He was similarly ruthless with himself. When President Barack Obama asked him to join a small gathering of tech moguls, Jobs declined — the president invited too many people for his taste. In a feature investigating Apple's culture , Fortune reporter Adam Lashinsky detailed a few of the formal processes that Jobs used, which led Apple to become one of the world's most valuable companies.
At the core of Job's mentality was the "accountability mindset" — meaning that processes were put in place so everybody knew who was responsible for what. As Lashinsky described :.
Internal Applespeak even has a name for it, the "DRI," or directly responsible individual. Tap Location or Video Call, then enter a physical location or tap FaceTime to enter a video link for a remote event. You can also copy a FaceTime link you created or received and paste it in the Location field.
See Create a link to a FaceTime call on iPhone. Enter the start and end times for the event, the travel time, invitees, attachments, and so on. Swipe up, if necessary, to enter all the meeting information.
To find the file, you can enter its name in the search field, scroll, tap folders to open them, tap Browse to look in other locations such as iCloud Drive , and so on. See View files and folders in Files on iPhone. Steve was in a sociable mood, so we chatted it up for a few minutes, and then the meeting began.
Steve heard it. Processed it. Then he hit her with the Simple Stick. Then, as if that diversion had never occurred—and as if Lorrie never existed—he continued with his update. So, just as the meeting started, in front of eight or so people whom Steve did want to see at the table, poor Lorrie had to pack up her belongings, rise from her chair, and take the long walk across the room toward the door. Her crime: She had nothing to add.
The small-group principle is deeply woven into the religion of Simplicity. The idea is pretty basic: Everyone in the room should be there for a reason.
Steve Jobs actively resisted any behavior he believed representative of the way big companies think—even though Apple had been a big company for many years.
He knew that small groups composed of the smartest and most creative people had propelled Apple to its amazing success, and he had no intention of ever changing that. When he called a meeting or reported to a meeting, his expectation was that everyone in the room would be an essential participant. Spectators were not welcome. This was based on the somewhat obvious idea that a smaller group would be more focused and motivated than a large group, and smarter people will do higher quality work.
How many overpopulated meetings do you sit through during the course of a year? How many of those meetings get sidetracked or lose focus in a way that would never occur if the group were half the size? Remember, complexity normally offers the easy way out. Truthfully, you can do the brutal thing without being brutal. Just explain your reasons. Keep the group small. Prior to working with Steve Jobs, I worked with a number of more traditional big companies.
Back in the early days of NeXT, when all of its promise lay ahead, I heard Steve address the troops one day, telling them to savor this moment in time. In later years, when I found myself attending larger, less productive meetings at multilayered companies, those words would echo in my head. The cloud note-taking startup has an internal program called "officer training," in which employees get assigned to meetings that aren't in their specialty area to explore other parts of the company.
They ask questions; they talk. Libin, who is Evernote's cofounder and former CEO, got the idea from talking with a friend who served on a nuclear submarine. To be an officer of such a sub, you had to know how to do everybody else's job. If you work at Amazon, you'd better be comfortable with conflict. Jeff Bezos is famous for hating "social cohesion," that tendency people have for finding consensus for no other reason than it feels good.
That distaste for agreeability is reinforced by Amazon's leadership principles , one of which reads:. Speaking to Business Insider about his experiences with the British billionaire, Ritter explained that Branson never allowed sit-down group meetings. He always just seemed to be more focused on, 'What are we trying to achieve?
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