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Buffett and Munger called Howard, with Munger doing most of the talking. Gutfreund felt the firm owed him $35 million. “As he was laying all this out, I was listening like the Japanese, saying, ‘Yes, I understand your position.’ Not ‘Yes, I agree with you.’ We had no interest whatsoever in trying to arrange a compensation agreement with anyone who was in the middle of a scandal of this proportion without knowing the full facts.”
The Snowball
Alice Schroeder
The demands of customer discovery require people who are comfortable with change, chaos, and learning from failure and are at ease working in risky, unstable situations without a roadmap.
The Startup Owner's Manual
Steve Blank, Bob Dorf
The Benefits of a High‐Trust Environment High‐trust workplace cultures tend to correlate with high‐performance organizations. In a high‐trust team, people call each other out, without reservation, for the good of the business; no one feels put on the spot or made to look bad. If people can trust that everyone's motivations are honorable, not political, it allows them to focus on the problems and challenges of the business without getting defensive. People don't need to defend bad decisions in a high‐trust environment. They can acknowledge a failure and move on quickly.
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