Leadership

In my book, the reason I call figures like Stalin, Mao, Pol Pot, etc., red leviathans is that they're actually serving a role that's necessary in a modern progressive revolution: they're the ones who say what is revolutionary and what isn't. Because it turns out that's not an easy question to answer.

Just being curious about yourself. You and I could read the same book on leadership or how to run a good team meeting, and we might take away the same five lessons, but we'd still apply them differently — even if we were trying to do exactly the same thing. That's because of our different personalities.

A lot of entrepreneurs don't make that switch. They cling to that brand identity of 'I'm an innovator,' still tinkering with the product while everyone else is saying, 'Hey, it's good enough — let's hire our first salesperson.' So when you're not really thinking about the alignment between your role and your identity, that's when problems can start.

That confidence and perseverance can sometimes lead you to keep charging ahead headfirst, when what's really needed is a pause and a course adjustment. I think that's the challenge — and I talk about that in the book — when strengths get overused.

I think that single trait — self-awareness — or rather, that skillset, outweighs all the others put together. You're filtering every experience you have with others through your own perceptions, your own biases, your own reactions and instincts. So you have to know yourself first before you can truly know anyone else.

Vulnerability isn't oversharing; it isn't necessarily personal. And that's where some of the fear has come from—this sense that leaders might need to role-model less sharing about their personal lives. Yet vulnerability can look very different. Trust benefits from clearer boundaries, because trust needs clear expectations and clear limits.

Author & Leading Expert on the Sharing Economy & Collaborative Consumption

The number one thing is misread intentions. You assume someone has ill intent toward you—maybe to hurt you, harm you, or make you feel uncomfortable—and you don't check in on those intentions. Then a narrative forms in your head, and that's when you start spiralling. You can apply this to your children, to relationships, and it happens constantly at work.

Author & Leading Expert on the Sharing Economy & Collaborative Consumption

Training helps you turn fear from something that paralyses you or makes you flee into something that spurs you to take the right decisions in very difficult situations.

I think this is something that would have been a lot less controversial just a few decades ago, when people still remembered that, yes, the material side of war is obviously important, but it's only ever one aspect of it. And so, I'd say the big difference here is that we have to recognise that if we ignore or downplay the human side, we could lose.

There's a compelling mission—both because of the enormous economic opportunity it represents, if it succeeds, and because of the broader impact it can have on the world. The mission is defined by a stubborn technical challenge. It has to be hard. No one wants to work on something that isn't difficult, and in a sense, choosing the hardest problems becomes a moat.

Everyone on the team strongly believes in the mission. This is the one thing we want to work on in our lives, and multiple people share that same sentiment. We've fallen in love with a very stubborn technical challenge. Convincing others is always hard—it requires conviction on both sides. What we've demonstrated is small-team speed: speed in hiring, speed in getting strong results, and speed in refining our intellectual understanding.

We try to make decisions through a kind of committee-based approach around what species we're going to bring back, where we're going to invest our dollars, and what fits our core ethos. If it's not going to be beneficial to humans, if we can't do it at arm's length from humans, and if we can't do it in a way that's good for animals, then we just don't touch it.

From day one, we said that we wanted to create value, create impact, and create inspiration. We're not going to build a business that just creates impact—we're not a nonprofit. We're not going to just create a company that inspires the next generation. We have to create value.

If you get the culture right, most of the other stuff — including building your brand to be about the very best customer service — will happen naturally on its own. But if you don't get the culture right, then you're not going to accomplish any of the other stuff.

CEO of Zappos & Pioneer of Company Culture & Happiness

The vision for Zappos was for it to be about the very best customer service and for the Zappos brand to be synonymous with the very best customer service. In order to do that, we had to build a culture where employees genuinely wanted to provide great customer service — where it wasn't a department, but a way of being.

CEO of Zappos & Pioneer of Company Culture & Happiness

We formalized making sure that the company culture and the employee happiness was priority number one, and everything else — including profits, revenue growth, and so on — was a byproduct of getting the culture right. Because our whole belief was that if we get the culture right, then most of the other stuff, including building our brand to be about the very best customer service, will happen naturally on its own.

CEO of Zappos & Pioneer of Company Culture & Happiness