Wednesday, October 21, 2015

hire people more talented than you

It's an oft-quoted refrain from hiring textbooks, and one equally often ignored in practice. How often do egos get in the way in traditional business and startups, let alone in narcissistic Hollywood? How tempting it can be -- for all of us -- to go for the self-image boost of engineering teams so that we are always the sharpest tool in the shed rather than collecting the absolute best talent possible? 

Stewart successfully and consistently hired correspondents more talented than he is. From Steve Carrell who has gone on to become an international movie star to Stephen Colbert who's notoriety has arguably eclipsed Stewart's in moving on to the CBS Late Show, to John Oliver who now hosts his own show on HBO, The Daily Show boasts an incredible alumni network. And it doesn't stop with these big names -- he's surrounded himself with comics with sharper wit -- Lewis Black -- and better acting chops -- Samantha Bee -- as well.

This talent was made abundantly clear when every former correspondent returned to his final show, filling the stage with unbelievable star power. Stewart has identified talent and The Daily Show has served as a 'rocket ship' for dozens of careers.


"3 Leadership Lessons Learned From Jon Stewart." Huffington Post. 8/10/2015

Tuesday, October 20, 2015

never been closer than this

Americans who are tired of politics as usual should demand a clear answer to a simple question from every candidate: What will you do to unite all of us?

Our country deserves a candidate courageous enough to select a member of the other party as a running mate. Our country deserves a president humble enough to see leadership not as an entitlement but as a privilege.

The speculation about my candidacy reminds me of a lesson from a great Jewish leader. A decade ago, I visited the Western Wall in Jerusalem with Nosson Tzvi Finkel, a widely respected rabbi in Israel. As we approached one of the holiest sites in Judaism, the rabbi halted about 10 yards away as a crowd of admirers gathered nearby. I beckoned him further.

“I’ve never been closer than this,” the rabbi told me. Astounded, I asked why.

“You go,” he said. “I’m not worthy.”


Howard Schultz, CEO Starbucks
America Deserves a Servant Leader. The New York Times. 8/6/2015

Monday, October 19, 2015

don't be afraid

When Jobs was designing the iPhone, he decided that he wanted its face to be a tough, scratchproof glass, rather than plastic. He met with Wendell Weeks, the CEO of Corning, who told him that Corning had developed a chemical exchange process in the 1960s that led to what it dubbed “Gorilla glass.” Jobs replied that he wanted a major shipment of Gorilla glass in six months. Weeks said that Corning was not making the glass and didn’t have that capacity. “Don’t be afraid,” Jobs replied. This stunned Weeks, who was unfamiliar with Jobs’s Reality Distortion Field. He tried to explain that a false sense of confidence would not overcome engineering challenges, but Jobs had repeatedly shown that he didn’t accept that premise. He stared unblinking at Weeks. “Yes, you can do it,” he said. “Get your mind around it. You can do it.” Weeks recalls that he shook his head in astonishment and then called the managers of Corning’s facility in Harrodsburg, Kentucky, which had been making LCD displays, and told them to convert immediately to making Gorilla glass full-time. “We did it in under six months,” he says. “We put our best scientists and engineers on it, and we just made it work.” As a result, every piece of glass on an iPhone or an iPad is made in America by Corning.


Walter Isaacson
The Real Leadership Lessons of Steve Jobs - Harvard Business Review the Magazine. April 2012.

Sunday, October 18, 2015

could you find a way?

One day Jobs marched into the cubicle of Larry Kenyon, the engineer who was working on the Macintosh operating system, and complained that it was taking too long to boot up. Kenyon started to explain why reducing the boot-up time wasn’t possible, but Jobs cut him off. “If it would save a person’s life, could you find a way to shave 10 seconds off the boot time?” he asked. Kenyon allowed that he probably could. Jobs went to a whiteboard and showed that if five million people were using the Mac and it took 10 seconds extra to turn it on every day, that added up to 300 million or so hours a year—the equivalent of at least 100 lifetimes a year. After a few weeks Kenyon had the machine booting up 28 seconds faster.


Walter Isaacson
The Real Leadership Lessons of Steve Jobs - Harvard Business Review the Magazine. April 2012.

Saturday, October 17, 2015

some might call it character

IQ offers little to explain the different destinies of people with roughly equal promises, schooling, and opportunity. When ninety-five Harvard students from the classes of the 1940s – a time when people with a wider spread of IQ were at Ivy League schools than is presently the case – were followed into middle age, the men with the highest test scores in college were not particularly successful compared to their lower-scoring peers in terms of salary, productivity, or status in their field. Nor did they have the greatest life satisfaction, nor the most happiness with friendships, family, and romantic relationships.

A similar follow-up in middle age was done with 450 boys, most sons of immigrants, two thirds from families on welfare, who grew up in Sommerville, Massachusetts, at the time a “blighted slim” a few blocks from Harvard. A third had IQs below 90. But again IQ had little relationship to how well they had done at work or in the rest of their lives; for instance, 7 percent of men with IQs under 80 were unemployed for ten or more years, but so were 7 percent of men with IQs over 100. To be sure, there was a general link (as there always is) between IQ and socioeconomic level at age forty-seven. But childhood abilities such as being able to handle frustrations, control emotions, and get on with other people made the greater difference. 

Consider also data from an ongoing study of eighty-one valedictorians and salutatorians from the 1981 class in Illinois high schools. All, of course, had the highest grade point averages in their schools. But while they continued to achieve well in college, getting excellent grades, by their late twenties they had climbed to only average levels of success. Ten years after graduating from high school, only one in four were at the highest level of young people of comparable age in their chosen profession, and many were doing much less well.

Karen Arnold, professor of education at Boston University, one of the researchers tracking the valedictorians, explains, “I think we’ve discovered the ‘dutiful’ – people who know how to achieve in the system. But valedictorians struggle as surely as we all do. To know that a person is a valedictorian is to know only that he or she is exceedingly good at achievement as measured by grades. It tells you nothing about how they react to the vicissitudes of life.”

And that is the problem: academic intelligence offers virtually no preparation for the turmoil – or opportunity – life’s vicissitudes ring. Yet even though a high IQ is no guarantee of prosperity, prestige, or happiness in life, our schools and our culture fixate on academic abilities, ignoring emotional intelligence, a set of traits – some might call it character – that also matters immensely for our personal destiny. Emotional life is a domain that, as surely as math or reading, can be handled with greater or lesser skill, and requires its unique set of competencies. And how adept a person is at those is crucial to understanding why one person thrives in life while another, of equal intellect, dead-ends: emotional aptitude is a meta-ability, determining how well we can use whatever other skills we have, including raw intellect.


Emotional Intelligence. Random House LLC, 2006. 358 pages, p.35,36