Schmidt Best Quotes

You should hire the best engineer you can find, regardless of her coding preference, because if she’s the best she can down enough Java to C how to make the Python Go.

We tried to act familiar, which meant we couldn't ask the kind of questions that might have helped us figure each other out and year after year the distance grew.

My tutors all said that the greatest of the wizards died many years ago and that their like would never be again seen in our lands.” “Historians can be a pessimistic lot. I have never met one that did not believe that the world’s best years had already passed.

He believed in striving for the best idea, not consensus (“I hate consensus!” he would growl), intuitively understanding what numerous academic studies have shown: that the goal of consensus leads to “groupthink” and inferior decisions.

I know. That sounds like a lie. But Presbyterians know that every so often a lie isn't all that bad, and I figured that this was about the best place it could happen.

Coach Wooden once said, “Be interested in finding the best way, not in having your own way.

Winning depends on having the best team, and the best teams include more women.

It should go without saying—but it usually doesn’t, so we’ll say it—that data is best understood by those closest to the issue, which is often not management. As a leader, it is best not to get lost in details you don’t understand, but rather trust the smart people who work for you to understand them.

Work-life balance. This is another touchstone of supposedly “enlightened” management practices that can be insulting to smart, dedicated employees. The phrase itself is part of the problem: For many people, work is an important part of life, not something to be separated. The best cultures invite and enable people to be overworked in a good way, with too many interesting things to do both at work and at home.

Bill believed that good leaders grow over time, that leadership accrues to them from their teams. He thought people who were curious and wanted to learn new things were best suited for this. There was no room in this formula for smart alecks and their hubris.

Favoring specialization over intelligence is exactly wrong, especially in high tech. The world is changing so fast across every industry and endeavor that it's a given the role for which you're hiring is going to change. Yesterday's widget will be obsolete tomorrow, and hiring a specialist in such a dynamic environment can backfire. A specialist brings an inherent bias to solving problems that spawns from the very expertise that is his putative advantage, and may be threatened by a new type of solution that requires new expertise. A smart generalist doesn't have bias, so is free to survey the wide range of solutions and gravitate to the best one.

Wissen Sie, was das für ein Segen ist, die Werke eines Dichters zu lesen, seinen Geist zu kennen, das Beste an ihm, und dabei so entfernt von seiner Heimat, seiner Lebensgeschichte oder seinen Briefen zu leben, dass alles Geschwätz über sein Privatleben und Kritik an seiner Moral nicht zu mir gedrungen ist?

Here are some simple steps to creating a plan: Think about your ideal job, not today but five years from now. Where do you want to be? What do you want to do? How much do you want to make? Write down the job description: If you saw this job on a website, what would the posting look like? Now fast forward four or five years and assume you are in that job. What does your five-years-from-now résumé look like? What’s the path you took from now to then to get to your best

Make your dream come true before it is too late.

WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1S, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW.

best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company

The Heiligenstadt Testament" Oh! ye who think or declare me to be hostile, morose, and misanthropical, how unjust you are, and how little you know the secret cause of what appears thus to you! My heart and mind were ever from childhood prone to the most tender feelings of affection, and I was always disposed to accomplish something great. But you must remember that six years ago I was attacked by an incurable malady, aggravated by unskillful physicians, deluded from year to year, too, by the hope of relief, and at length forced to the conviction of a lasting affliction (the cure of which may go on for years, and perhaps after all prove impracticable). Born with a passionate and excitable temperament, keenly susceptible to the pleasures of society, I was yet obliged early in life to isolate myself, and to pass my existence in solitude. If I at any time resolved to surmount all this, oh! how cruelly was I again repelled by the experience, sadder than ever, of my defective hearing! — and yet I found it impossible to say to others: Speak louder; shout! for I am deaf! Alas! how could I proclaim the deficiency of a sense which ought to have been more perfect with me than with other men, — a sense which I once possessed in the highest perfection, to an extent, indeed, that few of my profession ever enjoyed! Alas, I cannot do this! Forgive me therefore when you see me withdraw from you with whom I would so gladly mingle. My misfortune is doubly severe from causing me to be misunderstood. No longer can I enjoy recreation in social intercourse, refined conversation, or mutual outpourings of thought. Completely isolated, I only enter society when compelled to do so. I must live like art exile. In company I am assailed by the most painful apprehensions, from the dread of being exposed to the risk of my condition being observed. It was the same during the last six months I spent in the country. My intelligent physician recommended me to spare my hearing as much as possible, which was quite in accordance with my present disposition, though sometimes, tempted by my natural inclination for society, I allowed myself to be beguiled into it. But what humiliation when any one beside me heard a flute in the far distance, while I heard nothing, or when others heard a shepherd singing, and I still heard nothing! Such things brought me to the verge of desperation, and well-nigh caused me to put an end to my life. Art! art alone deterred me. Ah! how could I possibly quit the world before bringing forth all that I felt it was my vocation to produce? And thus I spared this miserable life — so utterly miserable that any sudden change may reduce me at any moment from my best condition into the worst. It is decreed that I must now choose Patience for my guide! This I have done. I hope the resolve will not fail me, steadfastly to persevere till it may please the inexorable Fates to cut the thread of my life. Perhaps I may get better, perhaps not. I am prepared for either. Constrained to become a philosopher in my twenty-eighth year! This is no slight trial, and more severe on an artist than on any one else. God looks into my heart, He searches it, and knows that love for man and feelings of benevolence have their abode there! Oh! ye who may one day read this, think that you have done me injustice, and let any one similarly afflicted be consoled, by finding one like himself, who, in defiance of all the obstacles of Nature, has done all in his power to be included in the ranks of estimable artists and men. My brothers Carl and [Johann], as soon as I am no more, if Professor Schmidt be still alive, beg him in my name to describe my malady, and to add these pages to the analysis of my disease, that at least, so far as possible, the world may be reconciled to me after my death. I also hereby declare you both heirs of my small fortune (if so it may be called). Share it fairly, agree together and assist each other. You know that any

Meetings should have a single decision-maker/owner. There must be a clear decision-maker at every point in the process, someone whose butt is on the line. A meeting between two groups of equals often doesn’t result in a good outcome, because you end up compromising rather than making the best tough decisions. Include someone more senior as the decision-maker. The decision-maker should be hands on. He or she should call the meeting, ensure that the content is good, set the objectives, determine the participants, and share the agenda (if possible) at least twenty-four hours in advance. After the meeting, the decision-maker (and no one else) should summarize decisions taken and action items by email to at least every participant—as well as any others who need to know—within forty-eight hours.

For many people, work is an important part of life, not something to be separated. The best cultures invite and enable people to be overworked in a good way, with too many interesting things to do both at work and at home.

Be bold. Be brave. Let go of what is safe and familiar and search out what is new … find the best teachers here and take the most interesting courses, even if they are tough. Advice from Susan Schmidt MBC Class of 1975 when she delivered the college’s Founders Day address

I'm not lying, I was a killer Helen Burns. I stepped out on to that stage like I was the Great Esquimaux Curlew. When Jane Eyre came to look at my book-- which happened to be Our Town -- I handed it to her just right. When Miss Scatchard told me I never cleaned my nails, I was about as quiet and innocent as a Large-Billed Puffin. When she hit me a dozen times with a bunch of twigs, I was the Brown Pelican: I didn't bat an eye -- and you try getting hit a dozen times with a bunch of twigs. And when I had to die, people were crying. Really. And you know why? Because I was the Black-Backed Gull, and so people cried like Helen Burns was their best friend.

If only humankind would soon succeed in destroying itself; true, I'm afraid : it will take a long time yet, but they'll manage it for sure. They'll have to learn to fly too, so that it will be easier to toss firebrands into cities (a pretty sight : a portly, bronze boat perhaps, from which a couple of mail-clad warriors contemptuously hurl a few flaming armored logs, while from below they shoot at the scaly beasts with howling arrows. They could also easily pour burning oil out of steel pitchers. Or poison. In the wells. By night). Well, they'll manage it all right (if I can come up with that much !). For they pervert all things to evil. The alphabet : it was intended to record timeless poetry or wisdom or memories - but they scrawl myriads of trashy novels and inflammatory pamphlets. What do they deftly make of metals ? Swords and arrow tips. - Fire ? Cities are already smoldering. And in the agora throng the pickpockets and swashbucklers, cutpurses, bawds, quacks and whores. And at best, the rest are simpletons, dandies, and brainless yowlers. And every one of them self-complacent, pretending respectability, bows politely, puffs out coarse cheeks, waves his hands, ogles, jabbers, crows. (They have many words : Experienced : someone who knows plenty of the little underhanded tricks. - Mature : has finally unlearned every ideal. Sophisticated : impertinent and ought to have been hanged long ago.) Those are the small fry; and the : every statesman, politician, orator; prince, general, officer should be throttled on the spot before he has time or opportunity to earn the title at humankind's expense. - Who alone can be great ? Artists and scientists ! And no one else ! And the least of them, if an honest man, is a thousand times greater than the great Xerxes. - If the gods would grant me 3 wishes, one of them would be immediately to free the earth of humankind. And of animals, too (they're too wicked for me as well). Plants are better (except for the insectavores) - The wind has picked up.

There is another issue with the largely cognitive approach to management, which we had big-time at Google. Smart, analytical people, especially ones steeped in computer science and mathematics as we were, will tend to assume that data and other empirical evidence can solve all problems. Quants or techies with this worldview tend to see the inherently messy, emotional tension that’s always present in teams of humans as inconvenient and irrational—an irritant that will surely be resolved in the course of a data-driven decision process. Of course, humans don’t always work that way. Things come up, tensions arise, and they don’t naturally go away. People do their best to avoid talking about these situations, because they’re awkward. Which makes it worse.

After decades of research about how children learn best, here’s what we’ve discovered: Children learn through play. It’s the work of childhood. Children learn through hands-on experiences. Seeing, touching, tasting, smelling are the strongest modes for early learning. Children master communication by having conversations. Children learn by trying to solve real problems. Children find exploration and investigation intrinsically rewarding. The driving force is “What if . . .?” and “I wonder. . . .

Therefore they spent such time as I was housekeeping, eating or sleeping, alone in the greenhouse, and I had to manage as best I could when, after these intervals, I went back to them, not to be knocked over by their joyful welcome. Gradually, however, things settled down. The secret of peace with puppies, I discovered—up to then I had had only ready-made dogs (except Bijou, who doesn’t count), and had everything to learn,—is to give them a great deal of exercise, and a great deal of food. They should be gorged; regularly. Then they will sleep for hours—quite long enough, I found, in Ingo and Ivo’s case, for me to deal justly with Mr. Anstruther, against whom I had been feeling rather a grudge. This, then, was the line I took; and presently a new rug was able safely to be put in the greenhouse, and while they lay on it, stupefied by well-being, lost to the world, a relaxed heap of paws and ears and tails, with two tightly-filled bellies to point the moral, I got on, once again, with Fräulein Schmidt.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture.

There are people who can be relied upon to respond promptly to emails, and those who can’t. Strive to be one of the former. Most of the best—and busiest—people we know act quickly on their emails, not just to us or to a select few senders, but to everyone.

Once you identify the people who have the biggest impact, give them more to do. When you pile more responsibility on your best people, trust that they will keep taking it on or tell you when enough is enough. As the old saying goes: If you want something done, give it to a busy person.

The brainteasers also became a lightning rod for criticism as an elitist tool. To those critics, let us say once and for all: You are right. We want to hire the best minds available, because we believe there is a big difference between people who are great and those who are good, and we will do everything we can to separate the two. And if you, our critics, still persist in believing that elitism in hiring is wrong, well, we have just one question for you: If you have twelve coins, one of which is counterfeit and a different weight than the others, and a balance, how do you identify the counterfeit coin in just three weighings?107

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then write down their responses. They will, in all likelihood, encompass the founders’ values, but embellish them with insights from the team’s different perspectives and experiences.

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then write down their responses.

if you detect a knave in your midst it’s best to reduce his responsibility and appoint a knight to assume it.

As Coach Wooden once said, “Be interested in finding the best way, not in having your own way.

consensus is not about getting everyone to agree. Instead, it’s about coming to the best idea for the company and rallying around it.

If you’re not sure if a course of action is right, the best thing you can do is try it out and then correct course.

You will never disrupt an industry or transform your business, and you’ll never get the best smart creatives on board, if your strategy is narrowly based on leveraging your competitive advantage to attack related markets.

keep in mind, from the outset, that the best way to avoid having to fire underperformers is not to hire them.

We are certain that for every one of these rock stars we meet in our daily work, there are dozens or even hundreds more who are doing their best to unseat us from our perch. Maybe all of them will fail, but probably not. Probably, somewhere in a garage, dorm room, lab, or conference room, a brave business leader has gathered a small, dedicated team of smart creatives. Maybe she has a copy of our book, and is using our ideas to help her create a company that will eventually render Google irrelevant. Preposterous, right? Except that, given that no business wins forever, it is inevitable. Some would find this chilling. We find it inspiring.

One of Eric’s most basic rules is sort of a golden rule for management: Make sure you would work for yourself. If you are so bad as a manager that you as a worker would hate working for you, then you have some work to do. The best tool we have found for this is the self-review: At least once per year, write a review of your own performance, then read it and see if you would work for you. And then, share it with the people who do in fact work for you. This will elicit greater insights than the standard 360-degree review process, because when you are initiating criticism of yourself it gives others the freedom to be more honest.

Connective talents are useless, of course, if people can’t perform the work. And the most talented people in every occupation have huge advantages over their ordinary peers. Dean Keith Simonton, who studies greatness and genius, finds that whether it comes to songwriters, composers, scientists, programmers, or filmmakers, the top 10 percent generate as much or more output than the other 90 percent. The superiority of great bosses is seen in a summary of eighty-five years of research on employee selection methods. Frank Schmidt and John Hunter found that the top 15 percent of professionals and managers produced nearly 50 percent more output than their average peers. The strongest predictors of performance included general mental ability (IQ and similar measures), job sample tests (having people prove they can do the work), and evaluations by peers; other useful predictors included structured employment interviews (where each candidate is asked the same questions in the same order) and conscientiousness (self-discipline and follow-through, similar to grit). These findings provide ammunition for bosses who stock up on the best talent and believe that little else is required. Yet without constructive connections among people, collective performance and humanity is tough to achieve – no matter how many superstars are in the fold.

You should hire the best engineer you can find, regardless of her coding preference, because if she’s the best she can down enough Java to C how to make the Python Go.104

You want to invest in the people who are going to do what they think is right, whether or not you give them permission. You’ll find that those people will usually be your best smart creatives.

So what should you do, right now then? Well you should start by listening to George Bernard Shaw who said that, “all progress depends on the unreasonable man.” Graduation gives you the courage to be unreasonable. Don’t bother to have a plan. Instead let’s have some luck. Success is really about being ready for the good opportunities that come before you. It’s not to have a detailed plan about everything you’re going to do, you can’t plan innovation or inspiration, but you can be ready for it. And when you see it, you can jump on it and you can make a difference, as many of the people here have already done. Leadership and personality matters a lot. Intelligence, education, and analytical reasoning matter. Trust matters. In the network world, trust is the most important currency. Which brings me to my final question. What is, in fact, the meaning of life? And in a world where everything is remembered and everything is kept forever–the world you are in–you need to live for the future and the things you really care about. And what are those things? Well in order to know that, I hate to say it, but you’re going to have to turn off your computer. You’re actually going to have to turn off your phone and discover all that is human around us. You’ll find that people really are the same all around the world. They really do care about the same things. You’ll find that the resilience of a human being and the human spirit is amazing. You’ll find today that the best chance you will ever have is right now, to start being unreasonable. You’ll find that a mind set in its way is a life wasted–don’t do it.

You often hear people say they only want to work with (or elect as president) someone they would want to have a beer with. Truth be told, some of our most effective colleagues are people we most definitely would not want to have a beer with. (In a few rare instances they are people we would rather pour a beer on.) You must work with people you don’t like, because a workforce comprised of people who are all “best office buddies” can be homogeneous, and homogeneity in an organization breeds failure.

The best inventions are never finished. Great inventors don’t just stand there, rub their hands together, and say ‘My work is done here’. They’re not Damien Hirst, freezing their creativity in formaldehyde. They keep working furiously to create something even better. It’s part love, part necessity. Because if they don’t reinvent their ideas time and again, someone else will—rendering their life’s work irrelevant, or worse still, extinct! —ERIC SCHMIDT, GOOGLE It’s

The not-so-nice thing is that hiring well takes a lot of work and time. But it is the best investment you can make.

Eric was listening to the managers, who were doing their old-school best to control the flow of information upward (the regurgitation and parsing technique works both ways, as any red-blooded middle manager worth his weight in plausible deniability knows full well). But Larry was listening to the engineers—not directly but via a smart little tool he had implemented called “snippets.” Snippets are like weekly status reports that cover a person’s most important activities for a week, but in a short, pithy format, so they can be written in just a few minutes or compiled (in a doc or draft email) as the week goes on. There is no set format, but a good set of snippets includes the most important activities and achievements of the week and quickly conveys what the person is working on right now, from cryptic (“SMB Framework,” “10% list”) to mundane (“completed quarterly performance reviews,” “started family vacation”). Like OKRs, they are shared with everyone. Snippets are posted on Moma, where anyone can see anyone else’s, and for years Larry received a weekly compendium of the snippets from engineering and product leads. That way he always could get at the truth.

Don’t follow competition We are constantly amazed by how much business leaders obsess about their competition. When you get in a room with a bunch of senior execs from large companies, their attention can often wander as they check smartphones and think about the rest of their day, but bring up the topic of their competition and suddenly you’ll have everyone’s full attention. It’s as if, once you get to a particular level in an organization, you worry as much about what your competition is doing as how your own organization is performing. At the highest echelons of business, the default mentality is, too often, siege. This fixation leads to a never-ending spiral into mediocrity. Business leaders spend much of their time watching and copying the competition, and when they do finally break away and try something new, they are careful risk-takers, developing only incremental, low-impact changes. Being close to your competition offers comfort; it’s like covering tactics in match race sailing, when the lead boat tacks whenever the follower does, to ensure that the follower doesn’t go off in a different direction and find stronger wind. Incumbents clump together so that no one finds a fresher breeze elsewhere. But as Larry Page says, how exciting is it to come to work if the best you can do is trounce some other company that does roughly the same thing?85 If you focus on your competition, you will never deliver anything truly innovative. While you and your competitors

Brötchen There’s nothing more German than this recipe. A staple for all true Schmidt bakers. These are best hot out of the oven with butter or cherry jam. That’s the way Mom did it. Here, I’ll give you Oma’s cherry jam recipe too. 2½ to 3 cups all-purpose flour 1 packet active dry yeast (rapid) 1 teaspoon sugar 1 cup warm water 1 tablespoon oil 1 teaspoon salt 1 egg white Put 2½ cups flour into a large bowl and make a well in the middle. Pour yeast, sugar, and two tablespoons of warm water (the water comes from the 1 cup) into the well. Mix yeast, sugar, and water in the well, but don’t mix in the flour yet. Cover the bowl with a cloth and set it in a warm place for 15 minutes until it proofs. Add the rest of the water and oil, and beat in the salt and flour good. Turn out the dough on a floured wooden board, and knead. Add the remaining ½ cup flour as needed to make it smooth. Put dough in a greased bowl, cover, and let it rise until it doubles in size. About an hour in that same warm spot. Punch down, then split it into 12 pieces. Shape into rolls and place 3 inches apart on a greased and floured baking tray. Cover and let rise one more time until they double again. Cut a cross on top of each. Beat egg white and 1 teaspoon water with a fork until frothy and brush the rolls. (Oh, I forgot—should have preheated the oven to 450°F already.) Then you bake for 15 to 20 minutes until the tops are golden.

If you are working on a short story for a small online press, don't try to write a serious, world-changing, add-this-to-the-literary-canon masterpiece. Do your best work, but keep it all in perspective. Save the stress for when it is really called for, like facing a two-week deadline to rewrite a novel for a major house.

People perceive the best listeners to be those who periodically ask questions that promote discovery and insight.”8

BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Bill hated that. He believed in striving for the best idea, not consensus

Schmidt’s advice would come to define the methods of Comstock’s media and public relations operation. The campaigns of both politicians and companies, Schmidt told GE, were not “won by the candidate or company with the best character, or product, but by the one with the simplest and most clearly told story.

Schmidt growled back: “You’ll find there are always two possible decisions open to you. Take the bolder one—it’s always best.

The best way to make sure that you are staying top of mind is to be visible and active on social media.

Because the best person to be the team’s coach is the team’s manager. Being a good coach is essential to being a good manager and leader. Coaching is no longer a specialty; you cannot be a good manager without being a good coach. The path to success in a fast-moving, highly competitive, technology-driven business world is to form high-performing teams and give them the resources and freedom to do great things. And an essential component of high-performing teams is a leader who is both a savvy manager and a caring coach.

RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Task conflict is healthy and is important to get to the best decisions, but it is highly correlated with relationship conflict, which leads to poorer decisions and morale. What to do? Build trust first, the study concludes. Teams that trust each other will still have disagreements, but when they do, they will be accompanied by less emotional rancor.

The common notions that the best teams are made up of people with complementary skill sets or similar personalities were disproven; the best teams are the ones with the most psychological safety. And that starts with trust.

When then senator Obama visited Google in 2007, CEO Eric Schmidt jokingly began the Q&A like a job interview, asking him, “What’s the best way to sort a million thirty-two-bit integers?” Without missing a beat, Obama cracked a wry smile and replied, “I think the Bubble Sort would be the wrong way to go.” The crowd of Google engineers erupted in cheers. “He had me at Bubble Sort,” one later recalled.

friendship and your spirit . . .” the ad continued. “You taught us how to stand on our own. You built us to last. And even though you’re no longer coaching our team, we’re going to do our best to keep making you proud.” Claris continued as an Apple subsidiary until 1998.

Mouse scurried to catch up with her, trying to match his strides to her long, fluid gait. She glanced down at his shabby garments and smudged face. “You’d best make certain nobody sees you with me,” she reminded him. “You look like a street urchin.” “I am a street urchin.” He smirked up at her. “You were a street urchin.

rule of two.” He would get the two people most closely involved in the decision to gather more information and work together on the best solution, and usually they would come back a week or two later having decided together on the best course of action. The team almost always agreed with their recommendation, because it was usually quite obvious that it was the best idea. The rule of two not only generates the best solution in most cases, it also promotes collegiality. It empowers the two people who are working on the issue to figure out ways to solve the problem, a fundamental principle of successful mediation.13 And it forms a habit of working together to resolve conflict that pays off with better camaraderie and decision making for years afterward.*14

and Justin Beaver’s greatest hits. He’s totes the best musician ever.

The World’s Best Athletes Need Coaches, and You Don’t?

If you want better performance from the best, celebrate and reward it

You can attract the best smart creatives with factors beyond money: the great things they can do, the people they’ll work with, the responsibility and opportunities they’ll be given, the inspiring company culture and values, and yes, maybe even free food and happy dogs sitting desk-side.

They said that product management in Silicon Valley was like “flying an F-16 at Mach 2 over a boulder-strewn landscape, two meters off the ground. Plus, if you crash it’s just like a video game at the arcade, and we have lots of quarters.” Cool! The best industries are the ones where you’re flying the F-16, your pocket full of quarters, trying not to crash.

Basing products on technical insights has always been a core principle of Google, but its importance became even more clear to us in 2009, when we reviewed our product line and started to see a pattern emerging: The best products had achieved their success based on technical factors, not business ones, whereas the less stellar ones lacked technical distinction.

As far as missteps go, it’s not an inconsequential amount. “Our policy is we try things,” said then Google CEO Eric Schmidt, when announcing in 2010 that the company was pulling the plug on Google Wave. “We celebrate our failures. This is a company where it is absolutely OK to try something that is very hard, have it not be successful, take the learning and apply it to something new.” Cofounder Larry Page echoed the sentiment. “Even if you fail at your ambitious thing, it’s very hard to fail completely. That’s the thing that people don’t get.” And in a way, that’s what makes them so prolific. It’s the successful innovators’ dirty little secret: They fail more than the rest of us. SPANX

the best way to do that is to ask the smart creatives who form your core team, the ones who know the gospel and believe in it as much as you do. Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then

Why not? Because – as the psychologist above said – everything that you remember and forget depends on attention. The more dispersed the attention, the less likelihood of remembering, while the more heightened the attention, the better the remembering, and hence the better the learning. This is as true for language learning as for any other kind of learning. As psycholinguists Nick Ellis and Peter Robinson (2008: 3) put it: ‘What is attended is learned, and so attention controls the acquisition of language itself.’ Likewise, Dick Schmidt (2001: 16) argues that only through the exercise of attention is input converted to intake: ‘Unattended stimuli persist in immediate short-term memory for only a few seconds at best,

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then write down their responses. They will, in all likelihood, encompass the founders’ values, but embellish them with insights from the team’s different perspectives and experiences. Most companies neglect this. They become successful, and then decide they need to document their culture. The job falls to someone in the human resources or PR department who probably wasn’t a member of the founding team but who is expected to draft a mission statement that captures the essence of the place. The result is usually a set of corporate sayings that are full of “delighted” customers, “maximized” shareholder value, and “innovative” employees. The difference, though, between successful companies and unsuccessful ones is whether employees believe the words.

Most of the best—and busiest—people we know act quickly on their emails, not just to us or to a select few senders, but to everyone.

Be interested in finding the best way, not in having your way

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?