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The Hard Thing About Hard Things:
It’s important to supplement a great product vision with a strong discipline around the metrics, but if you substitute metrics for product vision, you will not get what you want.
|
132 |
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The Hard Thing About Hard Things:
Management purely by numbers is sort of like painting by numbers – it’s strictly for amateurs.
|
133 |
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The Hard Thing About Hard Things:
To get things right, you must recognize that anything you measure automatically creates a set of employee behaviors.
|
133 |
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The Hard Thing About Hard Things:
The ultimate price you will pay for not giving feedback; systematically crappy company performance.
|
137 |
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The Hard Thing About Hard Things:
Sometimes an organization doesn’t need a solution; it just needs clarity.
|
145 |
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The Hard Thing About Hard Things:
As a company grows, it will change. No matter how well you set your culture, keep your spirit, or slow-roll your growth, your company won’t be the same when it’s one thousand people as it was when it was ten people.
|
146 |
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The Hard Thing About Hard Things:
Sadly, you needn’t be political to create extreme political behavior in your organization.
|
147 |
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The Hard Thing About Hard Things:
…the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. – Andy Grove
|
150 |
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The Hard Thing About Hard Things:
It is particularly important that managers have the right kind of ambition, because anything else will be exceptionally demotivating for their employees.
|
155 |
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The Hard Thing About Hard Things:
Nothing motivates a great employee more than a mission that’s so important that it supersedes everyone’s personal ambition.
|
156 |
