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The Messy Middle:
Simple truths resonate; they stick in your mind, whether you like it or not. And that’s all the more reason to seek them and state them.
|
174 |
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The Messy Middle:
By attempting to engage with too broad a customer base, you fail to engage with any one customer base deeply.
|
174 |
|
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The Messy Middle:
In our efforts to feel rewarded with the least effort possible, we often fail to make progress in solving the hard problems that need our energy the most.
|
180 |
|
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The Messy Middle:
Ambiguity kills great ideas, and great leaders kill ambiguity.
|
184 |
|
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The Messy Middle:
…your job as a leader of change is to challenge peace as a default. Create an environment where people can withstand a fight and engage in friction as it arises.
|
186 |
|
|
The Messy Middle:
Competitors boost you productivity by keeping you on your toes… multiple teams competing to offer a better and more affordable experience is great for customers and health for your industry.
|
187 |
|
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The Messy Middle:
Strange emotions, reactions, and potentially perilous ideas emerge when you become fixated on a new, shiny competitor on the horizon.
|
188 |
|
|
The Messy Middle:
Competition can turbocharge longer-term efforts that lack short-term rewards and provide a sense of urgency that normally stops you from pursuing your priorities.
|
190 |
|
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The Messy Middle:
Be grateful to your competitors for never letting your product – and process – become too comfortable.
|
191 |
|
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The Messy Middle:
The greatest successes are the aggregate of persistent optimizations of personal bests.
|
191 |
