Top Schmidt Quotes

He's wrong--high school isn't a pyramid with all the power clustered in a chosen few at the top--it's more of a movie theater with twenty-two screens showing simultaneously. The love story in theater three doesn't care what happens on the football field in theater twelve. Actors and audiences overlap on the screen in the hallways, but there's a place for everyone.

The business world traditionally rewards people for being closer to the top (case in point: outrageous CEO salaries) or for being closer to the transactions (investment bankers, salespeople).

Smart creatives thrive on interacting with each other. The mixture you get when you cram them together is combustible, so a top priority must be to keep them crowded.

PICK THE RIGHT PLAYERS THE TOP CHARACTERISTICS TO LOOK FOR ARE SMARTS AND HEARTS: THE ABILITY TO LEARN FAST, A WILLINGNESS TO WORK HARD, INTEGRITY, GRIT, EMPATHY, AND A TEAM-FIRST ATTITUDE.

The steeper the climb, the more incentive to reach the top. Even in the midst of the darkness, there is always a shard of light if we will but search for it hard enough and believe in it strongly enough. A name portrays the nature of its wearer. The meaning of a name, however, portrays the trueness of its wearer in depths that very few ever come to comprehend. May God bless you and keep you and give you peace in all that you do, and may we rest assured of this: that though we travel far apart and in many different directions and for long periods of time, we will meet again, if not in this lifetime, then in eternity, and there we will never have to say ‘good-bye’ again. Courage is not found in lacking fear, courage is found in not allowing your fear to rule you. Courage is really just facing fear. Do not put too much stock in the stars my boy, they are fickle and distant and do not affect the lives of men by very great a margin.

When employers designate certain jobs "professional" and insist that employees have professional training – not just the technical skills that seem sufficient to do the work – they must have more in mind than efficiency. Hierarchical organizations need professionals, because through professionals those at the top control the political content of what is produced, and because professionals contribute to the bosses' control of the workforce itself.

This is only the beginning of a huge “Copernican revolution” (to borrow a phrase from Matthew Taylor, one of Tony Blair’s advisers) that is putting the user at the center of the public-sector universe. The current centralized state has been shaped by the idea that information is in short supply: It derives its power from the fact that it knows lots of things that ordinary people do not. But information is now one of the world’s most abundant resources: available in huge quantities and accessible to anyone with a computer or a smart phone. As Eric Schmidt, Google’s chairman, and Jared Cohen, who worked for Hillary Clinton, point out in The New Digital Age, this changes the nature of the relationship between individuals and authority. The top-down state may become more like a network that can mobilize the energies and abilities of thousands or even millions of well-informed citizens—or “prosumers,” as one cyberguru, Don Tapscott, has called them.

Product development has become a faster, more flexible process, where radically better products don’t stand on the shoulders of giants, but on the shoulders of lots of iterations. The basis for success then, and for continual product excellence, is speed. Unfortunately, like Jonathan’s failed gate-based product development framework, most management processes in place at companies today are designed with something else in mind. They were devised over a century ago, at a time when mistakes were expensive and only the top executives had comprehensive information, and their primary objectives are lowering risk and ensuring that decisions are made only by the few executives with lots of information. In this traditional command-and-control structure, data flows up to the executives from all over the organization, and decisions subsequently flow down. This approach is designed to slow things down, and it accomplishes the task very well. Meaning that at the very moment when businesses must permanently accelerate, their architecture is working against them.

It is a matter of legal record that, for years, the CEOs of Apple, Intel, Google, Pixar, and other Silicon Valley firms operated something very much like a cartel against their own employees. In a scandal that journalists now call “the Techtopus,” these worthies agreed to avoid recruiting one another’s tech workers and thus keep those workers’ wages down across the industry. In 2007, in one of the most famous chapters of the Techtopus story, the famous innovator Steve Jobs emailed Eric Schmidt, demanding that this CEO and friend of top Democrats do something about a Google recruiter who was trying to lure an employee away from Apple. Two days later, according to the reporter who has studied the case most comprehensively, Schmidt wrote back to Jobs to tell him the recruiter had been fired. Jobs then forwarded Schmidt’s email around with this comment appended: “:)

The nice thing about meetings is that the higher up you are on the food chain, the less you have to prepare for them. When you’re the top dog (or somewhere up there on the canine hierarchy), other people prepare for the meeting while all you have to do is listen and opine. Your colleagues leave with the action items, and you leave with nothing to do but run to the next meeting.

Sergey Brin: Larry and I searched for over a year, and managed to alienate fifty of the top executives in Silicon Valley. Eric was experienced and the only one who went to Burning Man. Eric Schmidt: We had all been at Burning Man together. Sergey Brin: Which we thought was an important criterion. He’s a great cultural fit. We hang out together. We discuss and decide on stuff together. More companies should look at cultural fit.

IT’S THE PEOPLE THE TOP PRIORITY OF ANY MANAGER IS THE WELL-BEING AND SUCCESS OF HER PEOPLE.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

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

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.

Do something,” he told the executive, “even if it’s wrong.” Tom Peters would call Bill’s attitude in this situation a “bias for action,” and his book In Search of Excellence lists it as a top common attribute of the companies

Many people, when considering a job, are primarily concerned with their role and responsibilities, the company’s track record, the industry, and compensation. Further down on that list, probably somewhere between “length of commute” and “quality of coffee in the kitchen,” comes culture. Smart creatives, though, place culture at the top of the list. To

Smart creatives, though, place culture at the top of the list. To be effective, they need to care about the place they work. This is why, when starting a new company or initiative, culture is the most important thing to consider.

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.

Unfortunately, like Jonathan’s failed gate-based product development framework, most management processes in place at companies today are designed with something else in mind. They were devised over a century ago, at a time when mistakes were expensive and only the top executives had comprehensive information, and their primary objectives are lowering risk and ensuring that decisions are made only by the few executives with lots of information. In this traditional command-and-control structure, data flows up to the executives from all over the organization, and decisions subsequently flow down. This approach is designed to slow things down, and it accomplishes the task very well. Meaning that at the very moment when businesses must permanently accelerate, their architecture is working against them.

Many people, when considering a job, are primarily concerned with their role and responsibilities, the company’s track record, the industry, and compensation. Further down on that list, probably somewhere between “length of commute” and “quality of coffee in the kitchen,” comes culture. Smart creatives, though, place culture at the top of the list. To be effective, they need to care about the place they work. This is why, when starting a new company or initiative, culture is the most important thing to consider.

We called this “growth,” and there may still be industries where it is good enough. As in “top-line growth this quarter was 8 percent”—and that’s good enough for a bonus or promotion.

throwing brains and tissue over what Reece recognized as an Accuracy International .338 Lapua topped with a Schmidt & Bender scope. Nice rifle.

Compassion isn’t just good, it’s good for business, and a 2004 paper argues that compassion at an individual level, such as what Bill and Mark demonstrated, can turn into “organizational compassion” when team members collectively notice, feel, and respond to pain experienced by team members. This happens when the organization “legitimates” that empathy, for example when leaders like Bill or Mark take the lead in helping individual team members. Compassion can start at the top.

Eric Schmidt, Executive Chairman of Google’s parent company, Alphabet, once said, “We run this company on questions, not answers.

Hatred seeps into a fragile society like water into concrete. The more cracks, the more seepage.

Over the years, people have begun to see Hitler's ascendancy for what it was: the lawful arrival of a party leader promising ambitious national rebuilding, safety from nefarious outsiders, and a return to Germany's glory days. Germans' acceptance of Hitler was catastrophic, but it wasn't an otherworldly phenomenon. It was a substantially democratic one, which is why it remains such a sore in our consciousness.

Offices should be designed to maximize energy and interactions, not for isolation and status. Smart creatives thrive on interacting with each other. The mixture you get when you cram them together is combustible, so a top priority must be to keep them crowded.