Business - Revision history

Eric Rasmusen: /* Employees */

2024-03-21T14:00:55Z

‎Employees

Eric Rasmusen: /* Other */

2024-03-13T22:33:03Z

‎Other

Eric Rasmusen: /* Other */

2024-03-13T21:59:59Z

‎Other

Eric Rasmusen: /* Running Organizations */

2024-02-22T16:10:00Z

‎Running Organizations

Eric Rasmusen: /* Running Organizations */

2023-12-16T14:48:19Z

‎Running Organizations

Eric Rasmusen at 15:44, 15 December 2023

2023-12-15T15:44:45Z

Manson Lilian at 17:02, 6 May 2023

2023-05-06T17:02:39Z

Manson Lilian at 13:41, 5 May 2023

2023-05-05T13:41:21Z

Rasmusen p1vaim at 15:58, 14 December 2021

2021-12-14T15:58:44Z

Rasmusen p1vaim at 14:53, 14 December 2021

2021-12-14T14:53:35Z

← Older revision		Revision as of 14:00, 21 March 2024
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	== Employees==		== Employees==
		+	*Garry Tan 💥♻️ e/acc
		+	@garrytan
		+	My friend Jake Heller (@Jacob_Heller) says smart people generally don’t like to repeat themselves. It’s so true.
		+	But to lead people and orgs, there is no other way: you must keep reinforcing the same message until everyone runs in that direction.
		+	There is no other way.
		+
	*"I once was running a show and I was told by the line producer that there was money in the budget for my assistant, should I want one. And I said, “No, I don't need one.”		*"I once was running a show and I was told by the line producer that there was money in the budget for my assistant, should I want one. And I said, “No, I don't need one.”

← Older revision		Revision as of 22:33, 13 March 2024
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	==Other==		==Other==
−	*[https://www.aaronrenn.com/p/mentorship-and-painful-feedback/comments "360 executive coaching", where everyobdy who knows you is interviewed and anonymized and filtered and written up.	+	*[https://www.aaronrenn.com/p/mentorship-and-painful-feedback/comments "360 executive coaching",] where everyobdy who knows you is interviewed and anonymized and filtered and written up.
−	]	+

	*"A rare counterexample to the principle of specialization: your site should never seem like it was made by communications people, and the best way to achieve this is for it not to be. This is something founders should continue to micromanage forever. ["https://twitter.com/paulg/status/1654765304184971264 Paul Graham (2023) ]		*"A rare counterexample to the principle of specialization: your site should never seem like it was made by communications people, and the best way to achieve this is for it not to be. This is something founders should continue to micromanage forever. ["https://twitter.com/paulg/status/1654765304184971264 Paul Graham (2023) ]

← Older revision		Revision as of 21:59, 13 March 2024
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	==Other==		==Other==
		+	*[https://www.aaronrenn.com/p/mentorship-and-painful-feedback/comments "360 executive coaching", where everyobdy who knows you is interviewed and anonymized and filtered and written up.
		+	]

	*"A rare counterexample to the principle of specialization: your site should never seem like it was made by communications people, and the best way to achieve this is for it not to be. This is something founders should continue to micromanage forever. ["https://twitter.com/paulg/status/1654765304184971264 Paul Graham (2023) ]		*"A rare counterexample to the principle of specialization: your site should never seem like it was made by communications people, and the best way to achieve this is for it not to be. This is something founders should continue to micromanage forever. ["https://twitter.com/paulg/status/1654765304184971264 Paul Graham (2023) ]

← Older revision		Revision as of 16:10, 22 February 2024
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	Innovation outside the provided framework. A-level work."		Innovation outside the provided framework. A-level work."
		+
		+	== Employees==
		+	*"I once was running a show and I was told by the line producer that there was money in the budget for my assistant, should I want one. And I said, “No, I don't need one.”
		+
		+	:And then I thought, wait. Maybe I do need one. I mean, everyone in Hollywood has one, right? And they all know each other, and follow each other on Instagram, and hang out in bars and places like that, exchanging information and getting intel to bring back to the office. It's true — the town is basically run by a bunch of people roughly the same age who listen in on every important phone call. They know stuff.
		+
		+	:“And I'm sure I can find something for this person to do, right?” I thought to myself."
		+	(Rob Long, [https://theankler.com/p/i-dont-get-important-phone-calls/comments?utm_source=substack&publication_id=15657&post_id=141880827&utm_medium=email&isFreemail=true&comments=true&utm_campaign=email-half-magic-comments ''The Ankler] Substack'' (2024)

	==Running Organizations==		==Running Organizations==

← Older revision		Revision as of 14:48, 16 December 2023
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		+	==Doing Your Job==
		+	*Peter Kazanjy (@Kazanjy) [https://twitter.com/Kazanjy/status/1735719242094481621?t=9KZXMZxJNGQOfmIx00myrQ&s=03 tweeted at 0:51 PM on Fri, Dec 15, 2023:]
		+
		+	"Had a really nice skip level with a new hire the other day where I explained to them that showing up and reliably doing their job without error and with a good attitude is a "C".
		+	The ensuing silence was pretty palpable.
		+
		+	I followed up by sharing that a "B" is innovating within a framework they've been given.
		+
		+	An "A" would be innovating above and beyond the framework they've been given.
		+
		+	If they want to advance, they need to be an A - and everyone needs to identify them as an A.
		+
		+	If you have ambitious staff who have advancement expectations, help them understand what excellence actually looks like - because I bet you that their last 5-10 years hasn't taught them it.
		+
		+	Want an example? New SDR that’s based on Eastern Time texted me last night at 9pm ET / 6pm PT that he was at a sales mixer and had two VP of Rev Ops in his sights at the event to book meetings with - and what would be useful hooks based on the companies they worked at?
		+
		+	He and I texted back and forth and then he went to work.
		+
		+	No one asked him to go to the mixer. No one asked him to book meetings there. No one asked him to text the founder for real time account strategy.
		+
		+	Innovation outside the provided framework. A-level work."
		+
	==Running Organizations==		==Running Organizations==
	*The [http://svn.cacert.org/CAcert/CAcert_Inc/Board/oss/oss_sabotage.html OSS sabotage field manual] on disrupting organizations] by things like making meetings go too long and not decide anything.		*The [http://svn.cacert.org/CAcert/CAcert_Inc/Board/oss/oss_sabotage.html OSS sabotage field manual] on disrupting organizations] by things like making meetings go too long and not decide anything.

← Older revision		Revision as of 15:44, 15 December 2023
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		+	==Running Organizations==
		+	*The [http://svn.cacert.org/CAcert/CAcert_Inc/Board/oss/oss_sabotage.html OSS sabotage field manual] on disrupting organizations] by things like making meetings go too long and not decide anything.
		+
		+	==Other==

	*"A rare counterexample to the principle of specialization: your site should never seem like it was made by communications people, and the best way to achieve this is for it not to be. This is something founders should continue to micromanage forever. ["https://twitter.com/paulg/status/1654765304184971264 Paul Graham (2023) ]		*"A rare counterexample to the principle of specialization: your site should never seem like it was made by communications people, and the best way to achieve this is for it not to be. This is something founders should continue to micromanage forever. ["https://twitter.com/paulg/status/1654765304184971264 Paul Graham (2023) ]

← Older revision		Revision as of 17:02, 6 May 2023
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		+
		+	*"A rare counterexample to the principle of specialization: your site should never seem like it was made by communications people, and the best way to achieve this is for it not to be. This is something founders should continue to micromanage forever. ["https://twitter.com/paulg/status/1654765304184971264 Paul Graham (2023) ]
		+
		+
		+
	Roy E. Bahat ⠕		Roy E. Bahat ⠕
	*The differences between New York and Silicon Valley business culture continue to astonish me, almost 15 years after moving to San Francisco. I've seen the game in both places, and, to caricature a few differences, with as much truth as possible...		*The differences between New York and Silicon Valley business culture continue to astonish me, almost 15 years after moving to San Francisco. I've seen the game in both places, and, to caricature a few differences, with as much truth as possible...

@@ Line 1: / Line 1: @@
 Roy E. Bahat ⠕
-The differences between New York and Silicon Valley business culture continue to astonish me, almost 15 years after moving to San Francisco. I've seen the game in both places, and, to caricature a few differences, with as much truth as possible...
+*The differences between New York and Silicon Valley business culture continue to astonish me, almost 15 years after moving to San Francisco. I've seen the game in both places, and, to caricature a few differences, with as much truth as possible...
 :26 PM · Dec 13, 2021·Twitter Web App
@@ Line 89: / Line 89: @@
 ·
   in California I always sensed an attitude of “we are the future” and on Wall Street “we’re working within the future”.

@@ Line 88: / Line 88: @@
 @roybahat
 ·
-h
+ in California I always sensed an attitude of “we are the future” and on Wall Street “we’re working within the future”.

@@ Line 2: / Line 2: @@
 The differences between New York and Silicon Valley business culture continue to astonish me, almost 15 years after moving to San Francisco. I've seen the game in both places, and, to caricature a few differences, with as much truth as possible...
 :26 PM · Dec 13, 2021·Twitter Web App
-Roy E. Bahat ⠕
+In New York, requesting an introduction is an elaborate dance that may require promises to name children. And then you might only get an intro to their 2nd admin.
-@roybahat
+In Silicon Valley, a sensible introduction can consummate before the requester even finishes asking.
-·
-h
+In New York, as people build wealth they gradually learn to give back. Then they mostly socialize with people as rich as they are.
 In New York, people respect history. So when they innovate they do it with knowledge of what's worked and failed.
 In Silicon Valley, people ignore history. So they innovate in ways nobody has tried before.
 In New York, if the New York Times said it, it's true. Criticisms must all be motivated and baseless.
 In Silicon Valley, if a tech guru with a Twitter following said it, it's true. Criticisms must all be motivated and baseless.
-Roy E. Bahat ⠕
+In New York people try to wildly exceed expectations.
-@roybahat
+In Silicon Valley, people try to be indifferent to expectations.
 In New York, people know a little about a lot of things, and people are know-it-alls.
 In Silicon Valley, focus is a religion, and people are know-it-alls.
-Roy E. Bahat ⠕
 In New York, people respect leaders in government, but think what they do is more valuable than what government does.
@@ Line 88: / Line 82: @@
 Both drive change. Both contain truth. Both contain complexity (and my caricatures are, obv., oversimplifications). There are, today, elements of New York culture in Silicon Valley, and Silicon Valley culture in New York.
-−
 If we can integrate the best of the New York and the Silicon Valley ways, we can drive more and better change.
@@ Line 109: / Line 99: @@
 Roy E. Bahat ⠕
 @roybahat