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The Hard Thing About Hard Things:
While it might be quite easy to describe, building a well-run organization requires a high level of skill.
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240 |
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The Hard Thing About Hard Things:
When measuring results against objectives, start by making sure the objectives are correct.
|
241 |
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The Hard Thing About Hard Things:
CEOs should be evaluated against their company’s opportunity – not somebody else’s company.
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241 |
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The Hard Thing About Hard Things:
…just when you think there are things you can count on in business, you quickly find that the sky is purple.
|
247 |
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The Hard Thing About Hard Things:
To be a world-class company, you need world-class effort. If somebody isn’t giving it to you, they must be checked.
|
249 |
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The Hard Thing About Hard Things:
While you don’t want to punish people for taking good risks, not all risks are good. While there is no reward without risk, there is certainly risk with little or no chance of corresponding reward.
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250 |
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The Hard Thing About Hard Things:
The difference between being mediocre and magical is often the differen ce between letting people take creative risk and holding them too tightly accountable. Accountability is important, but it’s not the only thing that’s important.
|
251 |
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The Hard Thing About Hard Things:
There are two kinds of cultures in this world: cultures where what you do matters and cultures where all that matters is who you are. You can be the former or you can suck.
|
255 |
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The Hard Thing About Hard Things:
…the number-one way that executives fail is by continuing to do their old job rather than moving on to their new job.
|
256 |
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The Hard Thing About Hard Things:
…your loyalty must go to your employees – the people who report to your executives… You own them a world-class management team. That’s the priority.
|
256 |
