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The Hard Thing About Hard Things:
Indeed, the enemy of competence is sometimes confidence. A CEO should never be so confident that she stops improving her skills.
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223 |
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The Hard Thing About Hard Things:
To become elite at giving feedback, you must elevate yourself beyond a basic technique like the shit sandwich.
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231 |
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The Hard Thing About Hard Things:
It’s important that you give people feedback because you want them to succeed and not because you want them to fail.
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232 |
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The Hard Thing About Hard Things:
Watered-down feedback can be worse than no feedback because it’s deceptive and confusing to the recipient.
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232 |
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The Hard Thing About Hard Things:
…when done properly, feedback is a dialogue, not a monologue.
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232 |
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The Hard Thing About Hard Things:
High-quality company cultures get their cue from data networking routing protocols: Bad news travels and good news travels slowly.
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234 |
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The Hard Thing About Hard Things:
Being CEO… requires a broad set of more advanced skills, but the key to reaching the advanced level and feeling like you were born to be CEO is mastering the unnatural.
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234 |
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The Hard Thing About Hard Things:
In good companies, the story and the strategy are the same thing. As a result, the proper output of all the strategic work is the story.
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236 |
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The Hard Thing About Hard Things:
…a CEO can most accurately be measured by the speed and quality of [their] decisions. Great decisions come from CEOs who display an elite mixture of intelligence, logic, and courage.
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237 |
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The Hard Thing About Hard Things:
Winning strategies are built on comprehensive knowledge gathered in every interaction the CEO has with an employee, a customer, a partner, or an investor.
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239 |
