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1 场访谈 · 3 条观点 · 1 个话题内容更新于:
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Ali Ghodsi says a CEO has to learn intensively.
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原始摘录
Well, I think you have to be on this extreme learning curve.Ali Ghodsi on learning as a CEO and evaluating management practices
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Ali Ghodsi describes evaluating whether management practices made sense—not just copying what others told him to do.
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原始摘录
I wasn't just like, okay, let's copy this, let's copy that, oh, that person said this, I'm going to do it that way.Ali Ghodsi on learning as a CEO and evaluating management practices
But I was applying first-principles thinking to everything I was sucking in. I was making sure that it actually made sense to do these things. I was building my own — kind of like Bruce Lee built his own Jeet Kune Do based on all the different martial arts — I was building my own CEO playbook based on all the ingredients I was learning from the different places. And that way it was self-consistent. That's one thing I would recommend.
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Ali Ghodsi says he tries to identify the company’s main bottleneck and focus his attention there.
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原始摘录
Because there's so much other stuff you have to do every day.Ali Ghodsi on learning as a CEO and evaluating management practices
I think that's a useful way of operating a company. I still operate the company that way. I try to identify what the main bottleneck is at the time, and I try to just focus on unclogging that. Hire people. There's drama. People are quitting. The board, this and that. Legal department. Customers. Revenue. Missing this. There's a million things coming your way every day. You don't have the time to move the needle on anything. So focus on that main bottleneck.
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按原始访谈发布日期排列；表述不同不代表立场发生变化。
nafyi.