I'm really pleased to announce the Commonplace Membership Program: https://commoncog.com/blog/announcing-commonplace-membership/ … There are a lot of cool things I'm cooking up for members over the next few months; here's to hoping that I can go all-in on production!
Couldn’t agree more.https://twitter.com/beatnikpicnic/status/1394296263785472004 …
“If you look at what a business does and ask why enough times, eventually it boils down to ‘there is a demand out there in the world for return on capital with a certain risk profile within a certain time period’. And those incentives eventually drive company behaviour.”
Sometimes friends ask me why I spend so much time reading up on finance. Thanks to Bernhardsson, I now have a pithy little answer:
Oh, I *really* resonate with this bit by Erik Bernhardsson on the interplay between finance and company building:pic.twitter.com/28he8ZBD1J
Meanwhile, his ‘Leadership Principles’ exists for an instrumental purpose (to spread a specific culture across this sprawling company), and the things he says in his letters serve a different instrumental purpose (to use narrative to buy himself an aligned shareholder base).
I think this fantastic interview between
@benthompson and Brad Stone kind of gets at it a bit. Yes, customer is number one, except when they’re not, and we don’t look at competitors, except Bezos does, and it’s always Day One, except for the business units that are > 7 years old.pic.twitter.com/UE04eSnqgY
Another way of saying this is: perhaps, yes, Bezos does believe some of these things, or at least he thinks it’s good messaging for both internal and external stakeholders, but his actions are sometimes contrary to those statements. It’s more revealing to look at his actions.
When I wrote my Working Backwards summary a friend told me that perhaps I should read Bezos’s shareholder letters, because they would paint a more complete picture of Amazon. But I disagreed. I said that the letter were a good example of investor relations, but perhaps not more.
You might like this I wrote last year, looking back at blogging in 2000, including lots of Wayback Machine links to blogs. https://www.gyford.com/phil/writing/2020/06/11/weblogs-2000/ … Main surprise: so many posts were about the size of a tweet.
The way my blog grows is that I wake up and find out that it’s on the Hacker News front page, and that the top comment is bashing the piece. Like this morning. You could call it ‘know-it-all’-driven growth hacking.
I think the fourth lesson hits the hardest. Truly, Swensen left us too soon. https://twitter.com/dollarsanddata/status/1392093555808772100?s=20 …pic.twitter.com/0C2ZH6cluY
Friend who works in sales, paraphrasing Bruce Lee: “Before I learned the art, a call was just a call. After I learned the art, a call was no longer a call. Now that I understand the art, a call is just a call. “Except for entering data into the CRM. That’s always a bitch.”
(To be read in that order — the first is narrative, to ease you in; the rest are organised chronologically, so you can identify when ideas from the earlier practitioners influence the latter ones.)
The books I settled on: 0/ Tape Sucks by Frank Slootman 1/ SPIN Selling by Neil Rackham 2/ The Challenger Sale by Dixon & Adamson 3/ Predictable Revenue by Aaron Ross 4/ The Sales Acceleration Formula by Mark Roberge 5/ From Impossible to Inevitable by Aaron Ross & Jason Lemkin.
This week's Commonplace post is members-only, and is about constructing a reading program for B2B sales. https://commoncog.com/blog/reading-program-b2b-sales/ …pic.twitter.com/Qcej4kbJKM