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Before you criticize someone's work: (1) You should attempt to re-express your target's position so clearly, vividly, and fairly that your target says, "Thanks, I wish I'd thought of putting it that way? (2) You should list any points of agreement, especially if they are not matters of general or widespread agreement. (3) You should mention anything you have learned from your target. (4) Only then are you permitted to say so much as a word of rebuttal or criticism. Page 350 Cover of The Personal MBA The Personal MBA 196 notes
Ch.44 summary • Tekel Syndrome sufferers are polygamist opportunists who opportunity-hop. • A weak business commitment commits you to weak assets. Weak assets do not accelerate wealth. • The most successful entrepreneurs lived and breathed their business with 100% commitment. • Successful business monogamy can lead to successful business polygamy, a diversification into many passionate interests and investments. • Save the "I have ten businesses" until after you sell one company for millions. Page 306 Cover of The Millionaire Fastlane The Millionaire Fastlane 176 notes
Ch.8 UNITY: Instructively, the closer the friendship (and the accompanying sense of unity), the stronger the influence of our friends' behaviors on our own. In a massive political-election experiment involving sixty-one million people, a Facebook message urging them to vote was most successful if it included photographs of Facebook friends who had already voted and, critically, one of the photos was of a close friend. Page 376 Cover of Influence Influence 174 notes
Social Influence idea: Perhaps every day users have an opportunity to "tip" Chou Coins to someone they appreciate in the community, with each Chou Coin becoming two coins when tipped (to a certain limit). Generosity takes a person further than self-consumption. Page 480 Cover of Actionable Gamification Actionable Gamification 158 notes
An important reason for some entrepreneurs failing to implement: Paralysis by analysis: they keep trying to learn more or get stuck chasing the latest bright shiny object in the hope that they'll get everything perfect the first time around. You'll never get everything perfect the first time. You only truly learn by doing. Don't let perfectionism become a source of procrastination to you. Remember 80% out the door is better than 100% in the drawer. Successful entrepreneurs have a bias for action, implement quickly and course correct along the way. As one of my early mentors would say, "Money l Page 218 Cover of The 1-page Marketing Plan The 1-page Marketing Plan 114 notes
Recommended Books (3): - Seven Brief Lessons on Physics by Carlo Rovelli - The Compleat Strategyst: Being a Primer on the Theory of Games of Strategy by J.D. Williams - The Evolution of Cooperation by Robert Axelrod. - The Book of Life by Jiddu Krishnamurti - Total Freedom: The Essential Krishnamurti by Jiddu Krishnamurti - Meditations by Marcus Aurelius Page 212 Cover of The Almanack Of Naval Ravikant The Almanack Of Naval Ravikant 83 notes
Key takeaways: 1 Buying is hard 2 "Do nothing" is the most fearsome competitor you have. 3 A sales pitch is special. Companies tell different stories for different audiences and for different purposes. 4 A great sales pitch starts with your company's unique insight into the market not just following a trend. 5 Help customers understand their options and they will be better informed to make decisions confidently. 6 Differentiated value is the star of the show. Page 220 Cover of Sales Pitch Sales Pitch 72 notes
Pal Graham adhises entrepreneurs to leave the sexy sounding hashew ideas behind and instead build for their own needs: "instead of asking What problem should I solve?' ask what problem do I wish someone else would solve for me?" Studying your own needs can lead to remarkable discover. is and new ideas because the designer always has a direct line to at least one user: him- or herself. Page 205 Cover of Hooked Hooked 58 notes
I try not to have more than seven scenes in a story. The phone company uses seven digits in our phone numbers because they determined that seven bits of information is the most that the average person can retain at one time. Seven feels right to me. I have some stories that only have three scenes - even better. I have a story composed of just one scene. But seven is my max. Page 317 Cover of Storyworthy Storyworthy 45 notes
Transitional call: 3. Position yourself as the guide. When you help your customers solve a problem, even for free, you position yourself as the guide. The next time they encounter a problem in that area of their lives, they will look to you for help. Page 102 Cover of Building A Storybrand Building A Storybrand 50 notes
In an interview after the Fire Phone was withdrawn, Jeff was asked about its failure and answered, "If you think that's a big fail-ure, we're working on much bigger failures right now and I am not kidding." The magnitude of your inventions, and therefore your mistakes, needs to grow in lockstep with the growth of your organization. If it doesn't, your inventions will likely not be big enough to move the needle. Page 160 Cover of Working Backwards Working Backwards 34 notes
Create a New Game: Positioning to win a market you create Sometimes new technology or circumstances pave the way for a completely new market. Other times a market can be created by combining one or more existing markets to form one with different buying criteria. Developing a new market comes with its own distinct set of opportunities and challenges. Page 145 Cover of Obviously Awesome Obviously Awesome 18 notes
When a platform is self-service, even the improbable ideas can get tried, because there's no expert gate-keeper ready to say "that will never work" And guess what - many of chose improbable ideas do work, and society is the beneficiary of that diversity. Page 385 Cover of The Everything Store The Everything Store 16 notes
And those who urge entrepreneurs to never give up? Charlatans. Sometimes you have to give up. Sometimes knowing when to give up, when to try something else, is genius. Giving up doesn't mean stopping. Don't ever stop. Page 382 Cover of Shoe Dog Shoe Dog 17 notes
As a rough benchmark for evaluating startups at Andreessen Horowitz, I often look for a minimum baseline of 60 percent retention after day 1, 30 percent after day 7, and 15 percent at day 30, where the curve eventually levels out. Page 201 Cover of Cold Start Problem Cold Start Problem 9 notes
Ch.3 All happy companies are dif-ferent: each one earns a monopoly by solving a unique prob-lem. All failed companies are the same: they failed to escape competition. Page 34 Cover of Zero To One Zero To One 6 notes
Ch.2: More than anything else, value relates to emotional needs. Many business owners talk about their work in terms of the features it offers, but it's much more powerful to talk about the benefits customers receive. A feature is descriptive; a benefit is emotional. Page 29 Cover of The $100 Startup The $100 Startup 5 notes
Creative was more qualified than Apple to introduce a digital music product. The problem was, they advertised their product as a "5GB mp3 player." It is exactly the same message as Apple's "1,000 songs in your pocket." The difference is Creative told us WHAT their product was and Apple told us WHY we needed it. Page 44 Cover of Start with Why Start with Why 2 notes
If you'd like to follow your passion but haven't yet fostered one, you must begin at the beginning: discovery. Ask yourself a few simple questions: What do I like to think about? Where does my mind wander? What do I really care about? What matters most to me? How do I enjoy spending my time? And, in contrast, what do I find absolutely unbearable? If you find it hard to answer these questions, try recalling your teen years, the stage of life at which vocational interests commonly sprout. Page 114 Cover of Grit Grit 2 notes

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