1,224 Quotes

"One of the big reasons why I think curiosity loops are really useful is that it really fights the fact that there's a lot of bad advice out there. And it's not bad because it's not well-intentioned, but it's bad because it's not contextual."

"A question's good if it's specific, if it solicits rationale, and it's not biased. You don't want to start a question with, here's what I think because people have this tendency to want to please you or to agree with you."

"Don't do what people tell you to do. Take it as an input and look for the hard feedback. Look for things that you strongly disagree with or are surprises to you. Because to me, I think these loops are more about looking around the corner and seeing if there's anything you missed in terms of the integrity of your decision making process."

"It's this internal scorecard of what really matters to you in your decision making process as opposed to the external scorecard of status, money, wealth, how other people perceive you, that often we feel really pressured by. So it's this great way to look back and see how well do decisions, or how well do my situations in life align with my values."

"Explore and exploit, if you're familiar with it from growth background, is really just around what mode you're in. You're either in a mode of explorer where you have a bunch of unknowns and you're testing to see whether or not you like it, how well it works, whether or not it fits for you. Or you're exploiting, where you actually have found something that's really rich and really deep and then you're just trying to get more."

"Don't be the frog. If you take a frog and you put in a pot and you increase the temperature degree by degree by degree, the frog doesn't notice and before it knows, it's boiled alive. It's really easy to be a victim of inertia. It's really easy for all of us to be the frog where there are little things that make us uncomfortable, and we sit with them."

"I think it's a terrible outcome to wake up one day and be late career and feel trapped because you have a certain lifestyle or a certain expectations of the people around you that you have to go work this job, but then you look at yourself in the mirror and you're not happy going in there. I think that's a terrible trap that we should all try to avoid."

"There's an outer scorecard, which is how the rest of the world evaluates you, how you keep score in terms of external factors. Top 10 lists, wealth status, title. And then your inner scorecard is things that actually matter to you, how you spent your day, how good of a person you are. Did you have an adventure today? Were you kind?"

"My hot take is that for the vast majority of people, they probably do not need a coach. If you're looking for a mentor, a coach is actually a terrible mentor in some ways because it's this one person's opinion. It's actually way better to run a curiosity loop and get the benefit of a couple different minds on a specific topic."

"We're not powerless, even though this game is rigged. We can study the game, we can help each other, and we can actually start to call out some of those rules and then find ways around them."

"Eating your vegetables is really this idea around how little kids don't really develop an appreciation for vegetables until they're 10 or 12 exposures in. You have to do things a number of times before you really develop an affinity for it. Because the first time you do it, you're just not going to be good."

"Figure out, maybe the night before, the one thing that you want to get done in your day, and then at the earliest opportunity, just try to give yourself five minutes on it. Just five minutes. Usually, what I find is that five minutes turns into a solid hour just knocking that thing out early in my day."

"The founders of that company were looking for what I would call a silver bullet strategy to their growth challenges. And what they really needed was to create a strategy to add on new growth loops and a system for how to execute against that strategy."

"The goal of the competency model is not to find a unicorn human being that is an 11 out of 10 on every one of these things, because frankly, that person doesn't exist. The goal is to create a well-rounded team so that you're hiring and balancing skills across your team and that you don't have any gaps in your portfolio."

"One of the things that people don't easily understand is that most people come to your product with an emotional frame and a lot of people want to appeal to their logical brain right away. And the reality is, don't do that. You have to understand the mindset that people are in."

"Seeking the solution in a customer interview is never going to work, right? You seek to understand and then you take that away and you can think through what the model should look like and how things should change as a result."

"Influence is one of the biggest and hardest skills to develop. It's no different in a growth practitioner and in some cases it can even be harder because sometimes people come in with a preconceived notion of what growth is and isn't and you have to change their mind."

"If you're going to hire a junior person, the key is, how do you help them learn? If you don't know what you're doing as the founder or the leader, you're not going to be able to help them yourself. So you've got to be willing to invest in advisors, outside education, mentorship, coaching."

"I tend to skew more towards internal hire to be perfectly honest, because I believe in creating opportunity inside a company. I think it's not done often enough. And I also believe that helping people transition into new roles is a way to get more people into the practice."

"Onboarding is the only part of your product experience that a hundred percent of people are ever going to touch. Good luck getting a hundred percent feature adoption of anything else in your product. It's also the first opportunity that you have as a company to deliver on the promise that you made out in the marketplace."