Idea Almanac

Daily update on new ideas and books so that you can grow each day

November 23, 2021

“As I put down the phone after Steve told me about Morgan Stanley’s rejection, all of my fears about Pixar came rushing back. Perhaps I had allowed Steve’s exuberance and the bankers’ early enthusiasm to cloud my view of Pixar’s business risks. Before we had engaged Goldman Sachs and Morgan Stanley in discussions, I would have said that working with either one of them was a long shot. I wouldn’t have been at all surprised if they had turned us down. But somewhere in the process I had let myself believe they would want to go forward. That made the rejection sting all the more. Over the next couple of days, the magnitude of what had occurred sunk in.”

Excerpt From: Lawrence Levy. “To Pixar and Beyond.”- Amazon Link

November 22, 2021

“Ballmer and other Amazon skeptics, like the hedge fund investor David Einhorn, who added Amazon to his “bubble basket of stocks” that fall, were looking at Amazon’s reported losses and significant investments in new initiatives. They were also underestimating the true performance of its older business units, which the company shrouded in secrecy. Amazon was profitable, particularly mature retail categories like books and electronics in the U.S. and UK. But rather than accumulating record amounts of cash and reporting it on its income statement, as companies like Microsoft and Apple were doing at the time, Bezos invested Amazon’s winnings like a crazed gambler at the craps table in Las Vegas.”

Excerpt From: Brad Stone. “Amazon Unbound.”

November 21, 2021

“People always ask me, “What’s the secret to being a successful CEO?” Sadly, there is no secret, but if there is one skill that stands out, it’s the ability to focus and make the best move when there are no good moves. It’s the moments where you feel most like hiding or dying that you can make the biggest difference as a CEO. In the rest of this chapter, I offer some lessons on how to make it through the struggle without quitting or throwing up too much. While most management books focus on how to do things correctly, so you don’t screw up, these lessons provide insight into what you must do after you have screwed up. The good news is, I have plenty of experience at that and so does every other CEO.”

Excerpt From: Ben Horowitz. “The Hard Thing About Hard Things.”

November 20, 2021

“Much as our taste for sugar and fat may have served us well in a world of scarce nutrition, but is now maladaptive in a world of ubiquitous fast food joints, our memories aren’t perfectly adapted for our contemporary information age. The tasks that we often rely on our memories for today simply weren’t relevant in the environment in which the human brain evolved. Our ancestors didn’t need to recall phone numbers, or word-for-word instructions from their bosses, or the Advanced Placement U.S. history curriculum, or (because they lived in relatively small, stable groups) the names of dozens of strangers at a cocktail party.”

Excerpt From: Joshua Foer. “Moonwalking With Einstein.” – Amazon Link

November 19, 2021

“In the United States, about one-fifth of questions posed to students began as making-connections problems. But by the time the students were done soliciting hints from the teacher and solving the problems, a grand total of zero percent remained making-connections problems. Making-connections problems did not survive the teacher-student interactions.
Teachers in every country fell into the same trap at times, but in the higher-performing countries plenty of making-connections problems remained that way as the class struggled to figure them out. In Japan, a little more than half of all problems were making-connections problems, and half of those stayed that way through the solving. An entire class period could be just one problem with many parts. ”

Excerpt From: David Epstein. “Range.”

November 18, 2021

“The first type of nonessential you’re going to learn how to eliminate is simply any activity that is misaligned with what you are intending to achieve. It sounds straightforward enough, but to be able to do that you need to be really clear about what your purpose is in the first place. Executives I work with often suggest their company purpose or strategy is “pretty clear,” as if to say that is sufficient. But anyone who wears glasses knows there is a big difference between pretty clear and really clear! The same seems true with individuals’ professional strategy. When I ask people, “What do you really want out of your career over the next five years?” I am still taken aback by how few people can answer the question.”

Excerpt From: Mckeown, Greg. “Essentialism: The Disciplined Pursuit of Less.”

November 17, 2021

I love sweets, I love social media, and I love television. However, as much as I love these things, they don’t love me back. Overeating a sugary indulgence after a meal, spending too much time scrolling a feed, or indulging in a Netflix binge until 2 am were all things I once did with little or no conscious thought—out of habit. Just as eating too much junk food leads to health problems, the overuse of devices can also have negative consequences. For me, it was the way I prioritized distractions over the most important people in my life. ”

Excerpt From: Nir Eyal;. “Indistractable.” – Amazon Link

November 16, 2021

“The prefix meta comes from the Greek term μετά, meaning “beyond.” It typically signifies when something is “about” itself or deals with a higher layer of abstraction. The character 灶, for example which means “stove,” has a 火 on the left-hand side to indicate that it has some relationship to fire. Learning this property of Chinese characters is metalearning—not learning about the object of your inquiry itself, in this case words and phrases, but learning about how knowledge is structured and acquired within this subject; in other words, learning how to learn it.”

Excerpt From: Scott Young. “Ultralearning.”

November 15, 2021

“At Box of Crayons, we make the distinction between Good Work (the everyday, get-it-done, this-is-my-job-description type of work) and Great Work (the work with both more meaning and more impact), all with the goal of helping organizations and their people do less Good Work and more Great Work. You can probably imagine how things might shift if you and your team were all doing, say, 10 percent more Great Work. But quite frankly, who has the time?”

Excerpt From: Michael Bungay Stanier. “The Coaching Habit

November 14, 2021

“These discussions always seem to evoke high emotions with people feeling judged or categorised, which is a shame, as all that scientists are trying to do is to help us to understand ourselves better. There are of course always exceptions to the rule with both sexes, and research continues to throw more light onto this as we go forward. So, anatomically and physiologically, there are differences between the male and female Computers. There are also different responses to some neurotransmitters (chemicals that send messages) in different parts of the brain.”

Excerpt From: Peters, Dr Steve. “The Chimp Paradox.”