I've never really had a true mentor in the way that most would describe but I've had the opportunity to learn from amazing leaders and organizations through first-hand experience and reading. I regularly distill the lessons I learn and keep a list of them that I add/modify/review roughly from week to week. It keeps me consistent.
Here's a snippet of the list:
- Show me the incentives and I’ll show you the outcomes (widely attributed to Charlie Munger and true)
- Don’t “disrupt” industries, find solutions to fix big problems where everyone wins
- The best way to predict the future is to invent it
- It’s always good to have options
- Growth is the key to all the perks.
- For the hundredth time, your network is your net-worth. Only *25% of people are natural extroverts so you’ll have to work at maintaining and growing your network.
- Control for your own biases; be cognizant of their effect on your ability to make sound decisions
- Don’t create problems for yourself where aren’t any
- Manage yourself - your speech, appearance, actions and reputation
- In a negotiation, there’s always another option even when there isn’t one. You’re only strong if you’re willing to walk away from the table.
- Focus on making others money; incentivize partnership
- Manage your costs, don’t buy stupid s%#t
- Have a great team with complementary skill sets
- Entrepreneurs of color should strongly consider their sales strategy when choosing services over products
- Bring in great people and get out of their way
- Older and experienced usually have a leg up on young and hungry where structure, consistency and networking are concerned
- Know what you don't know
- The benefits and cost of being fast & nimble may outweigh being slow and more profitable
- Don’t get too creative with finances
- Save your money. Max out your Health Savings account, SEP, etc
- Don’t invest in startups unless you plan not to get the money back
- 30% of 0 is still 0
- Don’t rewrite the app. Legacy applications are the ones that make money. Extend and get use out of what you have. Don’t chase technological trends.
- No one wants to sift through your data with you. Streamline your findings and give people something to respond to
- Craft strawmen for people to tear apart when creating and refining new process AND products
- Be an active listener.
- Meetings are important. Have them often but make sure you have an agenda. Don’t waste time. Solve something.
- Define ambitious goals that you set but make sure the team has input so that you get organizational buy-in.
- Focus!
- Speak up for people. Have integrity and communicate your values often.
- So much depends on reputation; guard it with your life
- Buy lunch/dinner/drinks and provide favors
- Speak to one's ego; we all want to be important
- Don’t underestimate owned media. It’s cheap. Use it regularly.
- People and culture are actually really important.
- You don't need ALL of the information to make a decision
- Act - do not waver; be decisive
- People at the top should open their networks and strive for transparency
- If there’s nowhere to go or one’s career progress isn’t obvious, people will leave. It’s not about money. It’s about opportunity.
- Grow where you’re planted. Stick to the businesses and markets you know best.
- Don’t underestimate treating your employees and customers fairly. It works despite the size of your organization.
- As an organization grows so should its method/style of communication. Young leaders need to know what they are fighting for and how they fit into the overall picture.
- Some people crave structure. Less rules may not be always be best for some teams.
- There’s value in knowing what NOT to do. Important lessons can be learned from a toxic environment
- Be courageous - Stand firm in your ability to effect change from within an organization.
- Consider legacy as the long-term impact of your values.
- Know when to sell a business - at its height.
Dad The Bible YC Startup School Alan Rudy Michael Bukach Hacker News Suzy Bureau Latesha Williams Bloomberg Columbus Woodruff Warren Buffett The Economist Robert Rosenthal Charlie Munger Maverick Carter Alan Gilbert Matt Scantland D. Alan Scantland