Every product needs a vision. <ol><li>A good product vision needs to be lofty ...</li><li>Yet realistic, and separate from current technology limitations.</li><li>It should be grounded in solving clear user problems.</li><li>It should be communicated through storytelling, such as writing future headlines or sketching ideas.</li></ol>One example is uber's vision of a city without cars or Microsoft's vision of a computer on every desk.

The 4 Elements Of Product Vision

Product leadership is about clarity and conviction. Clarity is about bringing simplicity and transparency to the product's purpose and issues.Conviction is having a strong belief in the vision and strategy, knowing the path forward.

Clarity and Conviction in Product Management

This is how to make a product vision:<ol><li>Start with empathizing with users to understand their needs.</li><li>Create solutions that envision a better future for users.</li><li>Evangelize the vision to teams and stakeholders to align everyone.</li></ol>The vision shoul live in a live doc, open to comments easy to reference. It should not be percived as static but rather open to debate and question.

Empathize, Create, Evangelize

Ebi is a product leader who specializes in helping teams craft compeling product visions.

Ebi Atawodi is Director of Product Management for the Creator Experience at YouTube, former Head of Product at Uber, and a former Director of Product (Payments and EMEA) at Netflix. Known for crafting a strong, unified vision, Ebi empowers her teams to achieve outsized outcomes. In today’s episode, we go deep into vision and strategy, including:• The four key elements of a good vision statement• Three ways to determine your mission• The four pillars of great product management• How writing helps you gain clarity• How culture influences product• Tips on how to structure a strategy session• Advice on building team culture and improving work relationships• What’s coming soon at YouTube — Brought to you by Sidebar—Accelerate your career by surrounding yourself with extraordinary peers | Jira Product Discovery—Atlassian’s new prioritization and roadmapping tool built for product teams | Wix Studio—The web creation platform built for agencies — Find the transcript and references at: https://www.lennysnewsletter.com/p/crafting-a-compelling-product-vision — Where to find Ebi Atawodi: • X: https://twitter.com/ebiatawodi • LinkedIn: https://www.linkedin.com/in/ebiatawodi • YouTube mixes: https://www.youtube.com/@EbiAtawodi/videos — Where to find Lenny: • Newsletter: https://www.lennysnewsletter.com • X: https://twitter.com/lennysan • LinkedIn: https://www.linkedin.com/in/lennyrachitsky/ — In this episode, we cover: (00:00) Ebi’s background (04:31) Four key elements of a product vision (08:14) Examples of lofty but attainable visions (11:43) Vision vs. mission  (13:23) Examples of visions and missions from notable companies (15:00) A simple framework for outlining a vision  (20:51) Other methods for outlining a vision  (23:29) The impact of writing clear headlines (26:41) Using mockups to frame your vision (28:24) A step-by-step approach to developing a vision (32:58) Ebi’s “10 Things” document (37:47) A quick summary of Ebi’s tips (40:56) How to use the “10 Things” doc in a strategy session (43:11) The three concentric circles of evangelizing  (47:48) The cadence of developing a vision and bringing it to life (49:26) Visions vs. micro visions (52:58) First steps in developing a vision (55:12) Infrastructure is the product (56:39) Clarity and conviction, the main jobs of PMs (59:58) Ebi’s narrative doc (1:04:59) Conviction, its role in the job, and how to build it (1:08:20) How to build company culture (1:17:06) The monolithic culture at Uber (1:19:09) The culture Ebi embeds in her teams (1:23:58) How to evaluate your relationship with your engineering manager  (1:26:02) What’s new at YouTube (1:29:22) Ebi’s closing thoughts (1:30:45) Lightning round — Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. — Lenny may be an investor in the companies discussed.

entrepreneurship

Entrepreneurship

podcasts

Podcasts

product

Product & Design

leadershipandmanagement

Leadership & Management

softwareengineering

Software Engineering

Interviews with world-class product leaders and growth experts to uncover concrete, actionable, and tactical advice to help you build, launch, and grow your own product. www.lennysnewsletter.com

Lenny's Podcast: Product | Growth | Career

Crafting a compelling product vision | Ebi Atawodi (YouTube, Netflix, Uber)

Richard Sheridan is the CEO of Menlo Innovations, a software company in Michigan. He argues that joy is possible & essential in creating high-performing organizations. He believes that by focusing on joy, companies can improve employee morale, increase productivity, and create a fulfilling work environment.His key principles:<ol><li>Lead with empathy: Understand & respond to the needs of employees.</li><li>A culture of psychological safety: Feel safe to take risks & make mistakes.</li><li>Collaboration</li><li>Celebrating Successes: Recognize and reward employees</li><li class="ql-align-justify">Embrace failure: Learn from mistakes and grow</li></ol>

A joyful workplace

Pair programming is when two programmers work together on the same task, sharing a single laptop (or screen). This:<ul><li class="ql-align-justify">Enhances Learning: By working alongside experienced colleagues, developers can quickly learn the craft</li><li class="ql-align-justify">Improved Quality: Through constant code review and discussion, errors and potential problems are identified and addressed early on.</li><li class="ql-align-justify">Boosted Productivity: While it may seem counterintuitive, studies have shown that pair programming increases overall productivity.</li><li class="ql-align-justify">Stronger Team Relationships: Overfacing challanges fosters collaboration, trust, and camaraderie.</li></ul>

Pair programming

"Knowledge hoarders" are people who possess extensive knowledge about specific systems, processes, or technologies. While they are highly valuable, they can also cause problems for organizations: <ul><li class="ql-align-justify">If a knowledge hoarder leaves, it can create disruptions and gaps in knowledge. </li><li class="ql-align-justify">A culture of hoarding knowledge can hinder creativity and innovation. </li><li class="ql-align-justify"> The organization becomes heavily reliant on a small number of individuals, leaving it vulnerable to departures or absences. </li></ul>To minimize these risks, companies should promote a culture of knowledge sharing.

The Peril of Knowledge Hoarders

Lunch and learn sessions are informal gatherings where employees share knowledge and insights on a variety of topics. Sherian emphasizes this ritual as a fundamental tool for creating a learning organization. It's very important for the meetings to be informal, low pressure ... so that anyone member of the team should feel welcome ... and share their ideas.

Lunch and learn sessions

Joyful organizations are fueled by creative energy. Which the company should cultivate mainly through hiring the right people. And there is no better way, the author argues, than to put passion on top of skills when evaluating a candidate. Instead of hiring "superstars" with extensive experience, companies should focus on hiring individuals with strong learning abilities and a curious mindset. The company will become more agile, more adaptive, more creative and overall more joyful.

Hiring for Potential, Not Just Skill

A book about how to create joy at work ... in a dev company.

The moment you walk into Menlo Innovations, you can sense the atmosphere full of energy, playfulness, enthusiasm, and maybe even . . . joy. As a package-delivery person once remarked, "I don't know what you do, but whatever it is, I want to work here." Every year, thousands of visitors come from around the world to visit Menlo Innovations, a small software company in Ann Arbor, Michigan. They make the trek not to learn about technology but to witness a radically different approach to company culture. CEO and "Chief Storyteller" Rich Sheridan removed the fear and ambiguity that typically make a workplace miserable. His own experience in the software industry taught him that, for many, work was marked by long hours and mismanaged projects with low-quality results. There had to be a better way. With joy as the explicit goal, Sheridan and his team changed everything about how the company was run. They established a shared belief system that supports working in pairs and embraces making mistakes, all while fostering dignity for the team. The results blew away all expectations. Menlo has won numerous growth awards and was named an Inc. magazine "audacious small company." It has tripled its physical office three times and produced products that dominate markets for its clients. Joy, Inc. offers an inside look at how Sheridan and Menlo created a joyful culture, and shows how any organization can follow their methods for a more passionate team and sustainable, profitable results. Sheridan also shows how to run smarter meetings and build cultural training into your hiring process. Joy, Inc. offers an inspirational blueprint for readers in any field who want a committed, energizing atmosphere at work--leading to sustainable business results.

corporateculture

Corporate Culture

teamwork

Teamwork

books

Books

Richard Sheridan

Joy, Inc

Shift from a 🏗️ builder's mindset of having a fixed plan to a 🌱 gardener's approach, allowing ideas to grow naturally.Builders are limited by their own efforts, while gardeners nurture growth and direct energy where needed.Done correctly, this method can look magical, as it involves curating and responding to emerging potential, rather than being the genius dictator micro-managing everything. Alex calls it "farming for miracles" because you are setting up the foundation to discover "magical seeds" that could have an exponential effect on growth.

Think Like a Gardener, Not a Builder

Creating structures & behavior that allows ideas and projects to grow from the bottom up is called emergence thinking.It is a different way of approaching leadership and can often be misinterpreted as being a slacker or "weirdo". This is because traditional leaders with a concrete plan are often praised for their hard work, while emergent focused leaders are seen as inefficient.<ul><li class="ql-align-justify">Top-down leadership may seem effective, but it can hinder the growth of new and innovative ideas.</li><li class="ql-align-justify">Emergence thinking may not be popular in large companies, but it can lead to great success if given the chance to thrive<warningtag>.</warningtag></li></ul>

The Power & Perils of Emergence Thinking

The most important thing to do after planting an acorn is to keep squirrels away so they don't dig it up.
As a leader it's your duty to gain enough credibility in front of management & provide air cover for your team so they to do great work.

Strict hierarchical orgs have to deal with coordination issues (how to pick the target, focus on the target etc). A small company is analogue to a sports car, allowing for speed and fast pivots. A large company can organize itself into a team of sports cars but there would be less collaboration between teams. Slime molds adapt and autonomously find solutions, which can boost creativity and innovation. They are not rigidly constraied by fixed job description or objectives, and can morph themselves into any shape needed. They operate with autonomy, exploration & creative problem-solving.

Slime Molds Organization

LLMs & Generative AI are disrupting software development and production in general. They are a "magical duck-tape" that will lower costs and enable the everybody to produce at lower costs. So your taste as a product manager is now more important than ever.Taste means to be able to differentiate from an LLM, given the same prompt. LLMs will produce the mediocre result, the wisdom of the crown. Your taste has to do with a unique perspective that you have the courage to put fwd.

How to be Creative in the Age of AI

Strategy Salons: A collaborative, opt-in conversation environment that fosters emergence in companies.<ul><li class="ql-align-justify">Only those who want to participate are accepted.</li><li class="ql-align-justify">Open discussions and the sharing of diverse perspectives enhances idea generation.</li><li class="ql-align-justify">Iteration and a non-judgmental space allows for a free flow of ideas.</li></ul>This open forum, with no strict objectives, is often where the best insights emerge.

Strategy Salons

Instead of making giant leaps, explore the adjacent possible, focusing on achievable actions.This concept respects constraints, guiding realistic, impactful innovations.Consistently making small, feasible steps can lead to surprisingly large shifts over time.

The Adjacent Possible

Alex makes a great argument for emergent organization for fostering innovation and creativity. 

Alex Komoroske is a strategic leader who merges the practice, theory, and mindset necessary to tackle complex problems. He spent 13 years at Google, where he worked on Search and DoubleClick and led Chrome’s Open Web Platform. He also spearheaded Augmented Reality in Google Maps and developed toolkits to align companywide strategy from the ground up. After serving as Head of Corporate Strategy at Stripe, he is now co-founding a startup aimed at reimagining the web for the AI era. Alex created the popular “Slime Molds” deck, which offers fresh insights into organizational dynamics. He is also the author of the widely read “Bits and Bobs,” a collection of thought-provoking reflections. In our conversation, we delve into: • “Organizational kayfabe” • “Gardening” vs. “building” • How AI will soon change how we build product • How and why to embrace the adjacent possible • The power of reflection and how to build it into your workflow • How to create emergent properties in organizations • How to run effective “strategy salons” or “nerd clubs” • Much more — Brought to you by: • ⁠Eppo⁠—Run reliable, impactful experiments • ⁠Vanta⁠—Automate compliance. Simplify security • ⁠Coda⁠—The all-in-one collaborative workspace — Find the transcript at: https://www.lennysnewsletter.com/p/unconventional-product-advice-alex-komoroske — Where to find Alex Komoroske: • X: https://x.com/komorama • LinkedIn: https://www.linkedin.com/in/alex-komoroske-6597336/ • Website: https://www.komoroske.com/ — Where to find Lenny: • Newsletter: https://www.lennysnewsletter.com • X: https://twitter.com/lennysan • LinkedIn: https://www.linkedin.com/in/lennyrachitsky/ — In this episode, we cover: (00:00) Introduction to Alex (01:53) Alex’s Bits and Bobs document (06:20) The Compendium and note-taking process (10:10) The impact of AI and LLMs on product development (14:24) Skills to lean into as a product manager (19:02) How AI makes us better as individuals (23:04) Organizational kayfabe (31:48) Gardening vs. building (34:46) Emergence-oriented thinking (41:55) Slime molds and organizational structure (45:15) Identifying resonant ideas (47:05) The power of metaphors (48:02) Strategy salons and nerd clubs (52:30) Building and sustaining communities (55:59) Productivity hacks and self-control (01:01:04) Life philosophy and personal insights (01:07:52) The adjacent possible (01:15:56) Lightning round — Referenced: • Bits and Bobs Google Doc: https://groups.google.com/g/komoroske-updates/c/2rPJ9EyKVYY?pli=1 • The Compendium: https://thecompendium.cards/ • WebSim: https://websim.ai/ • Dylan Field live at Config: Intuition, simplicity, and the future of design: https://www.lennysnewsletter.com/p/dylan-field-live-at-config • Anthropic: https://www.anthropic.com/ • Claude: https://claude.ai • Steve Jobs on Why Computers Are Like a Bicycle for the Mind (1990): https://www.themarginalian.org/2011/12/21/steve-jobs-bicycle-for-the-mind-1990/ • Kayfabe: https://en.wikipedia.org/wiki/Kayfabe • Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration: https://www.amazon.com/Creativity-Inc-Overcoming-Unseen-Inspiration/dp/0812993012 • How Perplexity builds product: https://www.lennysnewsletter.com/p/how-perplexity-builds-product • Slime Molds: https://komoroske.com/slime-mold/ • Ken Stanley on LinkedIn: https://www.linkedin.com/in/kenneth-stanley-3a159b/ • Evolution through the Search for Novelty Alone: https://www.cs.swarthmore.edu/~meeden/DevelopmentalRobotics/lehman_ecj11.pdf ...References continued at: https://www.lennysnewsletter.com/p/unconventional-product-advice-alex-komoroske⁠ — Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. — Lenny may be an investor in the companies discussed.

business

Business

creativity

Creativity

humanresources

Human Resources

Thinking like a gardener not a builder, organizing teams like slime mold, the adjacent possible, and other unconventional product advice | Alex Komoroske (Stripe, Google)

Unconventional Product Advice with Alex Komoroske (Stripe, Google)

2 ways to view marriage (or serious relationships in general)<ul><li class="ql-align-justify">Capstone marriage: Where marriage is seen as a kind of reward after you’ve accomplished a certain number of goals in your life, whether they are professional, personal, etc.</li><li class="ql-align-justify">Cornerstone marriage: It’s where your marriage is your starting point, something from which you build a life.</li></ul>Both have challenges:<ul><li class="ql-align-justify">In a capstone mentality your high standards and evolution as a person may make finding someone difficult.</li><li class="ql-align-justify">In cornerstone ones, the people in the relationship define themselves as part of a unit and less as a unique individual.</li></ul>

Cornerstone vs Capstone Marriage

Some people never say sorry. According to Esther Perel, this is because they have a strong sense of shame. But admitting one's mistakes and imperfections should not be a reflection of self-worth. In fact, being able to acknowledge and apologize for mistakes shows strength and vulnerability. By separating our sense of self from a perfect image, we can overcome the shame that holds us back from apologizing.

The Power of Apologies and Overcoming Shame

"Self esteem is your ability to see yourself as a flawed individual and still hold yourself in high regard"

Traditional sexuality was all about procreation. Modern sexuality is now often identified with performance: how many times, how many partners, and what types of sex. Sex has become something you do rather than something you experience.Esther Perel proposes a new mindset. Sex as an experience. "Sex is a place you go." So where do you want to go?<ul><li class="ql-align-justify">Seek deep spiritual union?</li><li class="ql-align-justify">Experience deep connection?</li><li class="ql-align-justify">Transcend daily life?</li><li class="ql-align-justify">Surrender and be vulnerable?</li><li class="ql-align-justify">Be naughty or kinky?</li><li class="ql-align-justify">Abdicate responsibility?</li></ul>Sex is never just sex. Sexuality is a code for our deepest emotional needs: our wounds, fears & aspirations.

Sex: A Place You Go, Not What You Do

Sexuality is a not a reflection of a relationship. It should not be assumed a loving relationship naturally leads to hot action in the bedroom. To Perel, sexuality and love run a parallel track. Eroticism has more to do with the joy of living & with feeling alive. It is a very personal expression of one's individuality, unburden by any external connection to another person.And while love does not imply eroticism, the opposite is more common. Changing the sexual dynamic in a couple will improve the relationship as well.

Upgrade Your Sex Life & Relationship

Esther Perel dropping some truth bombs as usual. 

In this episode, my guest is Esther Perel, a world-renowned psychotherapist, relationship expert, and bestselling author. She explains healthy romantic relationship dynamics and how to achieve them. The answer includes curiosity not just about the other person but, more importantly, about who we can evolve into through healthy relating. Esther explains the fundamental differences and challenges in relationships formed at different stages of life. We also discuss relationship conflict and how to give and receive a true apology. Additionally, we discuss fidelity, breaches of trust, reviving relationships, and tools for understanding your needs regarding love and desire in a relationship. The episode will help listeners understand the key elements to find, build, and revive deeply satisfying romantic relationships. Access the full show notes for this episode at hubermanlab.com. Esther Perel's new Desire courses are launching tomorrow, September 17—use code HUBERMAN15 for 15% off any course through December. Thank you to our sponsors AG1: https://drinkag1.com/huberman David Protein: https://davidprotein.com/huberman LMNT: https://drinklmnt.com/huberman Helix Sleep: https://helixsleep.com/huberman Function: https://functionhealth.com/huberman Timestamps 00:00:00 Esther Perel 00:02:03 Sponsors: David Protein, LMNT & Helix Sleep 00:06:33 Romantic Relationships, Change & Self 00:11:18 Cornerstone vs. Capstone Relationships, Age Differences 00:16:53 Young vs. Older Couples, Dynamic Relationships 00:20:13 Identity & Relationship Evolution 00:26:00 Curiosity, Reactivity 00:30:29 Sponsor: AG1 00:31:59 Polarization, Conflict; Coherence & Narratives 00:38:21 Apologies, Forgiveness, Shame, Self-Esteem 00:45:00 Relationship Conflict 00:53:48 Sponsor: Function 00:55:35 Verb States of Conflict; Emotion, Narratives vs. Reality 01:00:10 Time Domains & Hurt; Caretaker & Romantic Relationships 01:08:03 Couples Therapy; Language & Naming 01:20:15 Sexuality in Relationships 01:26:20 Tool: Love & Desire, Sexuality 01:31:28 Infidelity, “Aliveness” 01:35:17 Intimacy, Abandonment, Self-Preservation 01:41:26 Erotic Blueprints, Emotional Needs 01:49:42 Tool: Repair Work, Relationship Revival; Sincere Apologies 01:59:30 Tool: Relationship Readiness 02:03:33 Zero-Cost Support, YouTube, Spotify & Apple Follow & Reviews, Sponsors, YouTube Feedback, Protocols Book, Social Media, Neural Network Newsletter Disclaimer & Disclosures

Understand yourself and those around you.

psychology

Psychology

motivationandinspiration

Motivation & Inspiration

mentalhealth

Mental Health

loveandrelationships

Love & Relationships

Huberman Lab discusses neuroscience: how our brain and its connections with the organs of our body control our perceptions, our behaviors, and our health. We also discuss existing and emerging tools for measuring and changing how our nervous system works. Dr. Andrew Huberman is a tenured professor of neurobiology and ophthalmology at Stanford School of Medicine. His laboratory studies neural regeneration, neuroplasticity, and brain states such as stress, focus, fear, and optimal performance. For more than 20 years, Dr. Huberman has consistently published original research findings and review articles in top-level peer-reviewed journals, including Nature, Science, Cell, Neuron, and Current Biology. He is a regular member of several National Institutes of Health review panels and a Fellow of the McKnight Foundation and the Pew Charitable Trusts. Dr. Huberman regularly consults for technology development companies, professional athletic organizations, and various units of U.S. and Canadian Special Operations.

Huberman Lab

Esther Perel: How to Find, Build & Maintain Healthy Romantic Relationships

Would you rather have 100k random followers or the influential Davos crowd? Tim Ferriss asks this thought experiment to underline the importance of the quality and status of your followers instead of just the number of followers.When it comes to marketing, it's not about the size of the crowd, it's about the influence and status of your followers. That's why it's crucial to strategically choose your target audience as the type of content you put out will attract a certain type of person.

Building an audience: Quality over Quantity

The Internet is a geography vaporizer. Before the internet your obsesions, your weird interest etc would have labelled you a weird nerd. But on the Internet, you can find an audience for your detailed, in-depth, over the top obsessions.Don't shy from whatever makes you stand out. Crank up your inner nerdness.

Find your inner nerd

You can apply the questions above to any topic and you have a framework to come up with stories on any topic:ex: Take the topic of "Jobs": What was my first job and what did I learned from it? What about the one I am doing now? How about the best job I've ever had? You are not gonna believe the worst job in my life. Let me tell you about my weirdest job ...Apply these to any topic and you will come up with a pipeline of personal stories.

First, Last, Best, Worst, Weirdest

You don't wanna be well-known. You should want to be known well. That's when people search for you, subscribe to you, buy from you etc... Think about your image in terms of the 5Ds:<ol><li class="ql-align-justify">Done: What have I done? People should know about your track record.</li><li class="ql-align-justify">Deliver: What do you offer people if they pay attention to you?</li><li class="ql-align-justify">Do: What do I do for work? What are my hobbies?</li><li class="ql-align-justify">Dreams: What are my goals? Why am I doing what I am doing?</li><li class="ql-align-justify">Dork Out: What's your nerd passion? What are you collecting?</li></ol>There is no such thing as too long. Only too bYoring.

5D's

Do not create content with the expectation of immediate success. Focus on creating a high-quality and binge-worthy show for the future.Pay more attention to the quality of the content rather than just the initial views. If you focus on numbers from the beginning, you may become discouraged and give up. Instead, aim to make each piece of content better than the last. Consistency is key to achieving success.

Build Your Netflix Binge-Worthy Show

There is no such thing as too long. Only too boring.

James Clear doesn't sell habits, but a feeling of self-control. Dana White of UFC doesn't sell fights, he sells "holy shit" moments.Consumers don't buy features. It's all about the vibe. The feelings. Give people a vibe once, they will check you out a second time. Give them a vibe again and you may have a customer. Give them a consistent vibe over years and you have a fan for life.So when you are starting, pick the vibe first. It will influence the content more than anything.

Don't Sell a Thing, Sell a Feeling

Shaan Puri shares some of his marketing insights for building a small "attention empire" from scratch.

Episode 620: Shaan Puri ( https://x.com/ShaanVP ) breaks down the 9 lessons he’s learned while building an audience. —Show Notes: (0:00) Intro(2:17) Forget the numbers(6:11) Find your inner nerd(9:57)Build a magnet(10:40) First, Last, Best, Worst, Weirdest(12:40) The thing I wish I knew earlier(15:53) No such thing as too long(16:18) A+ content with C- delivery(17:58) Create a binge bank(18:32) People don’t want information(19:55) Be so good they can’t ignore you—Get our business idea database here https://clickhubspot.com/mfmCheck Out Shaan's Stuff:Need to hire? You should use the same service Shaan uses to hire developers, designers, & Virtual Assistants → it’s called Shepherd (tell ‘em Shaan sent you): https://bit.ly/SupportShepherdMy First Million is a HubSpot Original Podcast // Brought to you by The HubSpot Podcast Network // Production by Arie Desormeaux // Editing by Ezra Bakker Trupiano

marketingandsales

Marketing & Sales

startup

Startups

Sam Parr and Shaan Puri brainstorm new business ideas based on trends & opportunities they see in the market. Sometimes they bring on famous guests to brainstorm with them.

My First Million

How To Grow An Audience If You Have 0 Followers 

A team is different than a group. A team is built on purpose and trust.Reductionist hierarchical management techniques no longer work because organizations are too large for any one person to make all the decisions. The military and Ford motor company use a new management style where your team operates as a network with a shared consciousness and every member is empowered to execute.For McChrystal a team is a dynamic entity, capable of evolving and collaborating effectively within a larger network to achieve shared goals.

What is a team?

General Motors had over 7,000 employees broken up into many teams. Each team tries to optimize themselves and views other teams with hostility/competition because they didn’t understand what anyone else did. Similarly, The European space agency failed because different countries made each part of the rockets.Avoid this by encouraging members to forge relationships with members of other teams. Everyone doesn’t need to know everyone but if everyone knows a couple of people it’s likely there will be at least one connection in your own group to every other team﻿.

Team of teams is a network of networks

"The enemy is not a nation; it's a network. To defeat it, we need a network of our own."

<ul><li class="ql-align-justify">Shared Purpose & Consciousness: Unified goals & a shared understanding of the situation</li><li class="ql-align-justify">Trust: Building trust among team members.</li><li class="ql-align-justify">Adaptability: Adjust to changing circumstances. Requires flexibility, resilience, and a willingness to learn and evolve.</li><li class="ql-align-justify">Leadership: Strong, visionary leadership is needed to set direction, inspire teams, and foster a culture of collaboration.</li><li class="ql-align-justify">Empowerment: Granting teams the authority to make decisions and take action is essential for agility and innovation.</li><li class="ql-align-justify">Idea Flow: The seamless and rapid exchange of information, insights</li></ul>

Essential Elements of a Modern Team

Shared consciousness is a fundamental concept in McChrystal's "Team of Teams". It refers to a common understanding and shared perspective among team members. This shared understanding goes beyond mere information sharing. It involves a deep connection and mutual empathy that enables teams to work together effectively and efficiently.This state is achieved in time with:<ul><li class="ql-align-justify">Open Communication: active listening, seeking feedback, and encouraging diverse perspectives.</li><li class="ql-align-justify">Shared Experiences: trainings, deployments, or challenges</li><li class="ql-align-justify">Shared Values</li><li class="ql-align-justify">Regular Interactions: coffee breaks, water-coloer conversations</li></ul>

Shared Purpose & Consciousness

Trust is the bedrock upon which effective collaboration, innovation, and adaptability are built. Without trust there nothing else can work.We all come up with our own culturally influenced trust barometer, but trust inside of a team can be improved slightly:<ul><li class="ql-align-justify">Vulnerability: Being open & honest about strengths and weaknesses.</li><li class="ql-align-justify">Reliability: Consistently delivering on commitments.</li><li class="ql-align-justify">Respect: Valuing team members' contributions and perspectives.</li><li class="ql-align-justify">Empathy: Understanding and sharing the feelings of others strengthens.</li><li class="ql-align-justify">Transparency: Don't keep secrets. Share openly.</li></ul>

Trust: the bedrock of effective teams

Gen McChrystal refers to the ability of a team to quickly adjust to changing circumstances. In today's dynamic world, adaptability is essential for survival & success.Adaptability can be fostered through:<ul><li class="ql-align-justify">Decentralized Decision-Making: Make decisions at the local level. Bottoms up more than top down.</li><li class="ql-align-justify">Continuous Learning: through a culture of learning and experimentation</li><li class="ql-align-justify">Psychological Safety: team members feel should safe to take risks and share ideas without judgment</li></ul>

Adaptability for modern teams

McChrystal notices a shift in the traditional role of the leader. Rather than being a top-down authority figure, the leader becomes a facilitator:<ul><li class="ql-align-justify">Visionary: Sets the direction and articulates the team's shared purpose.</li><li class="ql-align-justify">Facilitator: Creates an environment that fosters collaboration, innovation, and trust.</li><li class="ql-align-justify">Enabler: Provides the necessary resources, support, and guidance for teams to succeed.</li><li class="ql-align-justify">Coach: Acts as a coach, mentoring and developing team members.</li></ul>A leader should not be a puppet master but a culture crafter. Gardeners not chess masters. Drive the operating rhythm, transparency & cooperation.

What's the role of a leader?

Leaders should empower their teams to make decisions and take action without excessive oversight. Too much supervision leads to slow, ineffective bureaucracies. This can lead to death on the battlefield or in the markets.A team should be able to:<ul><li class="ql-align-justify">Respond quickly to changing circumstances: Don't wait for the boss to redo the plan. Act in the moment.</li><li class="ql-align-justify">Take risks & inniative: Don't always follow the beaten path.</li><li class="ql-align-justify">Keep itself motivated: Empowered individuals are generally more satisfied and committed to their work.</li><li class="ql-align-justify">Take ownership: Don't just follow orders. Own the results.</li></ul>

Leaders empower their team

Leadership is not about titles or positions; it's about inspiring others to achieve their potential.

For a team to function through shared consciousness, ideas need move freely, without being hindered by bureaucracy or hierarchical barriers. This is what McChrystal refers to as "Idea Flow": the lifeblood of a "team of teams," ensuring that the organization remains agile, responsive, and effective.Ways to get the ideas flowing:<ul><li class="ql-align-justify">Open Communication: Regular meetings or chat systems.</li><li class="ql-align-justify">Cross-Functional Collaboration: Break the silos and get people with different perspectives working together.</li><li class="ql-align-justify">Learn from Failure: Never waste a failure. Massive chance to learn.</li></ul>

Ideas should flow inside of team

Stanley McChrystal led US troops in Afganistan from 2009 and 2010. The unconventional war against a very agile adversary made him rethink traditional military structures and practices. His insights can be applied more broadly to make better teams.

From the New York Times bestselling author of My Share of the Task and Leaders, a manual for leaders looking to make their teams more adaptable, agile, and unified in the midst of change. When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network. They would have to become a "team of teams"—faster, flatter, and more flexible than ever. In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel­evant to countless businesses, nonprofits, and or­ganizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organiza­tion, teams can respond more quickly, communicate more freely, and make better and faster decisions.  Drawing on compelling examples—from NASA to hospital emergency rooms—Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.

remotework

Remote Work

General Stanley McChrystal

Tantum Collins

David Silverman

Chris Fussell

Team of Teams

Will Durant views history as an invaluable laboratory for understanding human nature. Just as scientists conduct experiments to study natural phenomena, historians can analyze past events to discern patterns, causes, and effects of human behavior.Durant emphasizes that history provides a vast dataset of human experiences, allowing us to:<ul><li class="ql-align-justify">identify recurring trends</li><li class="ql-align-justify">test theories</li><li class="ql-align-justify">develop a deeper understanding of our species.</li></ul>History offers a unique opportunity to study humanity on a massive scale, providing a rich tapestry of data from which to draw conclusions about the human condition.

History as the Only Human Laboratory

Durant approached history with a desire to find underlying patterns & principles, much like scientists seek laws in nature.Unlike the precise laws of physics, the "laws" of history are more like tendencies or probabilities. Human behavior, influenced by a complex interplay of factors, is less deterministic than the physical world.Durant's "laws" are often generalisations based on extensive historical observation. They offer insights into human nature, societal dynamics, and the cyclical nature of history.

Laws of History vs. Scientific Laws

Humans, like all living beings, are driven by a fundamental instinct for survival and reproduction. This often manifests in competition for resources, territory, and power. On various levels: individuals, groups, nations.Cooperation arose to facilitate better competition: "Two stand a better chance against one."ex: The Industrial Revolution sparked intense competition among nations for economic dominance, leading to imperialism and colonization.

History Law 1: Life is Competition

The concentration of power in the hands of a few individuals or groups often leads to abuse of that power. This can take many forms, including corruption, tyranny, and oppression. The desire to maintain or increase power can override ethical considerations. Either way, power is a constant in humans existence. ex: The Roman Republic was set-up as a mechanism to guard against the absolute power of a king. But they still ended up with an emperor at the helm of an empire.

History Law 2: Power Corrupts

The distribution of wealth within societies tends to become increasingly unequal over time. Societies usually start with unregulated economic freedom, leading to the economic development. As time goes by the inequalities lead to restrictions and regulations, slowing down grow. Ongoing inequalities usually lead to revolutions and bloodshed.ex: France became the powerhouse of Europe during the the century of Ludovic XIV. But since there were very few haves and many hav-nots, his grandson, Ludovic XVI, lost his head during the French Revolution.

History Law 3: Economic Inequality is a Persistent Challenge

Civilizations follow a cyclical pattern of growth, peak, decline, and eventual collapse. Factors contributing to decline include economic problems, social unrest, external threats, and loss of cultural vitality.However, the remnants of collapsed civilizations often contribute to the rise of new ones.ex: Egypt was amongst the first societies to grow into an empire. They survived the Bronze Age collapse, changed many rulers over thousands of years. But ultimately they fell when Cleopatra, their Greek queen, died and Egypt became a Roman province.

History Law 4: All Civilizations Rise and Fall

Religion has been a powerful force shaping human societies, cultures, and conflicts. It has served as a unifying element, as it allowed for large groups of people to come together in worshiping gods. But also a divisive factor, influencing laws, ethics, and social structures designed to separate people into groups.ex: Early Christians were blamed for all the bad events (like the burning of Rome) and were frequently discriminated against. 300 years later the Empire became Christian. And 800 years from that the Christian priests were burning infidels.

History Law 5: Religion is a Catalyst for Unity & Conflict

Education is crucial for societal progress, innovation, and the development of critical thinking. Investing in education can lead to economic growth, improved health, and reduced poverty. Conversely, a lack of education can hinder a society's potential.ex: The Califate was the knowledge center of the world before the turn of the millennia. Islamic scholars advanced math, philosophy and art. It allowed them to rule over vast lands. However the roles reversed as the West became more interested in knowledge and Islam banned most of it outside of the Coran.

History Law 6: Knowledge is Power

History doesn't repeat itself, but it rhymes. Learn from the past, shape a better future.

history

History

artsandculture

Society, Arts & Culture

philosophy

Philosophy

Lessons of History

Will and Ariel Durant, giant historians, condense the lessons of thousand of years of history into a few lessons that define human nature.

A concise survey of the culture and civilization of mankind, The Lessons of History is the result of a lifetime of research from Pulitzer Prize–winning historians Will and Ariel Durant. With their accessible compendium of philosophy and social progress, the Durants take us on a journey through history, exploring the possibilities and limitations of humanity over time. Juxtaposing the great lives, ideas, and accomplishments with cycles of war and conquest, the Durants reveal the towering themes of history and give meaning to our own.

religionandspirituality

Religion & Spirituality

William James Durant was a prolific American writer, historian, and philosopher. He is best known for the 11-volume The Story of Civilization, written in collaboration with his wife Ariel and published between 1935 and 1975. He was earlier noted for his book, The Story of Philosophy, written in 1926, which was considered "a groundbreaking work that helped to popularize philosophy."They were awarded the Pulitzer Prize for literature in 1967 and the Presidential Medal of Freedom in 1977.

Will Durant

Ariel Durant is an accomplished writer whose work has resonated with readers around the world. Ariel Durant has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Ariel Durant's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Ariel Durant

The Lessons of History

Early in the book Siddhartha meets the Buddha. He finds his philosophy true but decides not to follow him as a disciple:"Enlightenment has not come to you by means of teachings! And—thus is my thought, oh exalted one,—nobody will obtain salvation by means of teachings!"Siddhartha discovered early on that enlightenment is a personal journey, that can not be short-circuited by following a prophet.

Meet the Buddha, Reject the Buddha

"You know how to talk wisely, my friend. Be aware of too much wisdom!"

Siddhartha experiences the bliss of Enlightenment early in life, but this is not the end of the book. Through the process he decided:"I want to learn from myself, want to be my student, want to get to know myself, the secret of Siddhartha."He will live like there is no tomorrow, experience extreme pleasure, find true suffering, repent, get enlightened again and so on.

Enlightenment is just the beginning

“Wisdom is not communicable. The wisdom which a wise man tries to communicate always sounds foolish... Knowledge can be communicated, but not wisdom. One can find it, live it, do wonders through it, but one cannot communicate and teach it.”Knowledge can be conveyed, but not wisdom. It can be found, it can be lived, it is possible to be carried by it, miracles can be performed with it, but it cannot be expressed in words and taught. When put into words it usually sounds like cliches or inspirational bs.

Wisdom can not be thought

Monks and holy people keep searching all their life. Siddhartha stopped searching:"When someone is searching, then it might easily happen that the only thing his eyes still see is that what he searches for, that he is unable to find anything, to let anything enter his mind, because he always thinks of nothing but the object of his search, because he has a goal, because he is obsessed by the goal. Searching means: having a goal. But finding means: being free, being open, having no goal. Striving for your goal, there are many things you don't see, which are directly in front of your eyes."

Stop Searching

At the end Siddhartha stopped searching, and began to truly listen — and his innate wisdom flowers: “It was nothing more than a readiness of the soul, a mysterious knack: the ability at every moment in the midst of life to think the thought of unity, to feel and breathe unity.”He understood one of Zen's most valuable lessons, that life has to be experienced, not understood.

Just Listen

When asked about his abilities Siddhartha answered: “I can think, I can wait, I can fast.”

Hesse's book starts like a (more serious) Monthy Python sketch, with Siddhartha living a parallel life to historical Buddha. A novel about true enlightenment and about finding yourself. 

The classic novel of a quest for knowledge that has delighted, inspired, and influenced generations of readers, writers, and thinkers—a perennial favorite for graduation gifts. Nominated as one of America’s best-loved novels by PBS’s The Great American Read Though set in a place and time far removed from the Germany of 1922, the year of the book’s debut, the novel is infused with the sensibilities of Hermann Hesse’s time, synthesizing disparate philosophies–Eastern religions, Jungian archetypes, Western individualism–into a unique vision of life as expressed through one man’s search for meaning. It is the story of the quest of Siddhartha, a wealthy Indian Brahmin who casts off a life of privilege and comfort to seek spiritual fulfillment and wisdom. On his journey, Siddhartha encounters wandering ascetics, Buddhist monks, and successful merchants, as well as a courtesan named Kamala and a simple ferryman who has attained enlightenment. Traveling among these people and experiencing life’s vital passages–love, work, friendship, and fatherhood–Siddhartha discovers that true knowledge is guided from within.

mindfulness

Mindfulness

meditation

Meditation

Many works, including Siddhartha (1922) and Steppenwolf (1927), of German-born Swiss writer Hermann Hesse concern the struggle of the individual to find wholeness and meaning in life; he won the Nobel Prize for literature in 1946.Other best-known works of this poet, novelist, and painter include The Glass Bead Game, which, also known as Magister Ludi, explore a search of an individual for spirituality outside society. In his time, Hesse was a popular and influential author in the German-speaking world; worldwide fame only came later. 

Hermann Hesse

Siddhartha

Common Knowledge is what everyone knows that everyone knows.
Is why coronations and executions are held in public – not so a crowd can see the new king or the hanged man, but so a crowd can see a crowd seeing the new king or the hanged man. Is why
<ul>
<li>sitcoms have laugh tracks</li>
<li>the Egyptian government fell in 2011 after a televised protest</li>
<li>the Romanian government fell in 1989 after a televised protest in Palace Square</li>
</ul>
We are sheep. Our behaviour changes when we think others share our perspectives. It's not enough to notice the emperor has no clothes, but to be sure others noticed it too.

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