It touches on another difference you make, which you call a “caring CEO” and a micromanager. Where do you draw the line?
You micromanage the core specific things. Choosing those battles to be a great leader is not all of them. Make sure it is mission-driven.
In the chapter on quitting, you are talking about leaving when the situation is not going well. You've left Apple three times.
The third time was real.
But you resigned twice before, with Jobs withdrawing his resignation when he addressed your concerns. Aren't you pitching a strategic form of workplace drama to get what you want?
If you have tried everything, and you really care about what you do, then the only thing left is to give up. You have to go, “I will not do what I think is wrong sitting here. Am I going to be annoyed by this every day? What’s bad for my health is going to be bad for the team. I'm leaving. “
After you left Apple, you started Nest. You built a great company and sold it for 3 billion. That's a “I'll show You“Move?
Wanted to show Myself. It's a thing where I thought, “I like my story. I love my ideas. No one is doing it. I think it needs to exist.” One thing I learned was to have a co-founder with me, and it was great to do it with Matt Rogers.
You write about the importance of storytelling. It was interesting for a management book.
Too many people don’t get the right to tell stories. An elevator pitch is not a story. It's just the introduction. The story is about the customer journey.
Many companies and even VC firms are hiring journalists to tell their stories. Is what they produce believable?
No, because it's marketing to write a story after the truth. It's like putting perfume on a pig. How the product is made and how the decision is made does not fundamentally change.
A couple of years ago, You were quoted Include about the negative effects of digital devices and ask yourself, “What have we done?” Are you still concerned about the devices that have helped us to dominate our attention?
Yes. It's better than ever with things like screen time. But we have only 50 percent of the way to solve the problem. And that's a big 50 percent.
What do you do on your own?
I stop notifying for everything. In social settings, I make sure my phone is not on the table or in my pocket.
When people make things, should they be designed to anticipate such problems? Or focus on finishing the product and dealing with the consequences later?
You have to deal with it in advance. I avoid investing in social mobile things. But, presumably, if I did, I would say, we would have screen time limits, we would have parental control. Build it from scratch. It's a marketing prank in your cap that you have been addressing these needs from the beginning
