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A batch of the best highlights from what Louis's read, .

In companies, you have a dictator at the top, a CEO, or the founders. Then all of a sudden it turns back into a butterfly network, and now you report to a board, a bunch of people. And inherently, the founder-dictators tend to be very risk-prone. They have a lot of vision, they have a lot of drive, they know where they want to take the thing. They like to make risky moves and bets and pivots and turns. But boards don’t like that. Boards don’t like to be dragged along. It’s a group of people. It’s groupthink, it’s committee-think. No committee ever built anything great. So related to that, no board ever built anything great. Boards can be helpful; they can be sounding boards. But you do not want the board to be running the company. And the larger the board, the more you’re going to find yourself spending time just keeping them up-to-date and in sync.

Elad Gil - High Growth Handbook

2018, Stripe Press - libgen.lc

I actually think, even concepts like roadmaps and generally, plans are actually overrated. The best possible roadmap is have a very clear guide view of what matters to your merchant, have a super strong model of your own capabilities as a company. And then we run the function of deciding what is the very best thing you can work on. Every moment, you have teams ready to pick the next task instead of everyone of doggedly working off a thing that, of course, gets interrupted by reality.

Tobi Lütke: Calm Progress #152

fs.blog

He who desires or avoids the things which are not in his power can neither be faithful nor free, but of necessity he must change with them and be tossed about with them as in a tempest, and of necessity must subject himself to others who have the power to procure or prevent what lie desires or would avoid;

A Selection From the Discourses of Epictetus

Epictetus

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