The Hard Thing About Hard Things - Revision history

Marcin: /* Notes */

2024-04-16T07:16:08Z

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← Older revision		Revision as of 07:16, 16 April 2024
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	*[[The Hard Thing About Hard Things 1]]		*[[The Hard Thing About Hard Things 1]]
	=Notes=		=Notes=
			*I call managers who are happier setting the direction of the company Ones and those who more enjoy making the company perform at the highest level Twos.
	*Ones sometimes get bored with many of the important execution details required to run a company, such as process design, goal setting, structured accountability, training, and performance management.		*Ones sometimes get bored with many of the important execution details required to run a company, such as process design, goal setting, structured accountability, training, and performance management.
	*178 While people tend to be Ones or Twos, with discipline and hard work natural Twos can be competent at One tasks and Ones can be competent at Two tasks. If a CEO ignores the dimension of management she doesn’t like, she generally fails.		*178 While people tend to be Ones or Twos, with discipline and hard work natural Twos can be competent at One tasks and Ones can be competent at Two tasks. If a CEO ignores the dimension of management she doesn’t like, she generally fails.

Marcin: /* Notes */

2024-04-16T07:14:40Z

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← Older revision		Revision as of 07:14, 16 April 2024
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	*[[The Hard Thing About Hard Things 1]]		*[[The Hard Thing About Hard Things 1]]
	=Notes=		=Notes=
			*Ones sometimes get bored with many of the important execution details required to run a company, such as process design, goal setting, structured accountability, training, and performance management.
	*178 While people tend to be Ones or Twos, with discipline and hard work natural Twos can be competent at One tasks and Ones can be competent at Two tasks. If a CEO ignores the dimension of management she doesn’t like, she generally fails.		*178 While people tend to be Ones or Twos, with discipline and hard work natural Twos can be competent at One tasks and Ones can be competent at Two tasks. If a CEO ignores the dimension of management she doesn’t like, she generally fails.
	*177 I will focus the discussion on two core skills for running an organization: First, knowing what to do. Second, getting the company to do what you know		*177 I will focus the discussion on two core skills for running an organization: First, knowing what to do. Second, getting the company to do what you know

Marcin: /* Notes */

2024-04-16T07:11:54Z

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← Older revision		Revision as of 07:11, 16 April 2024
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	*[[The Hard Thing About Hard Things 1]]		*[[The Hard Thing About Hard Things 1]]
	=Notes=		=Notes=
			*178 While people tend to be Ones or Twos, with discipline and hard work natural Twos can be competent at One tasks and Ones can be competent at Two tasks. If a CEO ignores the dimension of management she doesn’t like, she generally fails.
	*177 I will focus the discussion on two core skills for running an organization: First, knowing what to do. Second, getting the company to do what you know		*177 I will focus the discussion on two core skills for running an organization: First, knowing what to do. Second, getting the company to do what you know
	*166 the most important thing that I learned as an entrepreneur was to focus on what I needed to get right and stop worrying about all the things that I did wrong or might do wrong.		*166 the most important thing that I learned as an entrepreneur was to focus on what I needed to get right and stop worrying about all the things that I did wrong or might do wrong.

Marcin: /* Notes */

2024-04-16T06:58:06Z

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← Older revision		Revision as of 06:58, 16 April 2024
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	*[[The Hard Thing About Hard Things 1]]		*[[The Hard Thing About Hard Things 1]]
	=Notes=		=Notes=
			*177 I will focus the discussion on two core skills for running an organization: First, knowing what to do. Second, getting the company to do what you know
	*166 the most important thing that I learned as an entrepreneur was to focus on what I needed to get right and stop worrying about all the things that I did wrong or might do wrong.		*166 the most important thing that I learned as an entrepreneur was to focus on what I needed to get right and stop worrying about all the things that I did wrong or might do wrong.
	*The purpose of process is communication. A process is ... A communication vehicle.		*The purpose of process is communication. A process is ... A communication vehicle.

Marcin: /* Notes */

2024-04-16T06:40:57Z

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← Older revision		Revision as of 06:40, 16 April 2024
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	*[[The Hard Thing About Hard Things 1]]		*[[The Hard Thing About Hard Things 1]]
	=Notes=		=Notes=

			*166 the most important thing that I learned as an entrepreneur was to focus on what I needed to get right and stop worrying about all the things that I did wrong or might do wrong.
	*The purpose of process is communication. A process is ... A communication vehicle.		*The purpose of process is communication. A process is ... A communication vehicle.
	*160 keep in mind that it’s much easier to add new people to old processes than new processes to old people		*160 keep in mind that it’s much easier to add new people to old processes than new processes to old people

Marcin: /* Notes */

2024-04-15T07:57:55Z

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← Older revision		Revision as of 07:57, 15 April 2024
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	*[[The Hard Thing About Hard Things 1]]		*[[The Hard Thing About Hard Things 1]]
	=Notes=		=Notes=
	*The purpose of process is communication. A process is ...		*The purpose of process is communication. A process is ... A communication vehicle.
	*160 keep in mind that it’s much easier to add new people to old processes than new processes to old people		*160 keep in mind that it’s much easier to add new people to old processes than new processes to old people
	*156 If you’ve ever worked in a large organization, you know that there are plenty of people with experience running them but none of the requisite skills to run them well.		*156 If you’ve ever worked in a large organization, you know that there are plenty of people with experience running them but none of the requisite skills to run them well.

Marcin: /* Notes */

2024-04-15T07:56:57Z

Notes

← Older revision		Revision as of 07:56, 15 April 2024
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	*[[The Hard Thing About Hard Things 1]]		*[[The Hard Thing About Hard Things 1]]
	=Notes=		=Notes=
			*The purpose of process is communication. A process is ...
	*160 keep in mind that it’s much easier to add new people to old processes than new processes to old people		*160 keep in mind that it’s much easier to add new people to old processes than new processes to old people
	*156 If you’ve ever worked in a large organization, you know that there are plenty of people with experience running them but none of the requisite skills to run them well.		*156 If you’ve ever worked in a large organization, you know that there are plenty of people with experience running them but none of the requisite skills to run them well.

Marcin: /* Notes */

2024-04-15T07:52:39Z

Notes

← Older revision		Revision as of 07:52, 15 April 2024
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	*[[The Hard Thing About Hard Things 1]]		*[[The Hard Thing About Hard Things 1]]
	=Notes=		=Notes=
			*160 keep in mind that it’s much easier to add new people to old processes than new processes to old people
	*156 If you’ve ever worked in a large organization, you know that there are plenty of people with experience running them but none of the requisite skills to run them well.		*156 If you’ve ever worked in a large organization, you know that there are plenty of people with experience running them but none of the requisite skills to run them well.
	*Culture - Ensures that critical operating values persist; differentiates; helps you find people of that culture		*Culture - Ensures that critical operating values persist; differentiates; helps you find people of that culture

Marcin: /* Notes */

2024-04-15T07:40:35Z

Notes

← Older revision		Revision as of 07:40, 15 April 2024
Line 7:		Line 7:
	*[[The Hard Thing About Hard Things 1]]		*[[The Hard Thing About Hard Things 1]]
	=Notes=		=Notes=
			*156 If you’ve ever worked in a large organization, you know that there are plenty of people with experience running them but none of the requisite skills to run them well.
	*Culture - Ensures that critical operating values persist; differentiates; helps you find people of that culture		*Culture - Ensures that critical operating values persist; differentiates; helps you find people of that culture
	*155 WHY DOGS AT WORK AND YOGA AREN’T CULTURE. This is clear if culture is defined as that which helps you ship: product and [[DMS]] (capturing a market)		*155 WHY DOGS AT WORK AND YOGA AREN’T CULTURE. This is clear if culture is defined as that which helps you ship: product and [[DMS]] (capturing a market)

Marcin: /* Notes */

2024-04-15T07:37:55Z

Notes

← Older revision		Revision as of 07:37, 15 April 2024
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	*155 WHY DOGS AT WORK AND YOGA AREN’T CULTURE. This is clear if culture is defined as that which helps you ship: product and [[DMS]] (capturing a market)		*155 WHY DOGS AT WORK AND YOGA AREN’T CULTURE. This is clear if culture is defined as that which helps you ship: product and [[DMS]] (capturing a market)
	**Culture - core value that drives the business		**Culture - core value that drives the business
			**Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time
	*152 If you fail to do both of those things, your culture won’t matter one bit. The world is full of bankrupt companies with world-class cultures		*152 If you fail to do both of those things, your culture won’t matter one bit. The world is full of bankrupt companies with world-class cultures
	*150 - Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company		*150 - Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company