1: Ready for an interesting fact about games?

When we play them, we almost never feel hopeless.

“It’s true,” Jane McGonigal writes in her book SuperBetter: The Power of Living Gamefully.

“Psychologists have studied the top emotions during game play, and genuine anxiety and pessimism are extremely rare,” Jane notes. “Even when we’re losing or struggling, we’re vastly more likely to feel determined and optimistic than panicked or powerless.”… continue reading

1: “There’s wind and then there’s a typhoon, there are waves and then there’s a tsunami,” Andy Grove writes in Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.

The same is true in business.

“There are competitive forces and then there are supercompetitive forces,” he notes.

Andy calls it a “10X” change.

2: Harvard Professor Michael Porter identified the various forces that determine … continue reading

1: “We managers like to talk about change, so much that embracing change has become a cliché of management,” Andy Grove writes in Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.

But not all changes are the same.

What Andy calls “a strategic inflection point is not just any change,” he notes. “It compares to change the way Class VI rapids on a … continue reading

1: Then Intel CEO Andy Grove was sitting in a conference room with other members of the Intel team.

The topic? “Evaluations of a certain highly touted new software from a company whose other products we already use,” Andy writes in his legendary business book, Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.

Intel’s head of Information Technology shared the challenges her team … continue reading

1: Intel president Andy Grove was nervous.

It was 1986. Andy had flown to Oregon to address Intel’s best developers, recognizing that the company stood at a crossroads, he writes in his book Only the Paranoid Survive.

Since the company’s inception, memory chips had been the company’s core business.

But now the company was exiting the memory chip business because Japanese competitors had entered the market with higher quality … continue reading

1: It was the summer of 1985.

One of Silicon Valley’s most legendary meetings was about to happen.

“I was in my office with Intel’s chairman and CEO, Gordon Moore, and we were discussing our quandary,” Andy Grove writes in his book Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.

“Our mood was downbeat,” Andy recalls.

“I looked out the window at … continue reading

1: “So tell me this,” the young executive asked, “Is Panera almost as good as Donatos?”

“Is he joking?” Panera Bread CEO Ron Shaich thought to himself.

It was the early 2000s. Ron was sitting in an executive boardroom at McDonald’s headquarters outside Chicago. Ten years earlier, he had purchased the St. Louis Bread Company and renamed it Panera.

On the other side of the table were members of McDonald’s … continue reading

1: “Should Yahoo bring back Koogle?”

Felicia Horowitz smiled at her husband, venture capitalist Ben Horowitz.

“Huh?”

It was 2012, and Yahoo had just fired its CEO, Scott Thompson.

“Tim Koogle? How do you even know who Tim Koogle is?” he writes in his book The Hard Thing About Hard Things.

Felicia then recalled a conversation they had shared eleven years earlier, back in 2001.… continue reading

1: “Fortune favors the curious,” Sahil Bloom writes in his book The 5 Types of Wealth.

As it turns out, curiosity is an actual “Fountain of Youth.”

Yesterday, we looked at how curiosity makes us healthier as we age—both mentally and physically.  

The bad news? “Unfortunately, that raw childhood curiosity we’re born with slowly atrophies throughout our adult lives,” Sahil writes.

We begin our lives brimming with curiosity. … continue reading

1: “Don’t make a decision until you need to,” Panera Bread founder Ron Shaich writes in his book Know What Matters.

“That might sound obvious,” Ron notes, “but so many companies leap to promising dramatic growth and then trap themselves under the weight of the expectations they’ve created.”

Thinking back on the early days of Panera, Ron recalls: “We knew we were ready to grow, and we had an … continue reading