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Vishu Bheda
ย โขย
Medialย โขย 1m
๐ฆ๐๐ฒ๐๐ฒ ๐๐ผ๐ฏ๐ ๐ผ๐ป ๐ช๐ต๐ ๐ ๐ผ๐๐ ๐ ๐ฎ๐ป๐ฎ๐ด๐ฒ๐ฟ๐ ๐ฅ๐๐ถ๐ป ๐๐ฟ๐ฒ๐ฎ๐ ๐๐ผ๐บ๐ฝ๐ฎ๐ป๐ถ๐ฒ๐ When Steve Jobs returned to Apple in 1997, ๐ก๐ ๐ฐ๐๐ฌ ๐ฌ๐ก๐จ๐๐ค๐๐. The individual contributors were brilliant. But something was deeply broken. So he asked them: โ๐๐ก๐ฒ ๐๐ข๐ ๐ฒ๐จ๐ฎ ๐ฌ๐ญ๐๐ฒ?โ One answered, โ๐๐๐๐๐ฎ๐ฌ๐ ๐ฐ๐ ๐ฅ๐จ๐ฏ๐๐ ๐ญ๐ก๐ ๐ฌ๐ข๐ฑ ๐๐จ๐ฅ๐จ๐ซ๐ฌ ๐ข๐ง ๐ญ๐ก๐ ๐๐ฉ๐ฉ๐ฅ๐ ๐ฅ๐จ๐ ๐จ.โ Thatโs when Jobs realizedโit wasnโt the people who were the problem. It was the ๐ฆ๐๐ง๐๐ ๐๐ฆ๐๐ง๐ญ. So he did something wild: He ๐๐ข๐ซ๐๐ ๐ฆ๐จ๐ฌ๐ญ ๐จ๐ ๐ญ๐ก๐ ๐ฆ๐๐ง๐๐ ๐๐ซ๐ฌ and promoted the passionate doers. The result? Over 90% of them became extraordinary leaders. ๐ช๐ต๐ ๐ฑ๐ถ๐ฑ ๐๐ต๐ถ๐ ๐๐ผ๐ฟ๐ธ? Jobs hated traditional management techniques like โmanagement by objectives.โ He called them a ๐๐ซ๐จ๐๐ค. They focused on after-the-fact blame, not real alignment. Instead, he adopted something he learned from a Disney executive: ๐๐๐ง๐๐ ๐๐ฆ๐๐ง๐ญ ๐๐ฒ ๐ฏ๐๐ฅ๐ฎ๐๐ฌ. Hereโs how he explained it: โ๐๐ ๐ฐ๐ ๐๐ฅ๐ฅ ๐๐ ๐ซ๐๐ ๐ฐ๐ ๐ฐ๐๐ง๐ญ ๐ญ๐จ ๐ ๐จ ๐ญ๐จ ๐๐๐ง ๐๐ข๐๐ ๐จ, ๐ฐ๐โ๐ฅ๐ฅ ๐๐ข๐ ๐ฎ๐ซ๐ ๐จ๐ฎ๐ญ ๐ก๐จ๐ฐโ๐ฉ๐ฅ๐๐ง๐, ๐ญ๐ซ๐๐ข๐ง, ๐๐ฏ๐๐ง ๐ฐ๐๐ฅ๐ค๐ข๐ง๐ . ๐๐ฎ๐ญ ๐ข๐ ๐ ๐ฐ๐๐ง๐ญ ๐ญ๐จ ๐ ๐จ ๐ญ๐จ ๐๐๐ง ๐๐ข๐๐ ๐จ ๐๐ง๐ ๐ฒ๐จ๐ฎ ๐ฐ๐๐ง๐ญ ๐ญ๐จ ๐ ๐จ ๐ญ๐จ ๐๐๐ฐ ๐๐ซ๐ฅ๐๐๐ง๐ฌ, ๐ฐ๐โ๐ฅ๐ฅ ๐ง๐๐ฏ๐๐ซ ๐ฆ๐๐ค๐ ๐ฉ๐ซ๐จ๐ ๐ซ๐๐ฌ๐ฌ.โ ๐๐ป๐๐ถ๐ด๐ต๐: Direction before strategy. If your team isnโt aligned on where theyโre going, it doesnโt matter how good they are. ๐๐ง๐: If youโre building a startup, donโt just hire smart people. Hire people who want to go to the same destination. Thatโs when momentum kicks in. ๐ก๐๐ฎ๐ป๐ฐ๐ฒ: Great management isnโt about control. Itโs about shared values. Once everyoneโs on the same path, the journey becomes unstoppable. Thatโs how Jobs rebuilt Appleโnot with rules, but with ๐๐ฅ๐ข๐ ๐ง๐ฆ๐๐ง๐ญ.
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