|
|
The Hard Thing About Hard Things:
The first rule of the CEO psychological meltdown is don’t talk about the psychological meltdown.
|
201 |
|
|
The Hard Thing About Hard Things:
Generally, someone doesn’t become a CEO unless she has a high sense of purpose and cares deeply about the work she does.
|
201 |
|
|
The Hard Thing About Hard Things:
…no CEO ever has a smooth path to a great company. Along the way, many things go wrong and all of them could have and should have been avoided.
|
202 |
|
|
The Hard Thing About Hard Things:
No training as a manager, general manager, or in any other job actually prepares you to run a company.
|
202 |
|
|
The Hard Thing About Hard Things:
Even if you know what you are doing, things go wrong. Things go wrong because building a multifaceted human organization to compete and win in a dynamic, highly competitive market turns out to be really hard.
|
202 |
|
|
The Hard Thing About Hard Things:
Tip to aspiring entrepreneurs: If you don’t like choosing between horrible and cataclysmic, don’t become CEO.
|
206 |
|
|
The Hard Thing About Hard Things:
…it’s important to understand that nearly every company goes through life-threatening moments.
|
206 |
|
|
The Hard Thing About Hard Things:
Although it’s nearly impossible to get high-quality advice on the tough decisions that you make, it is extremely useful from a psychological perspective to talk to people who have been through similarly challenging decisions.
|
207 |
|
|
The Hard Thing About Hard Things:
Focus on where you are going rather than on what you hope to avoid.
|
207 |
|
|
The Hard Thing About Hard Things:
Intellectually, it should be clear that it is easier for employees to go to one decision maker than two.
|
210 |
