flâneur

Phuong Do

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on the atlas — 122

highlights — 1227

  • calculate the discounted value of the cash it will create in the future.
    What I Learned From the 5 Best Business Books I’ve Ever Read — Graham Weaver
  • Instead, they should be scaling their bright spots — doing more of what is working. The absolute simplicity of this statement belies its power. Consider a few straightforward applications of scaling bright spots:
    What I Learned From the 5 Best Business Books I’ve Ever Read — Graham Weaver
  • But Collins and his research team discovered that “great” leaders' first move is to “get the right people on the bus, the wrong people off the bus, and the right people in the right seats.” Only then can they figure out where the bus is going.
    What I Learned From the 5 Best Business Books I’ve Ever Read — Graham Weaver
  • Entrepreneurship will always feel scary, uncertain, risky, and too soon. You will feel like an impostor. You will feel like you need more experience. But you don’t. You just need to recognize that “not now” is nothing more than fear in another form.
    Three Principles of Leadership — Graham Weaver
  • You will learn to imagine a world that doesn’t yet exist, and to make it reality through a group of people who trust you to lead them. Your goal shouldn’t be to maximize your first- and second-year earnings — it should be to maximize who you get to become over the course of decades. Give yourself the benefit of having a lifelong love affair with your career.
    Three Principles of Leadership — Graham Weaver
  • We compare ourselves to our classmates and peers and think, “I am behind. I should have started earlier. I’ve wasted too much time.”
    Three Principles of Leadership — Graham Weaver
  • even if they started the company less than 10 years earlier, it was built on their pre-existing 20, 30, or 40 years of experience.
    Three Principles of Leadership — Graham Weaver
  • I’ve acquired more than 500 companies over the course of my career, and not a single one of those entrepreneurs — not one — became successful quickly.
    Three Principles of Leadership — Graham Weaver
  • Life is suffering, so choose something worth suffering for.
    Three Principles of Leadership — Graham Weaver
  • When you do something you’re excited about — something that turns you on — you will tap into superpowers you never knew you had.
    Three Principles of Leadership — Graham Weaver
  • I realized something pretty devastating: I wasn’t a very good leader. Walking into that plant, I realized I had let everyone in the company down. I never wanted to be in that position again.
    Three Principles of Leadership — Graham Weaver
  • I also realized that when you buy a business, you’re not just an investor; you’re a leader. You’re accountable; people’s lives are depending on you.
    Three Principles of Leadership — Graham Weaver
  • I also realized that when you buy a business, you’re not just an investor; you’re a leader. You’re accountable; people’s lives are depending on you.
    Three Principles of Leadership — Graham Weaver
  • The distinction between the two is that usability refers to the product working well and being easy to use, while usefulness refers directly to the ability to solve user problems
    Characteristics of good user experience | Coursera
  • Equity goes beyond the concept of equality, where everyone is given equal resources, because people often need different tools and support based on their needs.
    Characteristics of good user experience | Coursera
  • an enjoyable design adds to an already functional product and can enhance the user’s feelings about the experience
    Characteristics of good user experience | Coursera
  • Here’s a template, and instructions for how to use it. This framework is best used when you need a framework that you can apply to both big and small decisions.
    My favorite decision making frameworks - by Lenny Rachitsky
  • What is important isn’t that everyone agrees, it’s that everyone is listened to. And then the right person makes a decision, communicates it clearly, and rallies everyone around it.
    My favorite decision making frameworks - by Lenny Rachitsky
  • is when the product is needed at a specific moment in time, but not before or after that moment
    Excuse me, is there a problem?
  • How will your strategy create these sorts of “lock-ins” that will prevent your competitors from kicking you out of your customers?
    Excuse me, is there a problem?
  • Notice that all these forces have nothing to do with your product or its price.
    Excuse me, is there a problem?
  • This can be for legal reasons, like being locked into a long-term contract or government fiat.
    Excuse me, is there a problem?
  • When the customer is already paying to solve the problem, or actively comparing options to solve the problem, you still run into the barrier of whether they have the organizational will to buy from you.
    Excuse me, is there a problem?
  • consumers don’t like paying for stuff, hence the multi-trillion-dollar success of having people “pay” with attention (advertisement) and data (privacy)
    Excuse me, is there a problem?
  • Budgets are applied to the top few most-important problems of the year; if this is a problem, but not a top one, it won’t get attention
    Excuse me, is there a problem?
  • But sometimes the target customer agrees they have the problem, yet doesn’t have the money to solve it.
    Excuse me, is there a problem?
  • “Difficult” because changing someone’s mind about anything is almost impossible, especially when they’re not seeking to have their mind changed. “Expensive” because of the marketing and attention you have to bring to the cause, on top of the usual work of making a sale, with certainly-worse-than-average conversion rates. “Slow” because you’re having to create demand and then fulfill it, rather than meet demand that already exists.
    Excuse me, is there a problem?
  • Sometimes “willing and able” is a matter of market-timing
    Excuse me, is there a problem?
  • though everyone agrees they have the “problem” of a non-accessible website or product, most don’t have the will to act.
    Excuse me, is there a problem?
  • The market wasn’t there. You can’t force a market. You can have an idea, and as a startup part of your job is to be ahead of it, and sometimes you’re right about that, and sometimes you’re not. Sometimes you make Loopt, and sometimes you make OpenAI. You just keep trying.
    Excuse me, is there a problem?
  • If a person does not already believe they have a problem, they will not be surfing the Internet looking for a solution, and even if they happen upon your website somehow, you cannot get them to spend money to solve a problem they don’t think they have.
    Excuse me, is there a problem?
  • If you’re going the product route, you’ll be immersed in a whole different world. You can’t get away with badly designed experiences because you have KPIs (a type of performance measurement) to meet. You’re going to have to wear your problem-solving hat and continuously innovate and go through your design process to work on certain features for long periods of time.
    How to choose your first design gig: startup, corporate, or freelance? | by Alexis Collado | UX Collective
  • You might focus on research, or visual design, or UX strategy. You could become a content writer, an information architect, or really specialized in motion design. Whatever your work style may be, it’s essential for newcomers to understand the possibilities ahead of them.
    The Guide to Design — Industry overview
  • Understanding your motivation is key, and you need to take the time to find it.
    The Guide to Design — Why Design? Why now?
  • when we say "them", we're talking not only about the individuals who will use your product, but also their communities and the world at large.
    The Guide to Design — Why Design? Why now?
  • Which is the same as design, but because you are solving the problems of a person (the user) you want to make sure you are checking in with that person to understand what their problem is and to validate whether your solution is really solving it for them.
    The Guide to Design — Why Design? Why now?
  • Here is what design is all about: making things better than they were before.
    The Guide to Design — Why Design? Why now?
  • Bạn có thể tồn tại, nhưng sản phẩm của bạn sẽ làm khổ người dùng và bạn sẽ bị stuck giữa những định kiến và hạn chế của những người trong tập thể xung quanh bạn, và rồi bạn sẽ thấy chán nghề
    Muốn làm nghề Product thì bắt đầu từ đâu? (Phần 2)
  • Khả năng độc lập suy nghĩ dựa trên phân tích của cá nhân thay vì chịu ảnh hưởng bởi sức ép từ dev, tester hay kinh nghiệm của một bên liên quan (critical thinking) Khả năng tự đặt câu hỏi để tìm câu trả lời cho vấn đề cần giải quyết và không ngại hỏi đến cùng để xin giải thích những gì mình chưa biết.
    Muốn làm nghề Product thì bắt đầu từ đâu? (Phần 2)
  • Building a habit of forcing yourself to look for people who see the world through a different lens can also reinforce your startup’s diversity recruiting efforts.
    The Type of Team Diversity You’re Probably Not Paying Attention To
  • Call upon that empathy as you observe and collaborate with different work types throughout your organization. For leaders building a team, make sure you have each type represented. Once you’re managing them, knowing your reports’ types will help you better enhance their strengths, mitigate their weaknesses and cater their performance reviews to hit their goals. This model can also help with personal development, especially in providing the questions to help keep your strengths at the forefront and your weaknesses in check.
    The Type of Team Diversity You’re Probably Not Paying Attention To
  • “The best managers will also push their team members to improve their weaknesses,” says Goldminz. “Put people in situations that require them to stretch into areas in which they're not necessarily strong.”
    The Type of Team Diversity You’re Probably Not Paying Attention To
  • “Of course, these types map to basic needs that we all have: to be liked — or heart, to be in control and win — or will, and to be smart — or head,” he says. “But the reason we usually have a dominant one is that, earlier on in life, we’ve relied primarily on one as a coping strategy — not necessarily around trauma, but as a way to make sense of the world.”
    The Type of Team Diversity You’re Probably Not Paying Attention To
  • “At the core of those methodologies there is a deeper belief in people doing the right thing if you set them up for success with the right conditions. Because people want to grow. They want to develop and have a positive, meaningful impact on the organization,” he says. “They don't need to be coerced or controlled through carrots and sticks.”
    The Type of Team Diversity You’re Probably Not Paying Attention To
  • For instance, I found this “showing smartness” culture much stronger in Taiwan than in the US, potentially because of the stronger social hierarchy.
    I don’t know shit. People don’t either.
  • I imagine a future classroom where I can comfortably tell people that I’m dumb and people will say “Me too” and laugh together. I imagine a future society where I say I don’t know shit to someone without feeling insecure about my first impression. I want to learn and thrive in a safe playground and celebrate I don’t know shit and people don’t know shit either.
    I don’t know shit. People don’t either.
  • I think the goal of a teacher in the classroom is to propagate fundamentals to the scientific mindset of “I don’t know shit, and people don’t know either.” Students should be comfortable saying “I don’t know” in front of the entire class, and so do the teachers. The process of learning in the classroom would be a quest for truth, where teachers and students embark on a journey together. Teachers no longer represent the priest of spreading knowledge and doctrines, but rather look like tour guide that introduces the field, so the tourists, and students, can travel themselves and discover secret …
    I don’t know shit. People don’t either.
  • It’s equally about elevating stuff most folks think of as boring and small.
    Turning a yellow spot into the sun - Wes Kao's Newsletter
  • People celebrate the strategy at the beginning and the outcome at the end, but if you look more deeply, there was usually good decision-making and craft at each step, which layered up to greatness.
    Turning a yellow spot into the sun - Wes Kao's Newsletter
  • Most people would assume there isn’t room to make X much better. And then someone comes along, and makes it better.
    Turning a yellow spot into the sun - Wes Kao's Newsletter