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One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. “I discovered that the best innovation is sometimes the company, the way you organize a company,” he recalled. “The whole notion of how you build a company is fascinating. When I got the chance to come back to Apple, I realized that I would be useless without the company, and that’s why I decided to stay and rebuild it.”
Steve Jobs
Walter Isaacson
An important duty of any leader is to absorb a large part of that complexity and ambiguity, passing on to the organization a simpler problem—one that is solvable. Many leaders fail badly at this responsibility, announcing ambitious goals without resolving a good chunk of ambiguity about the specific obstacles to be overcome. To take responsibility is more than a willingness to accept the blame. It is setting proximate objectives and handing the organization a problem it can actually solve.
Good Strategy/Bad Strategy
Rumelt, Richard
Take the rules of traffic on public roads, for example. It is on the basis of our trust that all people follow the rules of traffic that we pass through a green light. We are not having confidence in people unconditionally. We do look to the left and right first. But even then, we are placing a certain trust in other people whom we have never met. In a sense, this, too, is a work relationship, in that it is fulfilling a shared interest in the smooth flow of traffic.
The Courage to Be Happy
Ichiro Kishimi
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