Sublime

Robert was renowned for giving good demos. This stemmed from an unusual skill: he could deliver a relaxed and articulate exposition while he surreptitiously carried out a complex sequence of operations with his hands. He held your attention with his words as he deftly recovered from problems that would normally require total concentration. If it we

Anything by Rob Walker, Ryan Holliday, Penelope Trunk, Dave Pell, and Joi Ito While those are the regulars,

If you looked at the map of idea formation that Dunbar created, the ground zero of innovation was not the microscope. It was the conference table.

Sam Altman: It’s easiest if you get to meet people in person, several times. If you meet someone three times in three months, and notice detectable improvement each time, pay attention to that. The rate of improvement is often more important than the current absolute ability (in particular, younger founders can sometimes improve extremely quickly).

“It’s not just about observing what a person does,” says Dan Ariely, a professor of psychology and behavioral economics at Duke University and the author of Predictably Irrational, among other books. “It’s trying to understand the reasons behind that.”

What we have found is that in winning organizations, leaders are deliberate about ensuring that Layer 3 (social circuitry) is supportive of people’s efforts in solving Layer 1 (technical object) and Layer 2 (tools) problems. Their role is less supervisory, in the characterized fashion of directive leadership or command and control (e.g., “I say; yo