Job of the CEO
- Set the strategy/direction
- Build the executive team
- Establish and uphold culture
- Allocate the resources of the company to its priorities
4 Key Risks you need to determine for any product
- Value - Will people buy/choose to use it?
- Usability - Can people figure out how to use it?
- Feasibility - Can engineers actually build it?
- Business Viability - Can you build a business around it? (legal, finance, marketing)
4 Jobs of the Product Manager
Deeply know the customer
Deeply know the market and industry
Deeply know the data
Deeply know the business
7 Core Drivers of Influence
RASSCUL
Reciprocation (dollar bill)
Authority (nurse)
Social Proof (netflix)
Scarcity (cookie jars)
Commitment & Consistency (sign on lawn)
Unity (Nazi skipping man)
Liking (having meal together)
Maslow’s Hierarchy of Needs
- Physiological Needs - Food, water, shelter, rest
- Safety Needs - Health, employment,
- Love & Belonging - Friendship, family, intimacy, connections
- Self-Esteem - Achievements, confidence, respect of others, connections
- Self-Actualization - Achieving full potential, creativity, purpose and meaning
Make it Stick (SUCCESs)
Simple (Core) - How to find the essential core of our ideas?
Unexpected - How do we get people’s attention and maintain their interest?
Concrete - How do we make our ideas clear?
Credibility - How do we make people believe our ideas?
Emotions - How do we get people to care about our ideas?
Stories - How do we get people to act on our ideas?
Elements of Defining Moments
(EPIC)
Elevation. (1) Boost sensory appeal; (2) Raise the stakes; (3) Break the script
Pride. (1) Recognize others; (2) Multiply milestones; (3) Practice courage)
Insight. (1) Trip over the truth; (2) Stretch for insight
Connection. (1) Create shared meaning; (2) Deepen ties; (3) Make moments matter
8 C’s of Self
Confident
Calm
Connected
Compassionate
Curious
Courageous
Creative
Clear
Blueprinting - DEEPER
Define Success
Explode the Problem
Experience the Problem
Package a Solution
Execute
Refine
5 Phases of Confidence Building
Action > Skill > Result > Confidence > Reinforcement
Building Confidence in Others (N- PATHS)
Nurture Strengths
Praise
Allow Failure
Teach Independence
Help them help others
Set up for early wins
Onboarding Confidence
Go Love Expecting Cops
Love Bomb
Goals
High Expectations
Control
Using Hope to Lead
- Vision
a. The path to a better world, a better future - Movement
a. Requires emotion and motion requires conflict
i. Emotional conflict generated by: 1. A common problem, 2. Common enemy, 3. Common rivalry - Allies
a. Pulled through the common love and hate of something
What you can fight
The Goliath in your industry
Your rival
The enemy of your tribe, even if it’s not your enemy
Greatest fear or anxiety of your client
What is their biggest pain
An idea in your industry
How people are billed
Billing by hour instead of result
An idea in the world at large
Feel, Felt, Found
Feel - I know how you feel
Felt - “I have felt that way as well. Have I ever told you about the time…”
Found - “I found…”
Build a gap before feeling and responding
Does what I want to say…
- Need to be said?
- Need to be said by me?
- Need to be said now?
- Will it change anything anyway?
If answer is no to any of those questions, - don’t say it
3-2 Question Response
3 Core Questions
- Why, What, How
2 Follow-up questions
- Tell me more
- What else
Non-Violent Communication
- Observation
- Feelings
- Needs
- Requests
Four options for receiving negative messages
- Blame ourselves
- Blame others
- Sense our feelings and needs
- Sense others’ feelings and needs
Gardner’s Multiple Intelligences Theory - 9 Intelligences
- Verbal-Linguistic
- Mathematical-logical
- Musical
- Visual-spatial
- Bodily-kinesthetic
- Interpersonal
- Intrapersonal
- Naturalistic
- Existential
Sternberg’s Triarchic Theory of Intelligence
ANALYTICAL (Componential)
- Prior knowledge for solving problems, learning new info, making judgements, evaluating, problem solving
CREATIVE (Experiential)
- Novelty problems = unique situations
- Automation = Apply learned material to novel situation
PRACTICAL (Contextual)
- Adaptation - adapt to environment
- Shaping - change environment
- Selection - select new environment
Bloom’s Taxonomy
Remember uncle and aunts evaluate cousins
Remember - Recall facts & basic concepts
Understand - Explain ideas or concepts
Apply - Use information in new situations
Analyze - Draw connections among ideas
Evaluate - Justify a stand or decision
Create - Produce new or original work
Key Strategies for Effective Learning
(RISER+G)
Retrieval Practice/Testing
Interleaving & Variation
Spacing
Elaboration
Reflection
Generation
Process of anger and techniques for preventing each step
Process: Feel threatened —> Feel anger —> Act up
Techniques: Preventing, noticing, managing
9 principles of Ultralearning
My Friend Dilly Dallies Radically For Reasons I Expect
Metalearning: First draw a map
Focus: Develop concentration and allocate time
Directness: Learn by doing
Drill: Attack your weakest point
Retrieval: Test to learn
Feedback: Don’t dodge the punches
Retention: Pace yourself for better retention
Intuition: Develop intuition through play and exploration
Experimentation: Explore outside your comfort zone
