Move Fast and Fix Things Quotes

“Hill makes the case that excellence actually requires conflict between different ideas and approaches. As Jim Morris, the president of Pixar Animation Studios, told Hill, “If you have no conflict, you’re going to have something that’s pretty average.”50”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems

“Many of these projects were simple product fixes with the best chance of boosting sales quickly. For example, many Etsy shoppers were nervous about using their credit cards with small, unknown vendors they didn’t yet trust, so the company prioritized adding a message to the site: “The seller never sees your credit card information.”32 Silverman called these fixes ambulances and focused the team on implementing them in days and weeks rather than months.33 His ambulances paid off with an almost-immediate increase to revenues.34”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems

“Counterintuitively, emotional mastery can sometimes look to the outside world like doing nothing at all. We’re going to set a high bar for this one, which is to take leadership lessons from Abraham Lincoln. As our colleague Nancy Koehn explores in her fascinating study of crisis leadership, Lincoln was able to resist taking immediate action, even in the face of extraordinary pressure to do something, anything in response to apparent disaster. Koehn writes, “In our own white-hot moment, when so much of our time and attention is focused on instantaneous reaction, it seems almost inconceivable that nothing might be the best something we can offer.”33 And yet history suggests that it’s sometimes the right move. Slowing down your reaction time can allow you to move faster as an organization, particularly when it helps you avoid unforced errors, a topic for tomorrow.”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems

“Self-awareness is the key to skillfully playing the “instrument” of your emotions and preventing your feelings from sabotaging your change story. Accepting your emotions, integrating them into your actions, is also an opportunity to build trust and reinforce authenticity. The opposite—trying to suppress or deny what you’re feeling (what, me vulnerable?)—is an inauthenticity tell that’s easy to read. To help you get there and make peace with what you’re feeling, below are ten emotions that deserve more respect at work.”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems

“The leader’s mood is quite literally contagious, spreading quickly and inexorably throughout the business…. The same holds true in the office, boardroom, or shop floor; group members inevitably “catch” feelings from one another.”26 When you step up to leadership, whether you like it or not, there’s no option to turn off the broadcast feature on whatever you’re feeling.”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems

“Spend time with your Team on a very regular basis, no less than monthly.47”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems

“Psychological safety, which Edmondson sometimes refers to as interpersonal fearlessness, is the foundation on which the rest of your company’s hopes and dreams are built.”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems

“For example, when Google spent years trying to rigorously explain differences in performance across its own highly skilled teams—a project they code-named “Aristotle”—the company concluded that psychological safety explained “everything.”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems

“organizations are perfectly designed to get the results they get…. if you don’t like the results, you need to change the design.”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems

“Speed unleashes your organization’s energy and reveals where you’re going. Trust convinces your stakeholders to come along for the ride.”
― Frances Frei, Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems