteps must you avoid? Early Wins In what areas (people, relationships, processes, or products) can you achieve some early wins? Questions About the Future Challenges and Opportunities In what areas is the organization most likely to face stiff challenges in the coming year? What can be done now to prepare for them? What are the most promising unexploited opportunities? What would need to happen to realize their potential? Barriers and Resources What are the most formidable barriers to making needed changes? Are they technical? Cultural? Political? Are there islands of excellence or other high-quality resources that you can leverage? What new capabilities need to be developed or acquired? Culture Which elements of the culture should be preserved? Which elements need to change?
Michael D. Watkins (The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter)
Time after time I have heard this item portrayed by a sudden welter of earth-shattering sound and ear-splitting screams. This is way off the mark. The earthquake effect is done in four separate parts, with a few seconds pause between each. Start with a low, shuddering rumble, bring up the gain slowly, hold for a second or two, then drop it back almost to zero. Make the sound itself by shaking two rubber balls around in a cardboard box and recording the sound at double-speed or, if you are able to do so, recording at 15 ips and playing back at 3¾ ips. Having recorded the first part of the “quake” (or “prelude” as it is known), follow on with one or two isolated crockery-smashes and mix-in once more to the rumbling effect, louder this time. Now bring in a sudden sliding, crashing sound, with a tearing metallic “ring” about it. This can be achieved by dropping a quantity of small stones on to the sloping lid of a cardboard box. The lid should be held about a foot above the table surface with a glass jam-jar (lying on its side) at the lower end of the slope. The sound sequence, thus, is that the stones strike the lid of the box, slide down its surface and strike against the side of the jam-jar before coming to rest on the table top. Record the sound at absolute maximum gain. Double-speeding may improve the item still further by both lengthening the sound and giving it a “heavier” quality. Lastly, fade in the rumbling noises once more, hold, then fade to zero. Incidentally, a most uncanny yet effective impression of brooding silence can be obtained between the individual portions of activity by recording very faintly, the sound of distant voices alone. “Panic” noises such as screaming and shouting, if desired, are best recorded ehind the third “falling-debris” section which may be superimposed over it.
R. Murray Schafer (The Soundscape: Our Sonic Environment and the Tuning of the World)
I no longer even need a window to follow the journey. I can narrate it to myself hour by hour, live it from memory, all of it - canyons, towns, the reflection of the clouds in the rivers. Memory has taken on wings and speed has become an inner quality. A pity. No doubt it was better that this purely fornicatory and imaginary relationship, with her sexual voracity and her ankle bracelets, which we carried on all over the place - in the Badlands, in the Chelsea Hotel, in motels, in the sand, between the sheets - and which always meant immediate lovemaking in the minutes that followed, never satisfied, but just as sweet, and flexible and blonde, her eyes raised like a slavegirl's and her hand outstretched towards her sex, she free and servile, feminine and muscled, laughing and admiring, animal blood and metallic eyes - it was natural that this relationship should finish with a pathetic fellatio on a motel balcony, in the morning mist and a hypothetical child which no doubt was not mine and which I shall never see. I have even forgotten her name, but I have not forgotten the straw scent of her sex, nor the twenty-dollar bet on salt or snow, nor the sudden menstrual nosebleed I had one morning when I saw her arriving at my place in all her Californian splendour.
Jean Baudrillard (Cool Memories)
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My friend Chip Ward speaks of "the tyranny of the quantifiable," of the way what can be measured almost always takes precedence over what cannot: private profit over public good, speed an efficiency over enjoyment and quality, the utilitarian over the mysteries and meanings that are of greater use to our survival and to more than our survival, to lives that have some purpose and value that survive beyond us to make a civilization worth having.
Rebecca Solnit (Men Explain Things to Me)
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PROUST M. (In the Shadow of Young Girls in Flower)
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Marcel Proust (In the Shadow of Young Girls in Flower)
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