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Lessons from "The Ride of a Lifetime" by @RobertIger. The man who bought Pixar, Marvel, and Fox century and grew Disney 5x during his tenure.
Time for a thread (~32 points)
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Time for a thread (~32 points)
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1) "Innovate or die. There can be no innovation if you operate out of fear of the new."
2) Do what you need to do to make it better. In practice means a lot of things but it& #39;s hard to define, It& #39;s a mindset. It& #39;s not about perfection at all costs instead, it& #39;s about creating an environment in which you refuse to accept mediocrity.
3) It& #39;s a delicate thing finding the balance between demanding that your people perform and not instilling a fear of failure in them
4) Take responsibility when you screw up. In work, in life, youâll be more respected and trusted by the people around you if you own up to your mistakes. Itâs impossible to avoid them; but it is possible to acknowledge them & learn from them.
5) Be decent to people. Treat everyone with fairness and empathy. This doesnât mean that you lower your expectations or convey the message that mistakes donât matter.
6) Excellence and fairness donât have to be mutually exclusive. Strive for perfection but always be aware of the pitfalls of caring only about the product and never the people.
7) True integrity â a sense of knowing who you are and being guided by your own clear sense of right and wrong â is a kind of secret leadership weapon. If you trust your own instincts and treat people with respect, the company will come to represent the values you live by.
8) Value ability more than experience, and put people in roles that require more of them than they know they have in them.
9) Ask the questions you need to ask, admit without apology what you donât understand, and do the work to learn what you need to learn as quickly as you can.
10) Managing creativity is an art, not a science. When giving notes, be mindful of how much of themselves the person youâre speaking to has poured into the project and how much is at stake for them
11) Don& #39;t start negatively, and donât start small. People will often focus on little details as a way of masking a lack of any clear, coherent, big thoughts. If you start petty, you seem petty.
12) Donât be in the business of playing it safe. Be in the business of creating possibilities for greatness.
13) Donât let ambition get ahead of opportunity. By fixating on a future job or project, you become impatient with where you are. You donât tend enough to the responsibilities you do have, and so ambition can become counterproductive.
14) When the people at the top of a company have a dysfunctional relationship, thereâs no way that the rest of the company can be functional. Itâs like having two parents who fight all the time. The kids know, and they start to reflect the animosity back onto the parents.
15) As a leader, if you donât do the work, the people around you are going to know, and youâll lose their respect fast. You have to be attentive. You have to listen to other peopleâs problems and help find solutions. Itâs all part of the job.
16) We all want to believe weâre indispensable. You have to be self-aware enough that you donât cling to the notion that you are the only person who can do this job. Good leadership isnât about being indispensable; itâs about helping others be prepared to step into your shoes.
17) A companyâs reputation is the sum total of the actions of its people and the quality of its products. You have to demand integrity from your people and your products at all times.
18) Michael Eisner used to say, âmicromanaging is underrated.â I agree with himâto a point. Sweating the details can show how much you care. âGreatâ is often a collection of very small things, after all.
19) The downside of micromanagement is that it can be stultifying, and it can reinforce the feeling that you donât trust the people who work for you.
20) Too often, we lead from a place of fear rather than courage, stubbornly trying to build a bulwark to protect old models that canât possibly survive the sea change that is under way.
21) You canât communicate pessimism to the people around you. Itâs ruinous to morale. No one wants to follow a pessimist.
22) Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion.
23) Optimism emerges from faith in yourself and in the people who work for you. Itâs not about saying things are good when theyâre not, and itâs not about conveying some blind faith that âthings will work out.â Itâs about believing in your and othersâ abilities
24) People sometimes shy away from big swings because they build a case against trying something before they even step up to the plate. Long shots arenât usually as long as they seem. With enough thoughtfulness and commitment, the boldest ideas can be executed.
25) You have to convey your priorities clearly and repeatedly. If you donât articulate your priorities clearly, then the people around you donât know what their own should be. Time and energy and capital get wasted.
26) It should be about the future, not the past.
27) Itâs easy to be optimistic when everyone is telling you youâre great. Itâs much harder, and much more necessary, when your sense of yourself is on the line.
28) Treating others with respect is an undervalued currency when it comes to negotiating. A little respect goes a long way, and the absence of it can be very costly.
29) When hiring, try to surround yourself with people who are good in addition to being good at what they do. Genuine decencyâan instinct for fairness and openness and mutual respect
30) In any negotiation, be clear about where you stand from the beginning. Thereâs no short-term gain thatâs worth the long- term erosion of trust that occurs when you go back on the expectation you created early on.
31) Most deals are personal. This is even more true if youâre negotiating with someone over something he or she has created. You have to know what you want out of any deal, but to get there you also need be aware of whatâs at stake for the other person.
32) If youâre in the business of making something, be in the business of making something great.
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