I spent some time in January 2014 talked with Richard Banfield from Fresh Tilled Soil about my experiences and ideas as a digital design leader. It was fun to share. Here’s what came out of that — watch my interview now.
On a side note, I’m a lot thinner now. Must be all that running.
I’m not looking to rule the world, I’m not looking to create a permanent brand. It’s a quality-of-life issue with me.
Am I having fun? Am I surrounded by people I like? Are we proud of what we’re doing? Do we have anything to regret when we look in the mirror tomorrow? Those things are huge to me.
Source: Fast Company
A human being should be able to change a diaper, plan an invasion, butcher a hog, conn a ship, design a building, write a sonnet, balance accounts, build a wall, set a bone, comfort the dying, take orders, give orders, coöperate, act alone, solve equations, analyze a new problem, pitch manure, program a computer, cook a tasty meal, fight efficiently, die gallantly. Specialization is for insects.
— Robert Heinlein
The goal should be to get to market as quickly as possible with a product that customers will keep. If early customers abandon your product, that could erase the value of a first-mover advantage, but if your early adopters keep the product, there’s a good chance that will lead more customers to adopt it. And that dynamic, more than the technical features of the product, is what determines who wins
Source: HBR, June 2014 issue, Henrich R. Greve is a professor of entrepreneurship at INSEAD, and Marc-David L. Seidel is an associate professor of organizational behavior at the University of British Columbia’s Sauder School of Business.
From Bruce Temkin’s blog:
Lead with why. Most corporate communications focus on “what” and “how,” telling people what needs to be done and how they should accomplish it. This command and control pattern may elicit short-term compliance, but it’s efficacy decays quickly and it loses value completely when situations change and the “how” no longer applies. Leaders need to elicit buy-in from people by starting communications with “why,” explaining the reason that something is important to the company and to the people who are being asked to do something. To fully empower people, share “why” a goal is important and “what” success looks like and leave it up to the individuals to figure out “how” to make it happen.