The other tenet I believe in steadfastly is “Know thyself.” It’s such an old adage—a Delphic maxim, even!—that people disagree on which ancient coined the phrase. It may be counterintuitive to say that leadership, management, and company building all start with self-awareness, but I strongly believe that to be the case. Self-awareness is the most i

Then-CEO Eric Schmidt shared a simple but extremely effective framework to resolve these tensions: 70-20-10. Google would devote 70 percent of its resources to the core business, 20 percent to emerging products, and 10 percent to research and development for future products.

We had promoted a lot of people into management internally, which is an effective way to reward high performers and build company scaffolding, but we hadn’t invested enough in giving people the resources and the support they needed to be the most effective managers they could be.

“People work for people if they have a purpose.

Leadership is disappointing people at a rate they can absorb.

Done right, the company and the culture will evolve, but the center will always hold.

existential risks > core product (including which countries to invest in further) > new products.

described a talent evaluation approach he learned when working at Dell, which he called “scaling to the call”—meaning that as a company grows, the individuals within it are called to lead in larger and more complex roles.

“You know why playing a game is fun? Because it has rules, and you have a way to win. Picture a bunch of people showing up at an athletic field with random equipment and no rules. Someone is going to get hurt. You don’t know how to play, you don’t know how to score, and you don’t know how to win.” It’s critical for companies and teams to establish