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.
Power is like being a lady... if you have to tell people you are, you aren't.
If something can be done 80% as well by someone else, delegate!
One of the greatest values of mentors is the ability to see ahead what others cannot see and to help them navigate a course to their destination.
I go to the chair of government with feelings not unlike those of a culprit who is going to the place of his execution.
All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.
There has to be absolute trust between the tiger and its master, but its master must be the master - there must be no mistake about that.
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