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@sriramk's interview with @eldsjal is one of the most amazing things that happen these few days.
7000+ words. 30 mins read. 6 mental models on leadership, growth, idea generation, and learning. All in 1 thread.
Jump down the rabbit hole
7000+ words. 30 mins read. 6 mental models on leadership, growth, idea generation, and learning. All in 1 thread.
Jump down the rabbit hole
1/ ACQUISITION-FUELLED MOMENTUM
To venture into a new area, you need to generate massive momentum to push your company into that direction.
For large companies, it's tough to generate the momentum internally by setting up a new business unit. They usually fail.
To venture into a new area, you need to generate massive momentum to push your company into that direction.
For large companies, it's tough to generate the momentum internally by setting up a new business unit. They usually fail.
2/ Why? The problem lies in the headcount.
Momentum = Mass x Velocity
When you have a unit of 10 people (too little mass) who have a certain skill in a company of 5000, that skill and that unit won't be valued. Velocity is practically zero.
Momentum = Mass x Velocity
When you have a unit of 10 people (too little mass) who have a certain skill in a company of 5000, that skill and that unit won't be valued. Velocity is practically zero.
3/ Daniel tackles this by acquiring large teams.
When you have a team of 300 that are proficient in an area, the company goes from "Should we do this?" to "How we can work together to do this".
Mass drives velocity, and both create momentum.
When you have a team of 300 that are proficient in an area, the company goes from "Should we do this?" to "How we can work together to do this".
Mass drives velocity, and both create momentum.
4/ OPEN CALENDAR
While your typical executive is occupied from 8am to 6pm, Daniel only has three to four meetings — and the rest of his day free !
While your typical executive is occupied from 8am to 6pm, Daniel only has three to four meetings — and the rest of his day free !
5/ Though an Open Calendar is itself a privilege, it is a 'long convexity' move. It enables Daniel to optimise for capturing 10x ideas:
- He has much more time to think.
- He can work through ideas with employees when they're working in flow.
- He has much more time to think.
- He can work through ideas with employees when they're working in flow.
6/ BOTTOM-UP LEADERSHIP
Leadership is not about the leader at the top of the pyramid overseeing all layers of activities in the organisation.
Invert the pyramid:
The leader should be at the bottom lifting people up and enabling all the work to be done.
Leadership is not about the leader at the top of the pyramid overseeing all layers of activities in the organisation.
Invert the pyramid:
The leader should be at the bottom lifting people up and enabling all the work to be done.
7/ Top-down leadership:
- Tunnel vision
- Reactive
- Slow
Bottom-up leadership:
- Peripheral vision
- Proactive
- Value-added
- Tunnel vision
- Reactive
- Slow
Bottom-up leadership:
- Peripheral vision
- Proactive
- Value-added
8/ SHADOWING THE CEOs
We all know what we know. We are aware of some of the things we don't know. But there are still things we don't know we don't know.
To solve the 'unknown unknown' problem, Daniel use this tactic to discover the what he doesn't know.
We all know what we know. We are aware of some of the things we don't know. But there are still things we don't know we don't know.
To solve the 'unknown unknown' problem, Daniel use this tactic to discover the what he doesn't know.
9/ By talking to founders, he realised that they solve problems in a certain way intuitively.
To understand the underlying mechanism driving their behaviour. Daniel requested to intern at their companies so he can observe the culture and how decisions are made.
To understand the underlying mechanism driving their behaviour. Daniel requested to intern at their companies so he can observe the culture and how decisions are made.
10/ This is a win-win for both Daniel and the founders:
- Founders get to have Daniel's insights into their leadership style
- Daniel observes, and now knows what he doesn't know.
- Founders get to have Daniel's insights into their leadership style
- Daniel observes, and now knows what he doesn't know.
11/ SERENDIPITY VEHICLE
The best ideas come not from constant grinding on the problem, but ideas that pop-up sporadically.
Both Daniel and Beyonce has built a process, a habit, an environment for these 'unplanned discoveries' to come to them naturally.
The best ideas come not from constant grinding on the problem, but ideas that pop-up sporadically.
Both Daniel and Beyonce has built a process, a habit, an environment for these 'unplanned discoveries' to come to them naturally.
12/ For Daniel, it's taking a morning walk EVERYDAY.
For Beyonce, it's hopping around five different studios; collabing with different producers to create different things.
Nine out of ten times, these ideas may fail. But you just need that one BIG hit to succeed.
For Beyonce, it's hopping around five different studios; collabing with different producers to create different things.
Nine out of ten times, these ideas may fail. But you just need that one BIG hit to succeed.
13/ ALGOTORIAL
Algorithms vs Editorial has always been a bone of contention in any content curation business.
Daniel sees a way for both to work together beautifully:
creative editorial for dimensional shifts and algorithms for optimisation.
Algorithms vs Editorial has always been a bone of contention in any content curation business.
Daniel sees a way for both to work together beautifully:
creative editorial for dimensional shifts and algorithms for optimisation.
14/ Daniel cites the BLM as an example:
Humans decide how to create playlists celebrating Black Culture (creative)
Algos decide how the content would be distributed to whom. (optimise)
Humans decide how to create playlists celebrating Black Culture (creative)
Algos decide how the content would be distributed to whom. (optimise)
15/ And some more nuggets of wisdom Daniel have...
16/ Daniel on meetings:
Clarify your role in meetings
Create shared docs - read comments, observe opinions
Make sure everyone is on the same page
Clarify your role in meetings
Clarify your role in meetings Create shared docs - read comments, observe opinions Make sure everyone is on the same page Clarify your role in meetings
17/ Daniel on decision-making:
Work in flow
Trust your team to handle short-term initiatives
Focus on next 3-5 years plans
Lead by designing a self-reliant team, but always show them you are there to help
Work in flow Trust your team to handle short-term initiatives Focus on next 3-5 years plans Lead by designing a self-reliant team, but always show them you are there to help
18/ Daniel on how learning resembles a tree:
Tackling on novel problems seem insurmountable
Don't panic, plant your seed of curiosity
Water the seed with perseverance and drive
You'll start seeing the branch, trunk, then leaves.
Eventually everything comes together
Tackling on novel problems seem insurmountable Don't panic, plant your seed of curiosityWater the seed with perseverance and driveYou'll start seeing the branch, trunk, then leaves.Eventually everything comes together
19/ Highly recommend this episode of 'The Observer's Effect'. Link to full interview: http://shorturl.at/rEJKS
