Sublime

Andy Grove’s quantum leap was to apply manufacturing production principles to the “soft professions,” the administrative, professional, and managerial ranks. He sought to “create an environment that values and emphasizes output”

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JACK OF ROUGH DRAFTS, MASTER OF CRAFTS When I asked a handful of education pioneers to name the best teacher of rethinking they’ve ever encountered, I kept hearing the same name: Ron Berger.

Marc and I are both huge fans of Steve Martin’s autobiography, Born Standing Up: A Comic’s Life. Marc highlighted one takeaway: “He says the key to success is, ‘Be so good they can’t ignore you.’” TF: Marc has another guiding tenet: “Smart people should make things.” He says: “If you just have those two principles—that’s a pretty good way to orient

Page was not a social animal—people who talked to him often wondered if there were a jigger of Asperger’s in the mix—and could unnerve people by simply not talking.

Copywriter Eugene Schwartz famously sat at his desk for 33 minutes and 33 seconds at a time. He set a timer, sat down, and followed a simple rule: don’t get up until the alarm goes off.

Johnson had certain characteristics that no leader of a Great Group is without. He loved excellence, and, as a result, he had an unerring eye for talent. And because he understood why talented people work, he was able to create an environment in which they thrived.

Maxwell Perkins gave all his authors the feeling that he cared as much for their work as they did themselves.