Schmidt Best Quotes

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.

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.

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.

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.

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.

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.

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

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.

Make your dream come true before it is too late.

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

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

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

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.

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. ==========

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

The way to get the best idea, he believed, was to get all of the opinions and ideas out in the open, on the table for the group to discuss. Air the problem honestly, and make sure people have the opportunity to provide their authentic opinions, especially if they are dissenting. If the problem or decision at hand is more functional in nature (for example, primarily a marketing or finance decision), then the discussion should be led by the person with that functional expertise. When it is a broader decision cutting across multiple functional areas, then the team leader owns the discussion. Regardless, it should involve everyone’s point of view.

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.