The problem is this: you’re NOT in a state of panic most of the time. States of panic are special and have to be revered.
One of my favorite things to do in the country is read a new book with the birds chirping in the background or the soundtrack of crickets.
The road to mastery as a leader is like climbing a mountain. Each inch towards the top gets more challenging, but each new milestone is a breakthrough in your growth.
The CEO Journey is not a straight line. It’s like a series of concentric circles in a field. As we reach each new outer circle, we change.
The journey as CEO is a long one. You won’t be able to rely purely on your god-given raw intelligence for the whole trip.
There is no way to escape impossible problems on the entrepreneurial journey. Often, the solution lies in Lateral Thinking, changing our perception of the problem.
The problem with the Segway was that it completely missed the fact that the core need wasn’t there.
The best way to understand leadership is to watch it happen.
We can’t become what we need to be by remaining what we are.
There is no better selling weapon in the whole world than a happy customer talking to a prospect.
The person with the biggest pipeline always wins.
The biggest thing I learned in my time as CEO was how much I had to learn.
I have a paranoia that I will miss something. So, I consistently start the day with a question for myself (and my team) — “what don’t we know now?”
Startups are like a long series of runs. The moment you start running, you encounter obstacles large and small that are designed to surprise you.
A leader’s job is to create the environment and the context where people can actually do the most, accomplish the most, and teams can be the most impactful.
We never plan for a crisis. When we are in the midst of one, it feels like an endless mountain to climb.
