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We assume that you will make something to spec. We assume that the lights will go on when we flip the switch. We assume that the answer is in Wikipedia. All we’re willing to pay you extra for is what we don’t assume, what we can’t get easily and regularly and for free. We need you to provide the things that are unexpected, scarce, and valuable. Scarcity and abundance have been flipped. High-quality work is no longer scarce. Competence is no longer scarce, either. We have too many good choices—there’s an abundance of things to buy and people to hire. What’s scarce is trust, connection, and
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“I take care of my kids.”
“You’re supposed to.”
The value we create is directly related to how much valuable information we can produce, how much trust we can earn, and how often we innovate.
If your team is filled with people who work for the company, you’ll soon be defeated by tribes of people who work for a cause.
Again and again, our success turns not on being the low-price leader but on being the high-trust leader.
Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid. —Albert Einstein
Who will you miss? That is who you are listening to.
Apple is talked about more than any other company for one simple reason: They have huge aspirations for who they want their customers to become, and they deliver on them. Who will your customers become after they interact with you? Who will you become as a result?
Love this frame. Who will they become, and who will you become, because of the interaction. We want our customers to be leveling up.
What you are engrossed in isn’t nearly as important as the fact of being engrossed.
The resistance is a symptom that you’re on the right track. The resistance is not something to be avoided; it’s something to seek out.
You need to know the conventional wisdom inside and out. Not to obey the rules, but to break them.
