A CEO Who Is Not A Founder But An Outsider - Deepstash

A CEO Who Is Not A Founder But An Outsider

Outsiders should understand that it’s not their company. This means to avoid being the face of the company or getting media coverage.

That’s what Eric did when he was leading Google and Larry Page, Sergey Brin. He focused on running the company & making it profitable leaving Larry & Sergey to be the face of it.

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Advice to Young Managers and Leaders By Eric Schmidt

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MORE IDEAS FROM Eric Schmidt on Structuring Teams and Scaling Google | Blitzscaling 08

Advice For Young Managers
  • As a young manager, observe and do everything to learn various aspects.
  • The first 10 years of your career is too crucial & that’s where you learn all the stuff. Thus it’s important that you focus on getting the right kind of learning.
  • To make a better decision, keep asking yourself “What should be happening in your career/start-up in the next 5 years”.
  • This might sound like a theory to you or you probably have heard from yogis to practice living in the moment. But that doesn’t mean you should not try to foresee or plan where you want to go and how you can probably reach out there.

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The way you build great products is by building a small team, working really hard, pushing the team & getting the product out which just barely works. 

Example: The original iPod just barely worked initially. From there, Apple improved it before it was taken to the mass market. As a founder, you have to have a judgment when your product & start-up is ready to scale.

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Great products are built from self-use. As a founder, you know whether your product really works or not. And if you don’t know, get the data from your initial set of customers and analyze it. Making sure your product works before you take VC money and start expanding in all directions.

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  • Hire intelligence over experience.
  • Take your time to hire the right guys. And if things are not working with new hires even after doing multiple interventions, fire them fast.
  • Sell your dream to prospective candidates. Hire those to whom it makes sense. .
  • Hire ordinary people who have done extraordinary things.
  • Hire people who can work better in teams. Give a person an exception to be an individual contributor if she is an exceptional talent.
  • On the finance side, hire CFOs who have gone bankrupt because they have seen what should not be done to become bankrupt.

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Next generation of successful programmers will be those who can write programs such that software themselves can learn how to solve a problem. This is also called machine learning.

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In every successful company, you have got a core team with following qualities:

  • The one who has very good product sense.
  • The one who has emotional intelligence for all the stakeholders.
  • And the one who knows who to make people move fast.

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Three pointers for entrepreneurs who want to build a great company:

  • Have an incredible founding team & right founders to address right kind of problem
  • You need to have some luck
  • Passion, lots of hard work and hiring awesome people

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Hidden games

Hidden games are played in sandboxes that people don’t even realize exist. Hidden games have a higher return, but they are more long-term and abstract. For example, a hidden game is starting a business in an unsexy industry (i.e., building tunnels with Elon Musk).

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The Essay Memorization Technique

There are two stages to this method:

  • The creation stage: the objective is to generate high quality essay plans for every possible title that you could receive in an exam.
  • The memorization stage: transfer all of these essay plans to memory by methodically using active recall, spaced repetition, spider diagrams, and flashcards.

Benefits of this technique: you will be able to memorize so many essay plans by the time your exam is due, that a lot of these will come up at the exam anyway (or similar ones, so you'll have the possibility to compile bits of the memorized information to generate great essays from scratch).

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The Evolution Of "Productivity"
  • Back in the Industrial Revolution context, productivity was translated into the amount of production per factory or per worker for a given day.
  • These days the discussion revolves more about personal productivity and it relates to how much work we can get done in the smallest amount of time possible.

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