Now, you might be wondering, “How do you motivate people with brutal facts? Doesn’t motivation flow chiefly from a compelling vision?” The answer, surprisingly, is, “No.” Not because vision is unimportant, but because expending energy trying to motivate people is largely a waste of time. One of the dominant themes that runs throughout this book is that if you successfully implement its findings, you will not need to spend time and energy “motivating” people. If you have the right people on the bus, they will be self-motivated. The real question then becomes: How do you manage in such a way as not to de-motivate people?And one of the single most de-motivating actions you can take is to hold out false hopes, soon to be swept away by events.
Yes, leadership is about vision. But leadership is equally about creating a climate where the truth is heard and the brutal facts confronted. There’s a huge difference between the opportunity to “have your say” and the opportunity to be heard. The good-to-great leaders understood this distinction, creating a culture wherein people had a tremendous opportunity to be heard and, ultimately, for the truth to be heard.
-Jim Collins from Good to GreatContinue reading
Just as weight lifters’ bulging biceps make them great at lifting weights but terrible at scratching their own backs, larger companies tend to gain weight disproportionately and trip over themselves. I have come to call it corporate obesity. If you’ve worked at a heritage corporation, you’ve probably witnessed the following phenomena:Continue reading
“This is required reading for founders. Experienced entrepreneurs all know this period Scott refers to as ‘the messy middle’ and a few of us have worked our way out of it, but this is the first time I’ve seen an expert—both as a founder and as an investor—break down in such detail just how to endure, optimize, and make it through.” —Alexis Ohanian, co-founder of Initialized Capital and Reddit
“Scott Belsky is a master of generous work worth doing. The Messy Middle will help you see that you have more control than you dare to admit, and the ability to make a difference if you care enough.” —Seth Godin, author of Linchpin
“Having been through the ups and downs of the messy middle many times, it’s critical to understand the challenges ahead. This insightful book empowers you to approach them head-on. Belsky’s powerful toolkit, based on hard earned experiences, is an essential guide to building a compelling product, revolutionizing an organization or growing your leadership abilities.” —Tony Fadell, inventor of the iPod, co-inventor of the iPhone, founder and former CEO of Nest, Principal at Future Shape
“Building a lasting business is 1% idea and 99% resilience. The Messy Middle details the unglamorous but essential lessons every founder needs to learn.” —Jennifer Hyman, Co-Founder & CEO, Rent The Runway
“The Messy Middle is one of my favorite business books of the last decade. It’s humble, smart, vulnerable, and precise. If you do complex work (don’t we all?), this book will show you how to navigate the most difficult part of any endeavor.” —Todd Henry, author of Herding Tigers
“With The Messy Middle, Belsky delivers a brilliant book that goes past dogma and slogans into key tactics and ideas. … Small business teams and evolving start up teams will find The Messy Middle useful for refining every aspect of their game.”— Small Business Trends
Clarity propels an organization. Not occasional clarity but pervasive, twenty-four-hour, in-your-face, take-no-prisoners clarity. Most people never perceive that this is lacking in their organization, but 90 percent of the time it is. Just open a few random emails on your company account, activate your brutal-vision, and read. The muddying messages are rampant. If people were brutally honest in their emails, the time we spend sorting through our in-boxes would surely decrease by half.
My colleagues and I focus on helping a system develop greater self-knowledge in three critical areas. Continue reading
Because of its value, some people have called feedback “the breakfast of champions.” But it isn’t the breakfast; it’s the lunch. Vision is the breakfast. Self-correction is the dinner. Without vision, we have no context for feedback. We’re just responding to what someone else values or wants. We’re living out of the social mirror. We fall into the trap of trying to become all things to all people, meeting everybody’s expectations, and we end up essentially meeting nobody’s, including our own. Continue reading
Organizations have been built on the notion that people must be held accountable and that someone else is in charge of doing that. This kind of thinking, more than anything else, creates and maintains parent–child conversations in the workplace that foster cultures relying on compliance rather than commitment. The idea that we are all responsible for our own commitment is radical.