We are our choices. Build yourself a great story.
Jeff BezosRead
If you can't feed a team with two pizzas, it's too large.
Interpretation
A team should be small enough so that it can be effectively managed without complexity.
Jeff Bezos' quote highlights the importance of team size in leadership and productivity. It suggests that a smaller team, akin to one that can be 'fed with two pizzas,' encourages better communication, collaboration, and efficiency, as larger teams can often become unwieldy and less effective in their decision-making processes.
In practice
During a meeting about team structure, a leader can quote this to advocate for smaller teams.
We are our choices. Build yourself a great story.
Work hard, have fun and make history.
If you're not stubborn, you'll give up on experiments too soon. And if you're not flexible, you'll pound your head against the wall and you won't see a different solution to a problem you're trying to solve.
But there's so much kludge, so much terrible stuff, we are at the 1908 Hurley washing machine stage with the Internet. That's where we are. We don't get our hair caught in it, but that's the level of primitiveness of where we are. We're in 1908.
Because, you know, resilience - if you think of it in terms of the Gold Rush, then you'd be pretty depressed right now because the last nugget of gold would be gone. But the good thing is, with innovation, there isn't a last nugget. Every new thing creates two new questions and two new opportunities.
When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices.
Authenticity is your most precious commodity as a leader.
America's leaders have to find a way to work together, rise to the challenge, and come up with solutions as bold and visionary as the people of this nation.
As a manager the important thing is not what happens when you are there, but what happens when you are not there
People have come to me over the years and said to me: 'I admire the culture of Starbucks. Can you come give a speech and help us turn our culture around?' I wish it were that easy. Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.
This mode of electioneering suited neither my taste nor my principles. I thought it equally unsuitable to my personal character and to the station in which I am placed.
So I had to be careful. I recognized the responsibility that, whether I liked it or not, I had to accept whatever the obligation was. That was to behave in a manner, to carry myself in such a professional way, as if there ever is a reflection, it's a positive one.
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