Podcast appearances and mentions of Dee Hock

Because of the podcast I get to meet a lot of super successful people. I'm always asking them "Who is the smartest person you know" and "Who do you think has the best business?". "Ken Griffin" is a very common answer. I've heard Ken described in two ways: "Winner" and "Killer".  For years I've come across interesting anecdotes about Ken. Like when he appears as a 19 year old kid in Ed Thorp's excellent autobiography A Man For All Markets. Or when John Arnold describe Ken's intense competitive drive following the blowup of Enron. And then consider the fact that I'm obsessed with people who run their business for decades (Ken founded Citadel 35 years ago and Citadel Securities 23 years ago) — and I knew I had to make an episode about his life and work. The only problem was there's no great biography of Ken. So to make this episode I transcribed this talk that Ken gave at Yale. And for additional context I read the book Ken recommends: Hardball: Are You Playing to Play or Playing to Win. ----Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more. ----Founders Notes gives you the ability to tap into the collective knowledge of history's greatest entrepreneurs on demand. Use it to supplement the decisions you make in your work.  Get access to Founders Notes here. ----Join my free email newsletter to get my top 10 highlights from every book  ----Founders Notes gives you the ability to tap into the collective knowledge of history's greatest entrepreneurs on demand. Use it to supplement the decisions you make in your work. Get access to Founders Notes here. ----“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast

Jusqu'au 6 janvier prochain, dans la galerie 4 du Centre Pompidou, vous accueille une grande installation de liège, comme une coulée de lave venue s'emparée des espaces du musée. Cette lave, elle éructe des mains et du coeur de l'artiste Gaëlle Choisne qui le 14 octobre dernier s'est vue décernée le Prix Marcel Duchamp 2024. Une récompense créée en 2000 par l'Adiaf, l'Association pour la diffusion de l'art français. Cette année, la curatrice du prix était Jeanne Brun, directrice adjointe du Musée d'Art Moderne. Elles sont toutes les deux les invitées de cet épisode de PRÉSENT·E enregistré en live le 16 octobre dernier au Centre Pompidou. Références citées dans l'épisode :
 - La perspective inversée de Pavel Florensky, - Jacques Rancière, - Audrey Parisot, conférencière et chamane, - Chaordique de Dee Hock, - Entreprise les liégeurs, - Bill Mollison, scientifique, père de la permaculture Crédits : Cet épisode est produit par le Centre Pompidou, il a été enregistré en live en septembre 2024 dans l'exposition du Prix Marcel Duchamp au Centre Pompidou. Écriture et montage : Camille Bardin. Générique : David Walters.

Shreyas Doshi is a former product leader at Stripe, Twitter, Google, and Yahoo. He's now a full-time advisor and coach to founders and executives. Shreyas is known for his incredibly insightful writing on products, which has garnered him a passionate following in the PM and startup community. Last week, we sat down together at the very first Lenny and Friends Summit in San Francisco for a special live episode. We covered:• Why product leaders often feel overwhelmed with work, and how to combat it• The importance of developing good taste, and how to do it• How to reduce frustration in your product leadership role• The critical skill of truly listening as a leader• Common pitfalls in annual planning and decision-making• Lots of laughs—To learn more from Shreyas, check out these courses:• Improving Your Product Sense: https://bit.ly/product-sense• Managing Your PM Career: https://bit.ly/pm-career-course—Brought to you by:• WorkOS—Modern identity platform for B2B SaaS, free up to 1 million MAUs• Paragon—Ship every SaaS integration your customers want• Vanta—Automate compliance. Simplify security—Find the transcript at: https://www.lennysnewsletter.com/p/shreyas-doshi-live—Where to find Shreyas Doshi:• X: https://x.com/shreyas• LinkedIn: https://www.linkedin.com/in/shreyasdoshi/• Threads: https://www.threads.net/@shreyas.threads• Linktree: https://linktr.ee/shreyasdoshi• YouTube: https://www.youtube.com/@ShreyasDoshiVideos—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction(05:35) Question one: Why am I so busy?(10:08) Annual planning as an example(16:48) Tactical tips for staying less busy(25:20) Question two: Do I actually have good taste?(38:09) Question three: Why does my job feel so frustrating?(43:29) Question four: Am I really listening?(44:35) Closing remarks—Referenced:• Shreyas Doshi on pre-mortems, the LNO framework, the three levels of product work, why most execution problems are strategy problems, and ROI vs. opportunity cost thinking: https://www.lennysnewsletter.com/p/episode-3-shreyas-doshi• LNO framework: https://twitter.com/shreyas/status/1492345184171945984• Time management techniques that actually work: https://www.lennysnewsletter.com/p/time-management-techniques-that-actually• Part 2: Time management techniques that actually work: https://www.lennysnewsletter.com/p/part-2-time-management-techniques• Eisenhower quote: https://www.brainyquote.com/quotes/dwight_d_eisenhower_164720• Stripe Connect: https://stripe.com/connect• Jeff Bezos explains one-way door decisions and two-way door decisions: https://www.youtube.com/watch?v=rxsdOQa_QkM• Spotify Is America's Most Loved Workplace: https://www.newsweek.com/2021/10/29/spotify-americas-most-loved-workplace-1639982.html• Shreyas on “thinking is cheap”: https://www.linkedin.com/posts/shreyasdoshi_thinking-is-very-cheap-doing-is-very-expensive-activity-7225237421813116929-Qzi3/• Good Product Strategy, Bad Product Strategy from Shreyas: https://x.com/shreyas/status/1244810075908128768• Shreyas on annual planning and metrics:https://x.com/shreyas/status/1302423854095036421https://x.com/shreyas/status/1304628719374544896• Jensen Huang on LinkedIn: https://www.linkedin.com/in/jenhsunhuang/• Patrick Mahomes's website: https://www.adidas.com/us/patrick_mahomes• Virat Kohli: https://en.wikipedia.org/wiki/Virat_Kohli• Reversible and Irreversible Decisions: https://fs.blog/reversible-irreversible-decisions/• Fail fast: https://en.wikipedia.org/wiki/Fail_fast• 3 levels of product work: https://twitter.com/shreyas/status/1370248637842812936• Shakespeare quote: https://nosweatshakespeare.com/quotes/famous/to-thine-own-self-be-true/• Rick Rubin: Legendary Music Producer | Lex Fridman Podcast #275: https://Dwww.youtube.com/watch?v=H_szemxPcTI• Blake Burge on Rick Ruben: https://x.com/blakeaburge/status/1794470295828341222• Rick Rubin on X: https://x.com/RickRubin• Dee Hock on X: https://x.com/deewhock• Dee Hock quote on listening: https://x.com/shreyas/status/1351279398423465984• Peter Drucker: https://en.wikipedia.org/wiki/Peter_Drucker• Peter Drucker quotes on listening: https://www.azquotes.com/author/4147-Peter_Drucker/tag/listening• Lenny's first podcast recording: https://www.youtube.com/watch?v=YP_QghPLG-8—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Dans cette nouvelle vidéo, nous continuons l'incroyable aventure de la création de Visa.Nous sommes en 1966 : Bank of America a lancé la première carte de crédit, et les banques sont convaincues… mais le chaos règne en coulisses.Découvrez comment Dee Hock, un banquier inconnu, prend les rênes pour transformer le système en un réseau mondial. De l'effondrement imminent à l'introduction en bourse de 2008, Visa est devenue bien plus qu'une simple carte !Lien YT: https://youtu.be/5mx4M99wjhsLien Dailymotion: https://dai.ly/x96mig6

El modelo Caórdico para el Cambio: 10 medidas para el éxito. Adaptando las Organizaciones al Cambio Constante En un mundo donde la única constante es el cambio, las organizaciones enfrentan el reto de adaptarse o quedar obsoletas. Inspirado por el concepto de "Caórdica", que combina caos y orden, el presente artículo reflexiona sobre cómo las organizaciones pueden reinventarse continuamente para enfrentar desafíos y aprovechar oportunidades en un entorno dinámico. La "Caórdica" propone un enfoque donde el caos no es sinónimo de desorden, sino un medio para desestabilizar el statu quo y fomentar la innovación. Este término, acuñado por Dee Hock en 1999, enfatiza un balance entre la auto-organización y el orden estructural, permitiendo a las organizaciones ser más orgánicas, sistémicas y adaptativas. Las organizaciones inteligentes no solo gestionan el cambio, sino que también manejan su velocidad, lo que las hace capaces de responder proactivamente. Sin embargo, muchas permanecen atrapadas en modelos jerárquicos obsoletos, sufriendo de una "parálisis paradigmática" donde la resistencia al cambio impide el progreso y la adaptación. 10 Medidas para Organizaciones Modernas: Empoderamiento y Autonomía: Distribuir poder y competencias para fomentar la innovación y la responsabilidad a todos los niveles de la organización. Flexibilidad Estructural: Permitir que la estructura organizativa sea flexible y adaptable a los cambios en el entorno. Liderazgo Compartido: Promover un liderazgo que motive, inspire y fomente la participación activa de todos los miembros de la organización. Equilibrio entre Cooperación y Competencia: Fomentar un ambiente donde se valorice tanto la competencia individual como la colaboración hacia objetivos comunes. Ductilidad Organizacional: Construir organizaciones que puedan cambiar constantemente sin perder su esencia o propósito. Desafiar los Modelos Mentales: Incentivar a los miembros de la organización a cuestionar constantemente las normas y paradigmas existentes. Adopción de la Caórdica como Cultura: Integrar la caórdica en la cultura organizacional para promover una continua reinvención y adaptación. Desarrollo de una Misión y Visión Claras: Asegurar que todos los miembros de la organización comprendan y estén alineados con la misión y visión organizacionales. Transformación Digital: Adoptar tecnologías que faciliten la adaptabilidad y mejoren la eficiencia operacional. Gestión del Conocimiento: Convertir el conocimiento tácito en explícito para que sea accesible a toda la organización, promoviendo así la innovación continua. Conclusión Las organizaciones que adopten un enfoque caórdico no solo podrán enfrentar los desafíos actuales, sino también proyectarse hacia el futuro con una base sólida y adaptable. El cambio no debe ser visto como una amenaza, sino como una oportunidad para crecer y evolucionar. Las empresas que aprenden a aprender serán las que lideren en la nueva era del conocimiento.

To paraphrase Visa founder Dee Hock, how many of you know Visa? Great, all of you. Now, how many of you know how it started? Or, for that matter, who started it? Who runs and governs it? Where is it headquartered? What's its business model?For the 11th largest market cap company in the world, Visa's history and strategy is almost shockingly unknown. A huge portion of the world's population uses their products on a daily basis (you might say Visa is… everywhere people want to be), but very few know the amazing story behind how that came to be. Or why Visa continues to be one of the most incredible and incredibly durable business franchises of all-time. (50%+ net income margins!! On $30B of revenue!) Today we do our part to change that. Tune in for one heck of a journey.Sponsors:Thanks to our fantastic partners, any member of the Acquired community can now get: Free access to our episode research on Blinkist plus our favorite books on Ben & David's Bookshelf Scalable, clean and low-cost cloud AI compute from Crusoe (and listen to our recent ACQ2 interview with CEO Chase Lochmiller) Your product growth powered by Statsig More Acquired!: Get email updates with hints on next episode and follow-ups from recent episodes Join the Slack Subscribe to ACQ2 Check out the latest swag in the ACQ Merch Store! Links: Burger King rolling out credit cards in 1993 Get your BankAmericard MasterCard today! (!?) Episode sources Carve Outs: I Think You Should Leave Mistborn ‍Note: Acquired hosts and guests may hold assets discussed in this episode. This podcast is not investment advice, and is intended for informational and entertainment purposes only. You should do your own research and make your own independent decisions when considering any financial transactions.

Founders ✓ Claim What I learned from the first 6 years of making Founders.I recorded a new episode with Patrick. It should be out soon. Follow Invest Like the Best in your favorite podcast app so you don't miss it. 

Founders ✓ Claim What I learned from the first 6 years of making Founders.I recorded a new episode with Patrick. It should be out soon. Follow Invest Like the Best in your favorite podcast app so you don't miss it. 

What I learned from the first 6 years of making Founders.---I'm doing a live show with Patrick OShaughnessy (Invest Like the Best) on October 19th in New York City. Get your tickets here!---I recorded a new episode with Patrick. It should be out soon. Follow Invest Like the Best in your favorite podcast app so you don't miss it. 

BONUS: How I Planned My Wedding With Scrum, and Other Key Agile Adoption Lessons With Julien Déray Julien wrote the book titled "How I Planned My Wedding with Scrum" to apply his knowledge of Scrum to the process of wedding planning. Scrum provided him with a sense of assurance, clarity, and familiarity with the tools he knew best. By deepening his understanding and applying Scrum principles, Julien found that it helped him feel more in control and provided clarity throughout the planning process. Furthermore, working as a team with his parents and family members reinforced the collaborative nature of Scrum. Why Use Scrum for Wedding Planning?  One of the key questions is why Julien chose to use Scrum to organize a wedding—a big-bang event. However, Scrum's structured approach and iterative process lent themselves well to wedding planning. Julien found that giving a crash course on Scrum, defining roles and rules, writing user stories, and using personas to craft experiences allowed for effective planning and communication. Regular calls with the rest of the family and feedback loops enabled them to stay on track and adapt as needed. In the end, Scrum provided a sense of peace of mind and control over the process. The main takeaway was the sense of control and peace of mind that Scrum brought to the team. Key Messages  The book provides an accessible Scrum introduction for a broad audience, including those new to Scrum, and aims to convey the why of Scrum rather than focusing heavily on the how. Even for experienced practitioners, the book provides a fresh perspective on Scrum and agile methodologies. It emphasizes the usefulness and applicability of Scrum in various contexts, including wedding planning. Challenges in Leadership and Management  Julien emphasizes that as an IT community, agile methodologies like Scrum are already well-established. However, the challenge lies in bridging the gap to the rest of the company. Other parts of the organization may not be familiar with the tools and methods used in IT, creating a need for alignment and collaboration. Traditional management approaches, rooted in Taylorism, no longer work effectively in a fast-paced, agile environment. Key Messages for Managers and Scrum Masters  Managers and Scrum Masters are encouraged to trust themselves and leverage the tools they have at their disposal. Understanding the purpose behind their work and proposing ways to bring others along are crucial. Agile is not just a methodology but a holistic philosophy that can drive organizational transformation. During this episode, we refer to the following books: Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland Turn The Ship Around! By David L. Marquet, a previous guest on the podcast Team of Teams: New Rules of Engagement for a Complex World The Birth of a Chaordic Age" by Dee Hock. The Phoenix Project, by Kim et al. Julien's book is "How I Planned My Wedding with Scrum." And you can find the book on Amazon About Julien Deray Julien is a senior engineering manager at SwissBorg. His journey has moved him from coding to leading fast-paced engineering team. He has a strong focus an agile methods, to facilitate communication and work processes, and to allow people to work better without spending more energy. You can link with Julien Déray on LinkedIn.

In this episode, William Green chats with hedge fund manager Christopher Begg, who is the CEO, Chief Investment Officer, & co-founder of East Coast Asset Management. Chris is also a revered professor at Columbia Business School, where he teaches the Security Analysis class that was originally taught by Warren Buffett's mentor, Ben Graham. Here, Chris shares powerful lessons on how to identify high-quality businesses & build a life that's defined by a commitment to quality.IN THIS EPISODE YOU'LL LEARN:00:00 - Intro03:54- How Chris Begg came to teach an investing class originally taught by Ben Graham.10:29 - What Chris learned from his ten fireside chats with Berkshire Hathaway's Todd Combs.13:17 - What Buffett & Munger taught Chris about focusing on a few great businesses.17:58 - How he finds undervalued stocks by asking, “Where are the clouds today?”26:55 - Why he's bullish on Meta & Google, despite an array of perceived threats.36:09 - How he identifies great businesses by seeking 8 layers of competitive advantage.47:13 - How to succeed through “persistent incremental progress eternally repeated.”1:00:01 - Why investors can't afford to ignore a company's impact on the environment.1:06:40 - Why consistent kindness is a potent ingredient of success, helping to build trust.1:15:22 - How Chris gains an edge by continuously compounding his interdisciplinary knowledge.1:32:17 - What he's learned about the pursuit of excellence from surfing with Josh Waitzkin.1:40:48 - Why Chris structures his workday to include meditation & contemplation.1:50:46 - What studying Andrew Carnegie—once the world's richest person—has taught him.1:53:40 - Why Chris believes that the world is headed in a better direction.Disclaimer: Slight discrepancies in the timestamps may occur due to podcast platform differences.BOOKS AND RESOURCESChris Begg's investment firm, East Coast Asset Management.One from Many by Dee Hock.Nick Sleep's list of long-term vs short-term characteristics.Robert Pirsig's Zen & the Art of Motorcyle Maintenance, Lila, & On Quality.Finite & Infinite Games by James Carse.William Green's book, “Richer, Wiser, Happier” – read the reviews of this book.William Green's Twitter.NEW TO THE SHOW?Check out our We Study Billionaires Starter Packs.Browse through all our episodes (complete with transcripts) here.Try our tool for picking stock winners and managing our portfolios: TIP Finance Tool.Enjoy exclusive perks from our favorite Apps and Services.Stay up-to-date on financial markets and investing strategies through our daily newsletter, We Study Markets.Learn how to better start, manage, and grow your business with the best business podcasts. P.S The Investor's Podcast Network is excited to launch a subreddit devoted to our fans in discussing financial markets, stock picks, questions for our hosts, and much more! Join our subreddit r/TheInvestorsPodcast today!SPONSORSIf you're aware you need to improve your bitcoin security but have been putting it off, Unchained Capital‘s Concierge Onboarding is a simple way to get started—sooner rather than later. Book your onboarding today and at checkout, get $50 off with the promo code FUNDAMENTALS.Have peace of mind knowing River holds Bitcoin in multi-sig cold storage with 100% full reserves.What does happen when money and big feelings mix? Tune in to find out on the new podcast, Open Money, presented by Servus Credit Union.Make connections, gain knowledge, and uplift your governance CV by becoming a member of the AICD today.Enjoy flexibility and support with free cancellation, payment options, and 24/7 service when booking travel experiences with Viator. Download the Viator app NOW and use code VIATOR10 for 10% off your first booking.Join over 5k investors in the data security revolution with Atakama.Apply for the Employee Retention Credit easily, no matter how busy you are, with Innovation Refunds.Invest your retirement savings in what YOU know and are passionate about with a Self-Directed IRA with New Direction Trust Company.Send, spend, and receive money around the world easily with Wise.Beat FOMO and move faster than the market with AlphaSense.Support our free podcast by supporting our sponsors.HELP US OUT!Help us reach new listeners by leaving us a rating and review on Apple Podcasts! It takes less than 30 seconds, and really helps our show grow, which allows us to bring on even better guests for you all! Thank you – we really appreciate it!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Como conduzir a humanidade para um mundo sustentável, socialmente justo e economicamente viável? O que é necessário para dar início a uma nova jornada, onde caos e ordem estejam equilibrados? As respostas para essas importantes perguntas são entregues pelo especialista em gestão e psicanalista Henrique Medeiros no livro Células Sociais Caórdicas – O Caminho Para Um Novo Mundo. A narrativa apresenta formas para transformar a maneira arrogante e gananciosa como a sociedade vive atualmente. Formado em Tecnologia da Informação, com MBA em Gestão Empresarial e especialização em psicanálise clínica, o autor tem experiência em grandes corporações, onde observou e acompanhou a atuação de lideranças por mais de 25 anos. Para ele, líderes comprometidos com a vida das pessoas, capazes de convergir diferentes pensamentos em torno de objetivos comuns entre a sociedade e as instituições são fundamentais na construção das células caórdicas – sistema que imita a forma solidária como o corpo humano funciona, em que cada unidade celular distribui equitativamente as substâncias necessárias, sem deixar o organismo colapsar. O conceito “Caórdico” foi criado pelo fundador da empresa de serviços financeiros Visa, Dee Hock, e significa que caos e ordem podem coexistir harmonicamente. No entanto, a sociedade está longe disso e o resultado, sustenta o Medeiros, é uma enorme confusão dentro das organizações. Como consultor que atua na formação de líderes, times de alto desempenho e reestruturação organizacional, ele observa uma gigantesca massa de colaboradores estressados, operando em desacordo com o que desejam, insatisfeitos com o trabalho, sem voz e muito menos poder de decisão sobre os destinos dos lugares onde estão inseridos. Em resumo, o ambiente organizacional reflete a desordem que o planeta experimenta. A obra detalha os passos para a implementação dos 17 objetivos e 169 metas de desenvolvimento sustentável da ONU, um apelo global à ação para acabar com a pobreza, proteger o meio ambiente e o clima e garantir que as pessoas, em todos os lugares, possam desfrutar de paz e de prosperidade. Os pilares apontados por Medeiros para a implantação desse sistema são o Querer, a Liderança, o Propósito e a Autocorreção. Este último trata da revisão permanente do propósito, planejamento e atuação da Célula. Para o psicanalista, não há nada, senão a própria vontade, que impeça a humanidade de criar um mundo de Células Sociais Caórdicas e experimentar uma indescritível satisfação de viver um propósito maior, no qual a cooperação e transformação entre líderes e colaboradores são imperativos para que a sociedade evolua. “Somente dessa forma as pessoas terão um sentido global de existência que vença o individualismo e onde o conhecimento adquirido corresponda à prática”, pontua. Ouça a entrevista do autor no podcast A Voz do Empreendedor

What I learned from reading Make Something Wonderful: Steve Jobs in his own words.This episode is brought to you by Tiny: Tiny is the easiest way to sell your business. Tiny provides quick and straightforward exits for Founders.  ----This episode is brought to you by Meter: Meter is the easiest way for your business to get fast, secure, and reliable internet and WiFi in any commercial space. Go to meter.com/founders ----Follow one of my favorite podcasts Invest Like The Best and listen to episode 293 David Senra: Passion and Pain ----[3:48] He gave an extraordinary amount of thought to how best to use our fleeting time.[4:24] He imagined what reality lacked and set out to remedy it.[7:27] Steve Jobs: The Lost Interview Video and My Notes.[10:02] Edwin Land episodes:Instant: The Story of Polaroid by Christopher Bonanos. (Founders #264)Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #263)A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein (Founders #134)Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #133)The Instant Image: Edwin Land and the Polaroid Experienceby Mark Olshaker (Founders #132)Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid(Founders #40)[13:23] Think of your life as a rainbow arcing across the horizon of this world. You appear, have a chance to blaze in the sky, then you disappear.[14:10] One from Many: VISA and the Rise of Chaordic Organization by Dee Hock. (Founders #260)[15:42] Read Jeff Bezos's shareholder letters in book form: Invent and Wander: The Collected Writings of Jeff Bezos or for free online: Amazon Investor Relations(Founders #282)[19:45] If you want to understand the entrepreneur, study the juvenile delinquent. — Let My People Go Surfing: The Education of a Reluctant Businessman by Yvon Chouinard. (Founders #297)[30:47] How important product is based on how much time you spend with it: People are going to be spending two, three hours a day interacting with these machines—longer than they spend in the car.[39:02] Return to the Little Kingdom: Steve Jobs and the Creation of Appleby Michael Moritz. (Founders #76)[40:32] The real big thing is: if you're going to make something, it doesn't take any more energy—and rarely does it take more money—to make it really great. All it takes is a little more time. And a willingness to do so, a willingness to persevere until it's really great.[45:07] Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration by Ed Catmull [45:31] Steve's enthusiasm kept him writing check after check to Pixar, ultimately investing some $60 million.[47:47] It is better to have fewer people even if it means doing less. Let's build our company slowly and carefully.[53:36] I'm not so dominant that I can't listen to creative ideas coming from other people. Successful people listen. Those who don't listen, don't survive long. — Driven From Within by Michael Jordan (Founders #213)[54:40] You never achieve what you want without falling on your face a few times in the process of getting there.[1:00:11] There wasn't a hierarchy of ideas that mapped onto the hierarchy of the organization.[1:03:33] Don't be a career. The enemy of most dreams and intuitions, and one of the most dangerous and stifling concepts ever invented by humans, is the “Career.” A career is a concept for how one is supposed to progress through stages during the training for and practicing of your working life. There are some big problems here. First and foremost is the notion that your work is different and separate from the rest of your life. If you are passionate about your life and your work, this can't be so. They will become more or less one. This is a much better way to live one's life.[1:05:11] Make your avocation your vocation. Make what you love your work.[1:05:58] Think of your life as a rainbow arcing across the horizon of this world. You appear, have a chance to blaze in the sky, then you disappear.[1:09:27] In the Company of Giants: Candid Conversations With the Visionaries of the Digital World by Rama Dev Jager and Rafael Ortiz. (Founders #208)[1:10:52] Much of it is also drive and passion—hard work makes up for a lot.[1:13:28] A risk-taking creative environment on the product side required a fiscally conservative environment on the business side.[1:13:57] You've got to choose what you put your love into really carefully.[1:14:38] A remarkably consistent set of values that Steve held dear: Life is short; don't waste it. Tell the truth. Technology should enhance human creativity. Process matters. Beauty matters. Details matter. The world we know is a human creation—and we can push it forward.[1:19:24] Steve Jobs speaking to Apple employees (Video) [1:29:48] Apple is the world's premier bridge builder between mere mortals and the exploding world of high technology.[1:30:14] Steve's favorite quote: We are what we repeatedly do. Excellence, then, is not an act, but a habit. – Aristotle[1:32:29] The Man Behind the Microchip: Robert Noyce and the Invention of Silicon Valley by Leslie Berlin. (Founders #166)[1:42:27] That's been the most important lesson I've learned in business: that the dynamic range of people dramatically exceeds things you encounter in the rest of our normal lives—and to try to find those really great people who really love what they do. [1:43:00] Jony Ive: The Genius Behind Apple's Greatest Productsby Leander Kahney. (Founders #178)[1:47:27] It's a circus world, and you never know what's around the next corner.[1:53:40] Bourdain: The Definitive Oral Biography by Laurie Woolever. (Founders #219)[2:01:00] All glory is fleeting.----Subscribe to listen to Founders Premium — Subscribers can ask me questions directly and listen to Ask Me Anything (AMA) episodes.----Join my free email newsletter to get my top 10 highlights from every book----I use Readwise to organize and remember everything I read. You can try Readwise for 60 days for free here.  ----“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast

I am excited to share with you a different kind of episode that will hopefully get you all thinking and reflecting on some of the things that might serve us well to think and reflect on. The format is a bit different. I will be reading quotes from a modern day philosopher - he is not a well known individual but I assure you that your lives have been impacted by the industry he revolutionized - he is Dee Hock - founder of Visa [the credit card company] and his book “Autobiography of a Restless Mind” includes nearly 1200 quotes and aphorisms that I was deeply was inspired by.If you follow along with the podcast you know that I love a good quote. I love many, many good quotes!! I have so many favorites for so many reasons and applied to various contexts I believe that you can find the right combination of words to spark the right thought in the right moment for incredible enlightenment and insight. So join us on the adventure through the restless and provocative and insightful mind of a modern day philosophical genius who pondered many thoughts and was profoundly fascinated with the process of how we think. Hopefully it at least gets you thinking about how we can be better thinkers...Right Here! Right Now!

More people have a bank or mobile account than ever before, giving more people in the developing world and beyond a chance build savings, grow businesses and protect their families from the next global shock. But despite big gains in financial inclusion, there's much more work to do. This work is especially urgent as a new swirl of economic, humanitarian and climate shocks could make getting payments to people quickly and efficiently more important than ever. Al Kelly, Jr, Executive Chairman and former CEO of Visa shared what's needed next to bridge gaps and reach true financial inclusion in an interview recorded at the Annual Meeting in Davos in 2023. He also shares the questions all good leaders ask themselves as well as the lessons he learned from an early role at the White House and from Visa's founder and first CEO Dee Hock.

More people have a bank or mobile account than ever before, giving more people in the developing world and beyond a chance build savings, grow businesses and protect their families from the next global shock. But despite big gains in financial inclusion, there's much more work to do. This work is especially urgent as a new swirl of economic, humanitarian and climate shocks could make getting payments to people quickly and efficiently more important than ever. Al Kelly, Jr, Executive Chairman and former CEO of Visa shared what's needed next to bridge gaps and reach true financial inclusion in an interview recorded at the Annual Meeting in Davos in 2023. He also shares the questions all good leaders ask themselves as well as the lessons he learned from an early role at the White House and from Visa's founder and first CEO Dee Hock. Hosted on Acast. See acast.com/privacy for more information.

More people have a bank or mobile account than ever before, giving more people in the developing world and beyond a chance build savings, grow businesses and protect their families from the next global shock. But despite big gains in financial inclusion, there's much more work to do. This work is especially urgent as a new swirl of economic, humanitarian and climate shocks could make getting payments to people quickly and efficiently more important than ever. Al Kelly, Jr, Executive Chairman and former CEO of Visa shared what's needed next to bridge gaps and reach true financial inclusion in an interview recorded at the Annual Meeting in Davos in 2023. He also shares the questions all good leaders ask themselves as well as the lessons he learned from an early role at the White House and from Visa's founder and first CEO Dee Hock. Hosted on Acast. See acast.com/privacy for more information.

I'm very happy to share with you this conversation I had with my two very good friends, Jimmy Soni (✍️) and David Senra (

What I learned from reading Endless Frontier: Vannevar Bush, Engineer of the American Century by G. Pascal Zachary.Support Founders' sponsors: Fable: Make your product accessible to more people. and Tegus is a search engine for business knowledge that's used by founders, investors, and executives. Try it for free by visiting Tegus.and Tiny: The easiest way to sell your business. Quick and straightforward exits for Founders. [7:30] Episode starts. [7:31] Acts of importance were the measure of his life and they are the reason that his life deserves study today.[8:10] Suspicious of big institutions Bush objected to the pernicious effects of an increasingly bureaucratic society and the potential for mass mediocrity.[8:20] He believed the individual was still of paramount importance."The individual to me is everything," he wrote  "I would restrict him just as little as possible."He never lost his faith in the power of one.[8:57] Pieces of the Action by Vannevar Bush (Founders #270)[9:32] Dee Hock — founder of VISA episodes:One from Many: VISA and the Rise of Chaordic Organization by Dee Hock (Founders #260)Autobiography of a Restless Mind: Reflections on the Human Condition Volume 1and Autobiography of a Restless Mind: Reflections on the Human Condition Volume 2 by Dee Hock. (Founders #261)[9:55] Edwin Land episodes:Instant: The Story of Polaroid by Christopher Bonanos. (Founders #264)Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #263)A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein (Founders #134)Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #133)The Instant Image: Edwin Land and the Polaroid Experienceby Mark Olshaker (Founders #132)Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid(Founders #40)[10:00] Vannevar Bush and Edwin Land both had a profound belief in the individual capacity for greatness.[12:15] Bush came from an American line of can do engineers and tinkerers, a line beginning with Franklin, and including Eli Whitney, Alexander, Graham Bell, Thomas Edison, and the Wright BrothersThe Autobiography of Benjamin Franklin by Benjamin Franklin. (Founders #62)Benjamin Franklin: An American Life by Walter Isaacson. (Founders #115)Franklin & Washington: The Founding Partnership by Edward Larson. (Founders #251)Reluctant Genius: The Passionate Life and Inventive Mind of Alexander Graham Bellby Charlotte Gray. (Founders #138)Edison: A Biography by Matthew Josephson. (Founders #268)The Wright Brothers by David McCullough. (Founders #239)[13:35] The Essential Writings of Vannevar Bush by Vannevar Bush and G. Pascal Zachary[16:30] My whole philosophy is very simple. If I have any doubt as to whether I am supposed to do a job or not, I do it, and if someone socks me, I lay off.[18:00] The Richest Woman in America: Hetty Green in the Gilded Age by Janet Wallach (Founders #103)[19:00] What Bush learned from reading old whaling logs I'm learning 120 years later reading biographies of founders.[19:45] Books by Sebastian Mallaby:The Power Law: Venture Capital and the Making of the New Future and More Money Than God: Hedge Funds and the Making of a New Elite[21:20] He admired men of action, despised rules, and felt that merit meant everything.[22:32] If something is going to take two years he wants to figure out how to do it in six months or a year. This kind of the mentality he applied to everything.[24:45] Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli (Founders #265)[25:45] I lose my shit when thinking about how all these ideas connnect.[30:45] He remained susceptible to bouts of nervous tension throughout his prime years.[31:50] Advice he gave his sons: Justify the space you occupy.[32:30] Do not emulate the ostrich: For better or worse we are destined to live in a world devoted to modern science and engineering. If the road we are on is slippery, we cannot avoid a catastrophe by putting on the brakes, closing our eyes or taking our hands off the wheel. What is the sane attitude of a scientist or layman? Absence of wishful thinking. No emulation of the ostrich.[35:00] He insisted that discipline must be self applied or will be externally imposed.[33:36] He found romance in adversity and solace in hard work.[36:00] Vannevar Bush on Leonardo da Vinci and Ben Franklin[42:33]  It is being realized with a thud that the world is going to be ruled by those who know how, in the fullest sense, to apply science.[44:45] We want an inventive company rather than an orderly company.[45:38] Tolerate genius. There are very few men of genius. But we need all we can find. Almost without exception they are disagreeable. Don't destroy them. They lay golden eggs.  —Confessions of an Advertising Man by David Ogilvy. (Founders #89)[48:34] David Ogilvy episodes:The Unpublished David Ogilvy by David Ogilvy. (Founders #189)The King of Madison Avenue: David Ogilvy and the Making of Modern Advertisingby Kenneth Roman. (Founders #169)Confessions of an Advertising Man by David Ogilvy. (Founders #89)Ogilvy on Advertising by David Ogilvy. (Founders #82)[49:00] Bush's personal motto: Don't let the bastards get you down.[51:50] The General and the Genius: Groves and Oppenheimer—The Unlikely Partnership that Built the Atom Bomb by James Kunetka. (Founders #215)[55:15] The more resourceful entrepreneurs are the ones that are going to win.[1:01:03] Enzo Ferrari story brought to you by Tegus. [1:07:04] Warren Buffett masterclass on how to differentiate your product brought to you by Tiny. —Get 60 days free of Readwise. It is the best app I pay for. I couldn't make Founders without it.—My notes on 300 podcasts and lectures on entrepreneurship—“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast

What I learned from rereading Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg.[0:01] Why is Polaroid a nutty place? To start with, it's run by a man who has more brains than anyone has a right to. He doesn't believe anything until he's discovered it and proved it for himself. Because of that, he never looks at things the way you and I do. He has no small talk. He has no preconceived notions. He starts from the beginning with everything. That's why we have a camera that takes pictures and develops them right away.[1:33] More books on Edwin Land: Insisting on The Impossible: The Life of Edwin Land by Victor McElheny The Instant Image: Edwin Land and the Polaroid Experienceby Mark Olshaker A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein Instant: The Story of Polaroid by Chris Bonanos [2:18] “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that's what I wanted to do.” —  Steve Jobs: The Exclusive Biography by Walter Isaacson (Founders #214)[5:17] This guy started one of the great technology monopolies and ran it for 50 years.[7:35] He lived his life more intensely than the rest of us.[8:53] His interest in our reactions was minimal — polite, sometimes kind, but limited by the great drain of energy necessary to sustain his own part.[9:30] He never argued his ideas. If people didn't believe in them, he ignored those people. —A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman  (Founders #95) Loomis was not someone you could argue with. He would listen patiently to an opposing opinion. But his consideration was nothing more than that-an act of politeness on his part.” — Tuxedo Park: A Wall Street Tycoon and The Secret Palace of Science That Changed The Course of World War II by Jennet Conant (Founders #143)[11:40] Right before he introduces the most important product he ever makes — he is in a fight for his life. There's a good chance that Polaroid is going to be bankrupt.[14:29] The parallel to Steve Jobs is striking. Edwin Land —like jobs — had to turn around the company he founded before they ran out of money![15:02] At 37 he had achieved everything to which he aspired except success.[15:32] Against The Odds: An Autobiography by James Dyson (Founders #200)[22:48] The heroes of your heroes become your heroes.[23:39] Bill Gates would later tell a friend he went to Harvard to learn from people smarter than he was —and left disappointed. —Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)[27:22] The young hurl themselves into vast problems that have troubled the world's best thinkers, believing that they can find a solution. It is well that they should for, from time to time, one of them does. — Autobiography of a Restless Mind: Reflections on the Human Condition Volume 2 by Dee Hock. (Founders #261)[29:30] He concentrated ferociously on his quest.[29:43] We live in the age of infinite distraction.[30:03] My whole life has been spent trying to teach people that intense concentration for hour after hour can bring out in people resources they didn't know they had.[30:29] Among all the components and Land's intellectual arsenal, the chief one seems to be simple concentration. — The Instant Image: Edwin Land and The Polaroid Experience by Mark Olshaker. (Founders #132)[41:50] A Landian question took nothing for granted, accepted no common knowledge, tested the cliche, and treated conventional wisdom as an oxymoron.[42:44] A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein  (Founders #134)[48:33] They had no alternative but to succeed with the camera. Everyone left at Polaroid knew that at the present rate of decline the business, the company, and their jobs would not survive 1947.[55:45] Smith estimated that throughout the eighties he spent at least four hours a day reading. He found he relied quite heavily on his own vision, backed by assimilating information from many different disciplines all at once. “The common trait of people who supposedly have vision is that they spend a lot of time reading and gathering information, and then synthesize it until they come up with an idea." — Overnight Success: Federal Express and Frederick Smith, Its Renegade Creator by Vance Trimble (Founders #151)[59:05] If you're not good, Jeff will chew you up and spit you out. And if you're good, he will jump on your back and ride you into the ground. — The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone. (Founders #179) [1:02:24] They were among the first of the park's attractions to be finished, but the pressure of time was already weighing on everyone. One day John Hench stopped by to check the progress on the coaches and had an idea, which he brought to his boss. "Why don't we just leave the leather straps off, Walt? The people are never going to appreciate all the close-up detail."Walt Disney treated Hench to a tart little lecture: "You're being a poor communicator. People are okay, don't you ever forget that. They will respond to it. They will appreciate it."Hench didn't argue. "We put the best darn leather straps on that stagecoach you've ever seen."— Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #158)[1:05:53] There is no such thing as group originality or group creativity or group perspicacity. I do believe wholeheartedly in the individual capacity for greatness. Profundity and originality are attributes of single, if not singular, minds.[1:10:32] There's nothing more refreshing than thinking for a few minutes with your eyes closed.[1:11:00] The present is the past biting into the future.----“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast

What I learned from rereading Autobiography of a Restless Mind: Reflections on the Human Condition Volume 1 and Autobiography of a Restless Mind: Reflections on the Human Condition Volume 2 by Dee Hock.[4:39] Quotes: Abraham Lincoln | Pythagoras | Mark Twain | Socrates | Napoleon | Leonardo da Vinci[6:15] One should not read like a dog obeying its master, but like an eagle hunting its prey.[6:48] Humility and generosity have no enemies.[7:12] Powerful writing should take one side and stick to it tenaciously, ignoring the other even though it may have merit. Objective writing is impotent.[8:02] The essential reward of anything well done is to have done it.[8:07] What becomes known is worthless until it is shared.[9:25] No dream is so great as the person you might become by remaining true to it.[11:04] The wise make great use of adversity. The foolish whine about it.[12:02] Impatience is a perpetual barrier between desire and realization.[12:46] There are two ways to look at opposition: I want to do it and they will not let me or they want to prevent me and I won't let them.[13:54] When we fully attend to management of self, excellent management of all else is unavoidable.[14:43] A meaningful life cannot be made from denial. It must be made from affirmation.[15:16] We are each the author of our own life. Whatever we write, masterpiece or trash, it will be published and widely read throughout our life and for decades thereafter.[16:21] The wise do not feel demeaned by asking for advice or diminished by following it.[16:37] A wise man goes forth to meet difficulty on rather than agonizing at its approach.[21:27] Superb design and sluggish effort can never compete with modest design and diligent effort.[21:45] It is both foolish and weak to defer confronting what cannot be avoided.[22:04] I have done many great things perfectly—the ones I imagined but never attempted.[22:09] Delaying what we must do eventually does nothing but lengthen the time and distance we must carry the burden.[22:30] The most interesting people are always the most interested people.[22:54] Complaining about life is like hurling sand against the wind.[23:31] Beginning of Volume 2[27:29] Certainty is not a property of the universe. It is a construct of the mind.[28:09] Any idiot can impose and exercise control. It takes genius to ensure freedom and release creativity.[29:18] Two centuries ago it took a year to send a message around the globe. Now it takes a fraction of a second. We have no idea what this means or what the consequences may be.[30:04] “Use your head, but follow your heart.” is my advice to all my grandchildren. Come to think of it. It's not bad advice for adults as well.[30:54] Man is at war with his own nature.[31:12] There is nothing at all wrong with discipline providing it is self-induced rather than imposed.[31:26] Books are seductive things. All are worth a look and a touch, some a kiss, others an affair, the best marriage and lifelong devotion.[32:41] Genius merely articulates what your heart already knows.[32:45] The young hurl themselves into vast problems that have troubled the world's best thinkers, believing that they can find a solution. It is well that they should for, from time to time, one of them does.[33:20] Great accomplishment often consists of doing little things well.[33:35] The superior man is concerned when his deeds are not better than his words.[34:16] Books are not dead things. They preserve some thing of the intellect and spirit that writes, and are instrumental in forming the intellect and spirit that reads.[34:42] Ignorant commentaries corrupt brilliant thoughts. That may well prove to be the curse of the internet.[35:44] Conduct is a silent sermon powerfully preached without cessation.[36:02] Every organization has one or two heroes who gives it birth, direction, and purpose.[36:20] Minnows of thought dart about in shallow minds with great agitation. Great whales of thought majestically move through oceanic minds without commotion.[38:00] The new and novel should be viewed with suspicion. For it is improbable that one generation can be wiser than all ancestors combined.—“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ”— GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast

What I learned from rereading One from Many: VISA and the Rise of Chaordic Organization by Dee Hock. Listen to every full episode for $10 a month or $99 a year. The key ideas you'll learn pays for the subscription cost thousands of times over.WHAT OTHER PEOPLE ARE SAYING:“Founders is the only podcast I pay for and it's worth 100x the cost.”“I've now listened to every episode. From this knowledge I've doubled my business to $500k a year. Love your passion and recommend your podcast to everyone.”“Without a doubt, the highest value-to-cost ratio I've taken advantage of in the last year is the Founders podcast premium feed. Tap into eons of knowledge and experiences, condensed into digestible portions. Highly, highly recommend. “Uniquely outstanding. No fluff and all substance. David does an outstanding job summarizing these biographies and hones in on the elements that make his subjects so unique among entrepreneurs. I particularly enjoy that he focuses on both the founder's positive and negative characteristics as a way of highlighting things to mimic and avoid.”“I just paid for my first premium podcast subscription for Founders podcast. Learning from those who came before us is one of the highest value ways to invest time. David does his homework and exponentially improves my efficiency by focusing on the most valuable lessons.”“I haven't found a better return on my time and money than your podcast for inspiration and time-tested wisdom to help me on my journey."I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers.”"I can't get enough of your podcast. You add a new layer to the books I've already read and make connections to ones I haven't, but now must read."“I have listened to many podcasts on entrepreneurship (HIBT, Masters of Scale, etc.) and find Founders to be consistently more helpful than any other entrepreneurship podcast. David is a craftsperson, he carefully reads biographies of founders, distills the most important anecdotes and themes from their life, and draws commonalities across lives. David's focus is rightfully not on teaching you a formula to succeed but on constantly pushing you to think different.”“I highly highly recommend this podcast. Holy cow. I've been binge listening to these and you start to see patterns across all these incredible humans.”Listening to your podcast has changed my life and that is not a statement I make often.“After one episode I quickly joined the Misfit feed. Love the insight and thoughts shared along the way. David loves what he does and it shines through on the podcast. Definitely my go-to podcast now.”“It is worth every penny. I cannot put into words how fantastic this podcast is. Just stop reading this and get the full access.”“Personally it's one of my top 3 favorite podcasts. If you're into business and startups and technology, this is for you. David covers good books and I've come to really appreciate his perspective. Can't say enough good things.”“I quickly subscribed and it's honestly been the best money I've spent all year. It has inspired me to read biographies. Highly recommend.”“This is the most inspirational and best business podcast out there. David has inspired me to focus on biographies rather than general business books. I'm addicted.”“Anyone interested in business must find the time to listen to each any every Founders podcast. A high return on investment will be a virtual certainty. Subscribe and start listening as soon as possible.”“David saves you hundreds of hours by summarizing bios of legendary business founders and providing valuable insight on what makes an individual successful. He has introduced me to many founders I would have never known existed.”“The podcasts offer spectacular lessons on life, human nature and business achievement. David's enthusiasm and personal thoughts bring me joy. My journey has been enhanced by his efforts.”"Founders is the best self investment that I've made in years."UPGRADE to listen to the rest of this episode and gain access to 268 full length episodes.You will learn the key insights from biographies on Steve Jobs, Elon Musk, John D. Rockefeller, Coco Chanel, Andrew Carnegie, Enzo Ferrari, Estee Lauder, Jeff Bezos, Warren Buffett, Charlie Munger, Phil Knight, Joseph Pulitzer, Arnold Schwarzenegger, Alexander Graham Bell, Bill Gates, P.T. Barnum, Edwin Land, Henry Ford, Walter Chrysler, Thomas Edison, David Ogilvy, Ben Franklin, Howard Hughes, George Lucas, Levi Strauss, Walt Disney and so many more. You will learn from the founders of Nike, Patagonia, Apple, Microsoft, Hershey, General Motors, Ford, Standard Oil, Polaroid, Home Depot, MGM, Intel, Federal Express, Wal Mart, JP Morgan, Chrysler, Cadillac, Oracle, Hyundai, Seagram, Berkshire Hathaway, Teledyne, Adidas, Les Schwab, Renaissance Technologies, IKEA, Sony, Ferrari, and so many more. UPGRADE to listen to the rest of this episode and gain access to 268 full length episodes. 

52 years ago, our guest foresaw and implemented the foundations for the world's first trillion dollar organization. Back then, Visa was little more than a set of unorthodox convictions about organization slowly growing in the mind of a young corporate rebel. Today, according to the Visa 2019 annual report, payments and cash volume for the year was a staggering $11.6 trillion dollars, transactions processed on Visa's networks totalled $138.3 trillion dollars and the year saw some 3.4 billion Visa cards in operation. Our guest is the man who imagined this reality, who had a once-deemed-impossible vision 52 years ago, a vision which has become a concrete reality today. He is a man who has a different view on what the next 50 years can deliver, but that vision will require a radical shift in mindset for every single one of us. His book, "One from Many" is much more than the story of the scarcely believable events that brought Visa into being and led to its extraordinary success. It is also the story of an introverted, small-town child, passionate to read, dream, and wander the woods, the youngest of six, born to parents with but an eighth-grade education. It is a story of crushing confinement and interminable boredom in school and church, along with sharp, rising awareness of the chasm between how institutions profess to function and how they actually do; what they claim to do for people and what they actually do to them. It is about three compelling questions arising from that awareness that came to dominate his life: Why are institutions, everywhere, whether political, commercial, or social, increasingly unable to manage their affairs? Why are individuals, everywhere, increasingly in conflict with and alienated from the institutions of which they are part? Why are society and the biosphere increasingly in disarray? This is the story of a lifelong search for the answer to those questions, which had everything to do with the formation of Visa. It is a story of harbouring four beasts that inevitably devour their keeper; ego, envy, avarice, and ambition; and of a great bargain, trading ego for humility, envy for equanimity, avarice for time, and ambition for liberty. It is a story of events impossible to foresee, that sent (a man of 92) him at 55 on (a journey) an odyssey more improbable than Visa, and infinitely more important. At 91, he is still in the midst of that odyssey Beyond all else, it is a story of the future; of something trying to happen; of a four-hundred year old age rattling in its deathbed as another struggles to be born. It is not just the story of today's guest, although he is central to it. It is not just your story, or my story, (although you} although we are both in it. It is a story of everyone - - - a story of us all. It is such an immense honour to welcome the founder and CEO Emeritus of Visa and author of the pioneering work "The Birth of the Chaordic Age" and its updated version "One from Many: VISA and the Rise of Chaordic Organization", Dee Hock

Welcome to the ninth episode of The Better Podcast! We're your co-hosts CHIN Hui Leong and CHONG Ser Jing. In The Better Podcast, we want you to get better at this game called life, together with us. This podcast is designed to share what we've learnt about life, business, investing, and so much more.If you prefer videos of our conversations, we have a Youtube channel too, which you can find here!For our ninth episode, we discussed a whole bunch of things, including:The history of Visa (and the creation of its network effect), from its earliest days as a card scheme created by Bank of America, to how it became adopted by banks all across the USAThe brilliance of Dee Hock, one of Visa's early leaders, in setting the stage for the company's future growth by (1) running Visa in a decentralised manner, and (2) creating important constraints for banks who were using the card scheme, that ended up being de-constraining (throwback to Episode 8!)The importance of Bank of America spinning out Visa as an independent entity, and how Amazon could potentially make its cloud-computing arm, AWS (Amazon Web Services), an even more valuable entity by allowing it become a stand-alone companyHow innovation in organisations could better flourish if individuals were given greater autonomy and freedom to explore in a decentralised wayThe idea that as markets become larger, individual units within the market can become sizeable businesses - for example, an early Ford Motors factory had to bring in rubber, coal, metals, etc; in contrast, a modern automobile factory would have specialised suppliersWhy Michelin, a tire manufacturer, ended up recommending restaurantsA funny anecdote on how traditional financial institutions in Indonesia still cannot handle digitalisation todayNothing on this show should be taken as investment advice. It is purely for informational and entertainment purposes only. All opinions expressed in this show by us and our guests are solely our own opinions. We and our guests may hold positions in the financial assets discussed in the show. These holdings are subject to change at any time.We value your feedback, so let us know your thoughts! Contact us at thebetterpodcaster@gmail.comShow NotesArticle on Visa's history by Fast Company: LinkPodcast featuring Kenneth Stanley that describes how companies should handle innovation for better results: LinkPodcast featuring Martin Casado that features the idea of how markets become granularized over time as they become larger: Link This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit thebetterpodcast.substack.com

Sasha Dimitrevic & Tucker Walsh are part of the organising crew for Nuanu: a new intentional village in Bali which could eventually grow to 2000 people. They interviewed me seeking advice for their community constitution. Themes - multi-level addressable nested identities - epistemic conflict between oral & literate culture - using tempo to find the sweet spot between chaos and order - enrolling community members into polarity management - subsidiarity - training community members in conflict resolution, communication skills, etc - dual org charts for working & relating - designing to prevent people falling thru the cracks: loneliness, invisibility, disengagement - synchronising across the digital vs physical divide - encouraging active citizenship - what to do with low engagement - power dynamics, accountability for people in leadership roles - leadership succession References: - The Hum online course for getting into all these topics in more depth: https://www.thehum.org/guided-program - Dee Hock, Chaordic Organisations: https://thesystemsthinker.com/the-nature-and-creation-of-chaordic-organizations/ - Scaling Agile at Spotify: https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf - How we design retreats for Enspiral: https://medium.com/microsolidarity/congregation-how-to-ffe35c65d70 - Loomio (text-based group decision making) http://loomio.org - Ted Rau podcast: https://anchor.fm/roz-savage/episodes/Ted-Rau---Sociocracy-for-All-e1a718s and book: https://www.sociocracyforall.org/many-voices-one-song/ - Jakob Nielsen 90-9-1 ruel for participation inequality: https://www.nngroup.com/articles/participation-inequality/ Thanks Joe Lightfoot for the intro! www.joelightfoot.org

This episode, Dr. Natalie Nixon and I dig into not just what it means to be creative, but also how leaders can create space for creativity and inspire it in their teams by letting in a little chaos. Dr. Nixon is the author of The Creativity Leap, a creativity strategist, and a highly sought-after keynote speaker. In this conversation, we dive into the ideas behind her book, what makes someone "a creative" (hint: it involves being deeply human), and how important humanity and creativity are to the future of work - Natalie and I agree that we should let our AI overlords do what they do best…and we humans should focus on what we do best - be creative and empathetic! Natalie and I have three unexpected things in common: Ballroom dancing, an enthusiasm for Chaordic Thinking, and a deep sense that these two things are deeply intertwined! Dancing looks to regularly resolve the dynamic tension between chaos and order, and find a state of flow between the two. Chaordic Systems Thinking, if you're new to it, was first coined by Dee Hock, the founder and former CEO of VISA. He felt an ideal organization would balance order and control with disorder and openness, moving between them as it grew. Chaordic is just a made-up word combining chaos and order. I made a basic diagram of Chaordic systems Thinking for my book, Good Talk. Total Order (O, on the right) is oppressive and stultifying. It also doesn't deal well with surprise or adapt to unpredictability. Total chaos (C, on the left) can mean a total collapse of a given system - as Natalie says, without any boundaries, what is it even!?!  A chaordic system moves between the poles of chaos and order, spiraling outward, growing and expanding as it does. A conversation can be chaordic, too, by the way. For example, in a workshop, I sometimes feel the noise of collaboration and conversation rise, and I wonder, “Is this the moment to rein things in and move the conversation forward?” After all, sometimes that golden “aha” moment is just around the corner, just past my capacity to enjoy the chaos. In the chaos and randomness, new patterns are sometimes found. Like in jazz, those new patterns are then played with, firmed up, made more orderly…until they get too controlled, boring or repetitive. Then the chaordic cycle swings back towards chaos.  This is why, as Natalie points out, good leaders are also good followers: they are open to changing environments, and take the best of what's emerging, reading their team and adapting to new situations. Natalie and I also unpack the misunderstandings many folks, leaders included, have around the idea of being creative - one of most damaging being that the word doesn't (or can't) apply to them. Natalie's ideas on creativity and flow are critical for the future of work, and something that every leader, whether you lead a team of artists or a team of accountants, needs to hear. Enjoy the conversation! Head over to theconversationfactory.com/listen for full episode transcripts, links, show notes  and more key quotes and ideas. You can also head over there and become a monthly supporter of the show for as little as $8 a month. You'll get complimentary access to exclusive workshops and resources that I only share with this circle of facilitators and leaders. Links figure8thinking.com The Creativity Leap by Natalie Nixon Your "invisible work" is key to your most productive self by Natalie Nixon The Extended Mind by Annie Murphy Paul There is Confusion by Jessie Redmon Fauset How to Get Filthy Rich in Rising Asia by Mohsin Hamid Bright Lights, Big City by Jay McInerney Sand Talk by Tyson Yunkaporta Sand Talk: How Indigenous Thinking Can Save the World, interview with Tyson Yunkaporta

Will Barnes and Will Oliver are two fantastic individuals I met through Latticework and got to know by bonding over our fandom of Charlie Munger. They are the co-founders of In Practise, a company that conducts interviews with executives and sells them to investors looking at the companies and building conviction in their portfolio. They conduct one-to-one interviews in pursuit of finding the best investment opportunities for their clients. During our conversation, we talk about how they came to start their business, how it is structured to authentically align with themselves, and tactics they employ in conducting interviews. To kick off the conversation, I ask about who their heroes are and both Wills talk about their fathers as well as Munger and Buffet, and then we transition into how they met and came to start In Practise. They both worked for Third Bridge, an expert network that connects mainly investment companies with operators in private one-to-one phone calls, and they came together to build the content side of the business. They fell in love with the work, and seeing a niche in the market for a more affordable solution for smaller hedge fund managers, they spun out from Third Bridge and formed In Practise. We discuss how they are building a system to understand what quality means in a business and how they build conviction for investors. We talk a bit about Dee Hock, the founder and CEO of Visa, and how he has inspired and influenced In Practise. Their core offering is a library of interviews; they first aim to get their client up to speed quickly on the workings of the company they are interested in and then to delve into what really matters, and the next part is the analysis phase in which they offer investor dialogs about the company. Moreover, they are aiming to build a community for learning founded on trust. We explore how they approach the interviews of executives and the balance between noticing patterns but also allowing the interview to go where it flows. They must understand the business and what the customers care about but also have to be willing to really listen. Will Barnes emphasizes the importance of the line of questioning rather than just the questions and says the epiphanies often come when the original hypothesis was wrong. They walk me through a couple of company examples, Naked Wine and Burford, and what really matters in them. To wrap up, I ask about the companies they can list that they believe to be in the hundred highest quality public businesses in the world today and about their project of In Practise 40 years out.   Links:    In Practise   In Practise on Twitter   Eric's Newsletter   Third Bridge Iain McGilchrist   Books by Dee Hock   Naked Wines   Burford Capital   Topics:   (1:51) - Who are your heroes?   (8:43) - The Will's experiences at Thirdbridge - and the desire to spin out   (14:48) - How did you define your niche in the industry?   (21:13) - Solving the problem of understanding quality in business and selling the service of conviction   (26:14) - Unpacking “The Highest Quality Public Businesses”   (31:14) - Thoughts on Dee Hock, Visa, and Natural systems   (36:22) - Authenticity in business & the pursuit of truth   (43:05) - The macro components of In Practise   (46:46) - The pie chart of conviction, building community and trust   (52:00) - How do you approach conversations with executives?   (1:04:48) - Practical examples: Naked Wines   (1:12:34) - Practical examples: Burford Capital   (1:19:49) - How many companies can you list that you believe are on the 100 highest quality public businesses in the world today?   (1:25:28) - Where do you want this business to be in 40 years?   (1:30:28) - What are the principles guiding your practice?   (1:36:08) - Closing thoughts Additional Episodes If You Enjoyed: Phil Huber: Crazy Alternative Assets, Crypto for Financial Advisors & the Book Writing Process   Jason Hitchcock: Your Guide to Web3 (DeFi, NFTs, and The Metaverse)   Shane Mac: Building Messaging Protocol for Web3 (XMTP), Company Culture, and Scaling Trust     If you want to support the podcast, here are a few ways you can:  >> Buy a copy of the Navalmanak: www.navalmanack.com/  >> Share the podcast with your friends and on social media  >> Give the podcast a positive review to help us reach new listeners  >> Make a weekly, monthly, or one-time donation: https://app.omella.com/o/9Bufa  >> Follow me on Twitter: @ericjorgenson >> Learn more and sign up for the “Building a Mountain of Levers” course and community: https://www.ejorgenson.com/leverage  I appreciate your support!     Important quotes from Naval on building wealth and the difference between wealth and money:   How to get rich without getting lucky. - Naval Ravikant   Making money is not a thing you do—it's a skill you learn. - Naval Ravikant   I came up with the principles in my tweetstorm (below) for myself when I was really young, around thirteen or fourteen. I've been carrying them in my head for thirty years, and I've been living them. Over time (sadly or fortunately), the thing I got really good at was looking at businesses and figuring out the point of maximum leverage to actually create wealth and capture some of that created wealth. - Naval Ravikant   Seek wealth, not money or status. - Naval Ravikant   Wealth is having assets that earn while you sleep. - Naval Ravikant   Money is how we transfer time and wealth. - Naval Ravikant   Ignore people playing status games. They gain status by attacking people playing wealth creation games.    You're not going to get rich renting out your time. You must own equity—a piece of a business—to gain your financial freedom.  - Naval Ravikant   The most important skill for getting rich is becoming a perpetual learner. You have to know how to learn anything you want to learn. The old model of making money is going to school for four years, getting your degree, and working as a professional for thirty years. But things change fast now. Now, you have to come up to speed on a new profession within nine months, and it's obsolete four years later. But within those three productive years, you can get very wealthy. - Naval Ravikant     Important quotes from the podcast by Naval on Leverage:   “Give me a lever long enough and a place to stand, and I will move the earth.”  —Archimedes    To get rich, you need leverage. Leverage comes in labor, comes in capital, or it can come through code or media. But most of these, like labor and capital, people have to give to you. For labor, somebody has to follow you. For capital, somebody has to give you money, assets to manage, or machines. - Naval Ravikant   Fortunes require leverage. Business leverage comes from capital, people, and products with no marginal cost of replication (code and media). - Naval Ravikant   Capital and labor are permissioned leverage. Everyone is chasing capital, but someone has to give it to you. Everyone is trying to lead, but someone has to follow you. - Naval Ravikant   Code and media are permissionless leverage. They're the leverage behind the newly rich. You can create software and media that works for you while you sleep. - Naval Ravikant   If you can't code, write books and blogs, record videos and podcasts. - Naval Ravikant   Leverage is a force multiplier for your judgment. - Naval Ravikant   Apply specific knowledge, with leverage, and eventually you will get what you deserve. - Naval Ravikant   “We live in an age of infinite leverage, and the economic rewards for genuine intellectual curiosity have never been higher. Following your genuine intellectual curiosity is a better foundation for a career than following whatever is making money right now.” - Naval Ravikant   Important Quotes from the podcast on Business and Entrepreneurship   There is no skill called “business.” Avoid business magazines and business classes. - Naval Ravikant   You have to work up to the point where you can own equity in a business. You could own equity as a small shareholder where you bought stock. You could also own it as an owner where you started the company. Ownership is really important.     Everybody who really makes money at some point owns a piece of a product, a business, or some IP. That can be through stock options if you work at a tech company. That's a fine way to start.    But usually, the real wealth is created by starting your own companies or even by investing. In an investment firm, they're buying equity. These are the routes to wealth. It doesn't come through the hours. - Naval Ravikant

Aidan is the host and founder of the Innovation Show, broadcast globally and on national radio stations in Ireland and Finland. He is author of the bestselling book "Undisruptable: A Mindset of Permanent Reinvention for Individuals, Organisations and Life" which includes a Foreword by Visa founder Dee Hock. “Aidan's presentation is visual, story rich and full of interesting analogies to bring concepts to life.”Aidan is a Change Consultant, Board Director and Executive Coach. He works with organisational teams to improve how they engage and innovate. He is a champion for change and has reinvented in his own career after rugby. Aidan worked in transformation for digital, innovation and now culture and leadership.Aidan played rugby over 100 times for Europe's most successful teams: Leinster and Toulouse and represented Ireland.He developed the digital eco-system for Communicorp Media Group, served as Head of Innovation for Ireland's National broadcaster and worked as an innovation consultant for Global company Katawave.Today he sits on the board of National Broadband Ireland, rolling out connectivity to the remotest parts of Ireland.He developed and delivers a module on Emerging Technology Trends in Trinity College Business School, ranked 1st in Ireland and in the top 100 globally.For more from Aidan go to:https://aidanmccullen.com For more from me follow these links: If you are curious about who you are, your brain and the influences in your life then please dip into my more recent book Mirror Thinking – How Role Models Make Us Human. https://bit.ly/MirrThinkMy book Defining You - How to Build Your Unique Personal Profile and Unlock Your True Potential can be found at via these links and in all good book stores globally:https://bit.ly/DefiningYou2ndEdhttps://amzn.to/2lFMwOrConnect with me at:Instagram:www.instagram.com/fiona_murdenTwitter:https://twitter.com/fionamurdenFacebook:https://facebook.com/fionamurden  

About Episode - Every week there seems to be mention of a new Trust Framework. People are now trying to monetize them. But to understand trust frameworks, let's first understand what constitutes trust. We must define concepts such as levels of assurances and what defines technical vs human trust? Once this is better understood, the conversation about where a particular organization fits into a digital identity ecosystem is simpler. And note, in user-centric digital identity (or SSI), organizations no longer need to be at the centre of the universe. During this conversation, we discuss: Levels of Assurance (LOA): an introduction to LOAs as they relate to Digital Identity and why they're an important part of the recipe in achieving digital trust. Tim and Darrell give us some practical examples of LOAs. The Concept of Trust: how do we define trust at a high-level and how do we differentiate between technical and human trust? How can we build trust with credential issuers but also with credential holders? The World of Trust Frameworks: what are trust frameworks and what are different types of frameworks being deployed in both the public and private sectors? How are organizations trying to monetize trust frameworks? What's going right, and what's going wrong with the way trust frameworks are being implemented? The Importance of Open Source for Trust Creation: why is open source important for achieving digital sovereignty? Is open source the only way to improve transparency, flexibility and accountability? Mentions during episode: Dee Hock: his book & his Twitter account Link to episode with John Ainsworth, where we talk about Dee and payment processors such as Visa UK's guidance on open source About Guests Tim Bouma is Senior Policy Analyst for Identity Management at Treasury Board Secretariat of the Government of Canada. My mandate is to develop a government-wide identity management strategy that spans across the service delivery and security communities. You can find Tim here on Twitter here: https://twitter.com/trbouma; and on LinkedIn here: https://www.linkedin.com/in/trbouma/ -- Darrell O'Donnell is a technology company founder, executive, investor, and advisor. He's on a mission to help organizations build and deploy real-world decentralized (#SSI) solutions. He advises numerous startups, senior government leaders, and investors. You can find Darrell here on Twitter here: https://twitter.com/darrello; and on LinkedIn here: https://www.linkedin.com/in/darrellodonnell/ -- Follow Mathieu Glaude Twitter: https://twitter.com/mathieu_glaude LinkedIn: https://www.linkedin.com/in/mathieuglaude/

When Tipper Pressley opens a jar of home canned tomatoes and she sees that beautiful red color she says, "It's almost like I can feel the sunshine and remember myself starting the seed, planting it in the garden, then nurturing it and harvesting it with the sun on my arms, processing it...and then there you are eating it on a cold winter day." Maybe the way to a creative life is as simple as loving that certain color of tomato red, being close enough to the land to notice small signs of the changing of the seasons, working with your hands or passing creative ways of seeing things on to our children. As a long time blogger and now creator of content for her Celebrating Appalachia YouTube channel, Tipper is always looking for small things that need to be celebrated and reminds us that just as so many of the old ways fit into our modern lives we should also always be looking for a tiny bit of creativity to brighten our day. Learn more about Tipper's projects here: -Read her blog: http://www.blindpigandtheacorn.com -Watch on YouTube: http://www.youtube.com/user/BlindPigAndTheAcorn and https://www.youtube.com/channel/UCP87Uu3q9IDUpEl1xr8-VQA -Follow in instagram: http://instagram.com/blindpigandacorn -Like on Facebook: https://www.facebook.com/BlindPigAndTheAcorn Signup for our email list: www.bit.ly/FainHouse Shop: www.etsy.com/shop/FainHouse Instagram: www.instagram.com/fainhouse/ Donate to support this podcast: https://paypal.me/anniefain?locale.x=en_US Your Quote for the day: “Make an empty space in any corner of your mind, and creativity will instantly fill it.” ~ Dee Hock

How did Dee Hock of Visa transform the way we pay for things? How did Jimmy Wales, founder of Wikipedia, create the biggest knowledge transfer engine the world has ever seen? And how did Barack Obama and his grassroots team revolutionise political campaigning? They did it by doing what most leaders dread – they gave away power. On July 19 Matthew Barzun, former US Ambassador to the United Kingdom, came to Intelligence Squared to share the leadership insights he has gained over the course of his successful and varied career.For the discount on the book click here: https://www.primrosehillbooks.com/product/the-power-of-giving-away-power-how-the-best-leaders-learn-to-let-go-matthew-barzun-intel/ Support this show http://supporter.acast.com/intelligencesquared. See acast.com/privacy for privacy and opt-out information.

Buckle up for another short episode where we set the stage on something that is wildly important, and will become INCREASINGLY important, for our leaders and future leaders. Let's talk about DEVELOPMENT. More specifically, development of self. If this sounds a bit "woo-woo" in concept, let's just say... keep listening and go with us on this. As leaders of companies and business (and our own lives), we are leading OTHER HUMANS. The term "leadership" really means that, in general, you are being followed by people who look to you to help manage them. Managing others is not easy in itself, so where we really need to begin is figuring out how to manage OURSELVES. We now have scientific evidence to demonstrate that when we feel better in our own lives, we are more impactful leaders. People follow PEOPLE... and this is a never-ending journey as leaders. Leadership stretches far beyond metrics and strategies. Leadership is about helping manage human lives and beliefs. And this business journey, this LEADERSHIP journey.... begins AND ends, with YOU. If nothing else, take it from Dee Hock who says here: "If you look to lead, invest at least 40% of your time managing yourself"--Dee Hock; Chief Executive & Founder of VISA Let's change the world, by changing ourselves. Resources: Have we connected yet? If not, we need to! Jump on over to: www.valerielynnconsulting.com and let's get in touch! I love hearing from YOU so please also come hang out on LinkedIN: https://www.linkedin.com/in/valerie-lynn-5aa73b1b/ or on Instagram at: www.instagram.com/valerielynnconsulting Topic or Guest Speaker suggestions? Send me an idea or let me know if you'd like to be a guest on the show by emailing me: valerielynnconsulting@gmail.com. Quote from: Dee Hock; Chief Executive and Founder of VISA; Music by: Nimbus --- Send in a voice message: https://anchor.fm/valerielynnconsulting/message Support this podcast: https://anchor.fm/valerielynnconsulting/support

Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website. Conflict is a natural process in teams. How teams handle, and survive conflict becomes therefore a critical aspect of their work. In this episode, we explore some of the skills/tools that help teams survive and benefit from (constructive) conflict, instead of suffering and being destroyed by (destructive) conflict. Featured book of the Week: One From Many, The Rise Of The Chaordic Organization by Dee Hock In One From Many, The Rise Of The Chaordic Organization by Dee Hock, John found a book that gave him a different perspective of organizations and the role of “order” and “control” in management. In this real-life story about the creation of VISA (the credit card and payment processing organization), John found many ideas that help us navigate complex organizations. In this episode, we also talk about Wardley Maps, Complexity, and the Cynefin framework. About John Albrecht Agile Person, for the team by the team, used to be a developer. Got into Agile 03/04 via Extreme Programming (XP), then Kanban, then Scrum. Some of his key ideas are Principles over Practices, #noestimates, love working with teams and organizations, the softer side, finding what they and customers need and what works for them.

Have you ever walked into a company's headquarters and passed an enormous marble wall engraved with the company's values? There it is, in all its permanence and glory, greeting employees each day and reminding them: “THIS IS WHO WE ARE!” Except, it's not always. It's who they were, once. Most people walk right past that wall without even paying it a moment of notice. They're numb to it, and it doesn't really hold any sway over their everyday behavior. Your culture isn't defined by a set of tenets or a plaque on the wall. It's defined by what you do. If you say that you value boldness but always make the most comfortable decision, then people will cease to be bold. If you say that you value customer service, but you are always snickering and telling stories about how annoying your customers are, then you will train your culture to devalue its customers. If you say that you value truth telling, but you get defensive every time someone attempts to offer a piece of constructive feedback, you will cultivate a reactive, closed-minded culture. This kind of hypocrisy is demoralizing. However, with clear ground rules and a stable culture around your team, people know they have the support they need to take risks. Your team's experience of you is its experience of the company. Period. Full stop. When cultural expectations aren't well defined, people tend to be very conservative out of a fear of getting it wrong. Dee Hock, founder and former CEO of Visa, once said, “Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.” However, you cannot impose a culture on a team. Great cultures are grown from the ground up. A culture mandated from on high will fit like a suit that's three sizes too large, never quite cut to size. Because cultures are grown, you must treat yours like a garden. Just like a good gardener, you aggressively fertilize the aspects of your team's culture that you want in abundance and diligently prune the things you want to get rid of. This requires constant attention on your part, because if you allow a few errant behaviors to slide, you will eventually find your entire garden choked with weeds. Prune the “Ghost Rules” Ella was a successful manager at a very large company. I was challenging her to think in a new way about a tricky problem she was attempting to solve, but when I offered my thought, she quickly responded, “Nope—that won't work here.” I paused, a little stunned at her abruptness, and asked, “Why not?” She looked at me as if collecting her thoughts, and after a few moments she replied, “Hmm. Good question.” After further dissection, we realized that Ella's response had been hardwired into her by a previous manager, who often had strong, fear-based opinions about new ideas. “That won't work here” was a common reaction to many of Ella's fresh thoughts, and over time she began to adopt these opinions as hard fact. “Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.” – Dee Hock What Ella had come up against are what I call ghost rules, or invisible limitations that people or teams place upon themselves for no good reason. Sometimes these rules become baked-in organizational assumptions about what is and isn't possible, and the net result is that the team artificially limits the places it looks for ideas or value. In order for your team to feel freedom to do its best work, regularly prune ghost rules from your life and your team's culture. Following are a few examples of ghost rules I frequently see. What Will and Won't Work? A manager from a large company once told me that he was instructed not to pursue a particular idea because “someone tried that back in the 1980s, and it didn't work.” Apart from the laws of physics, a lot of things have changed in the past thirty years. It's probably wise to revisit some of these baked-in organizational assumptions from time to time, just like Ella did, and ensure that you're not missing potentially valuable insights. Is your team paralyzed because of assumptions or narratives about what will and won't work? Challenge any declarative statement by asking “Why?” If you do not receive an answer, then it's possible that the team is operating by assumption, not fact. Who Can and Can't Introduce an Idea? Some teams have invisible rules about who is allowed to contribute ideas to a project or who is allowed to offer thoughts or criticism about a decision. Although you do need to have a protocol for sharing ideas and offering critique, narrowing your scope of vision to just a handful of people can be extremely limiting. Ensure that everyone on the team understands clearly what's expected of them and the actual process for sharing feedback or ideas, not the perceived one. Are team members limiting their feedback or shrinking back from offering insights because they feel it's not their place to do so? Identify and eliminate these ghost rules from your culture by replacing them—in the moment you catch them—with the principles that you want reinforce. In meetings, call on people who never share and ask them to offer their opinions. Invite new people to meetings who are always on the outside. Shake up the assumptions with actions that are rooted instead in your core principles. What Is and Isn't Acceptable Behavior? Expectation escalation can quickly take over a team's culture and turn it into a pressure cooker. When a team member decides to come in at 7 a.m. one morning, another makes it 6:45 a.m. the following morning. Then 6:30 a.m. Pretty soon, the cultural thermostat is set, and the assumed behavior is “we are a culture that expects people to arrive to work before the sun rises.” No one ever stated it explicitly, but all new hires observed the behavior and they assume “this must be the way it is around here.” Are there behaviors on your team that are assumed to be expectations but are in fact simply a result of expectation escalation? Identify and squelch them. The worst part about ghost rules is that some leaders actually use them to manipulate the team into achieving the results they want, regardless of the negative consequences. They might allow team members to believe certain things to be true—working weekends is expected, e-mail responses within minutes are required, challenging certain people's ideas is off limits—in order to make their own life easier. Although people might comply with the ghost rules in order to keep their jobs, these leaders will not maintain the trust and respect of their team for long. You want your team operating by simple, clear principles so that it can be messy and risky with the work it does. If people are wasting their mental energy just trying to comply with invisible barriers that no one has really set for them, they will feel disempowered and unable to bring their full heart and soul to the work. Exercise: Identify any ghost rules that your team is following. These could be residual rules from a previous leader or organizational rules that you need to prune. Replace them with a counterprinciple. This episode is sponsored by Grammarly. Get 20% off Grammarly Premium when you sign up at Grammarly.com/CREATIVE. The intro music for the AC podcast is by Joshua Seurkamp. End remix is by DJ Z-Trip.

Wenn es darum geht deine berufliche Entwicklung zu beschleunigen, gibt es einen zentralen Erfolgsfaktor: Selbstmanagement. Dee Hock, der Gründer und langjährige CEO von VISA, bringt es auf den Punkt: "Wer beruflichen Erfolg sucht, sollte mindestens 50% seiner Zeit in das Selbstmanagement investieren, um seine Ziele, Prinzipien, Motive und sein Verhalten besser zu verstehen und verfolgen." Selbstmanagement bedeutet die persönliche und berufliche Entwicklung proaktiv zu gestalten, seine Persönlichkeit, Werte, Stärken und Schwächen zu kennen, das eigene Verhalten stetig zu reflektieren und seine Zeit zielgerichtet einzusetzen. Nicht ohne Grund gilt Selbstmanagement (oft auch Selbstführung genannt) als wichtigste Führungskompetenz. In dieser Podcastfolge gebe ich dir praktische Tipps, wie du diese Kompetenz verbesserst und deinen beruflichen Aufstieg dadurch beschleunigst. Show Notes: Buch: "7 Wege zur Effektivität" von Stephen Covey "16Personalities" Persönlichkeitstest (Myers-Briggs-Typenindikator): schmaddebeck.de/mbti Das 6-Minuten-Tagebuch (findest du bei Amazon) Buch: "The Ride of a Lifetime“ von Robert Iger (CEO von Disney) Buchempfehlungen: schmaddebeck.de/buecher >> Impulsvortrag für ambitionierte Ingenieure: schmaddebeck.de/vortrag

Part 7 explores Dee Hock's latest years from age 75-92 and his thoughts on what comes next. This episode is my personal favourite. Dee shares: Competition and Cooperation Thoughts on the future The impact of future technologies Parting advice for us all Abstract: 52 years ago, our guest foresaw and implemented the foundations for the world's first trillion dollar organisation. Back then, Visa was little more than a set of unorthodox convictions about organisation slowly growing in the mind of a young corporate rebel. Today, according to the Visa 2019 annual report, payments and cash volume for the year was a staggering $11.6 trillion dollars, transactions processed on Visa's networks totalled $138.3 trillion dollars and the year saw some 3.4 billion Visa cards in operation. He is the man who imagined this reality, who had a once-deemed-impossible vision 52 years ago, a vision which has become a concrete reality today. He is a man who has a different view on what the next 50 years can deliver, but that vision will require a radical shift in mindset for every single one of us. It is such an immense honour to welcome the founder and CEO Emeritus of Visa and author of the pioneering work “The Birth of the Chaordic Age” and its updated version “One from Many: VISA and the Rise of Chaordic Organization”, Dee Hock. http://www.deewhock.com/

Part 6 explores how Dee Hock created the conditions for Visa to emerge Dee shares: How such a complex organisation made and implemented decisions. Self policing entities The dispersion of innovations Why Dee left Visa at the pinnacle of success Restoring the 200 acres of wild land Those 3 questions The Sante Fe Institue The New Odyssey at 65 Writing his book Abstract: 52 years ago, our guest foresaw and implemented the foundations for the world's first trillion dollar organisation. Back then, Visa was little more than a set of unorthodox convictions about organisation slowly growing in the mind of a young corporate rebel. Today, according to the Visa 2019 annual report, payments and cash volume for the year was a staggering $11.6 trillion dollars, transactions processed on Visa's networks totalled $138.3 trillion dollars and the year saw some 3.4 billion Visa cards in operation. He is the man who imagined this reality, who had a once-deemed-impossible vision 52 years ago, a vision which has become a concrete reality today. He is a man who has a different view on what the next 50 years can deliver, but that vision will require a radical shift in mindset for every single one of us. It is such an immense honour to welcome the founder and CEO Emeritus of Visa and author of the pioneering work “The Birth of the Chaordic Age” and its updated version “One from Many: VISA and the Rise of Chaordic Organization”, Dee Hock. http://www.deewhock.com/

Part 5 explores how Dee Hock took on the challenge of Visa International, formerly known as Ibanco. Dee shares: How they rebranded Visa Globally Lessons from failure Leadership v Management How they pioneered, electronic point of sale terminals, electronic descriptive billing, magnetic stripe technology, debit cards, Visa travellers cheques, check guarantee system, global automated teller system, redundant data centres, and dozen of other innovations. Constantly pushing decentralisation of authority and functions. Dee's philosophy of study to understand control Abstract: 52 years ago, our guest foresaw and implemented the foundations for the world's first trillion dollar organisation. Back then, Visa was little more than a set of unorthodox convictions about organisation slowly growing in the mind of a young corporate rebel. Today, according to the Visa 2019 annual report, payments and cash volume for the year was a staggering $11.6 trillion dollars, transactions processed on Visa's networks totalled $138.3 trillion dollars and the year saw some 3.4 billion Visa cards in operation. He is the man who imagined this reality, who had a once-deemed-impossible vision 52 years ago, a vision which has become a concrete reality today. He is a man who has a different view on what the next 50 years can deliver, but that vision will require a radical shift in mindset for every single one of us. It is such an immense honour to welcome the founder and CEO Emeritus of Visa and author of the pioneering work “The Birth of the Chaordic Age” and its updated version “One from Many: VISA and the Rise of Chaordic Organization”, Dee Hock. http://www.deewhock.com/

Part 4 explores how Dee Hock took on the challenge of Visa International, formerly known as Ibanco. Dee shares: How different countries lacked trust his tactics to bring them together The beautiful concept of the Visa cufflinks More of his wonderful philosophies Abstract: 52 years ago, our guest foresaw and implemented the foundations for the world's first trillion dollar organisation. Back then, Visa was little more than a set of unorthodox convictions about organisation slowly growing in the mind of a young corporate rebel. Today, according to the Visa 2019 annual report, payments and cash volume for the year was a staggering $11.6 trillion dollars, transactions processed on Visa's networks totalled $138.3 trillion dollars and the year saw some 3.4 billion Visa cards in operation. He is the man who imagined this reality, who had a once-deemed-impossible vision 52 years ago, a vision which has become a concrete reality today. He is a man who has a different view on what the next 50 years can deliver, but that vision will require a radical shift in mindset for every single one of us. It is such an immense honour to welcome the founder and CEO Emeritus of Visa and author of the pioneering work “The Birth of the Chaordic Age” and its updated version “One from Many: VISA and the Rise of Chaordic Organization”, Dee Hock. http://www.deewhock.com/

Part 3 explores how Dee Hock “educed” an organisation using “chaordic" principles. He highlights how we brought so many diverse people and their organisations together to form Visa. He also shares some fascinating philosophies. Dee shares: His philosophies of leadership and management How we can arrange our time to be a good leader and even a follower How he found himself leading Visa, when only 3 years previously he was searching through bins as part of his role Internal models of reality His philosophy on what he calls the machine metaphor and how we live in such mechanical and command and control society The innovations that he led, including how his team built authorisation software for his vision of a digital world His team's agile working methods Abstract: 52 years ago, our guest foresaw and implemented the foundations for the world's first trillion dollar organisation. Back then, Visa was little more than a set of unorthodox convictions about organisation slowly growing in the mind of a young corporate rebel. Today, according to the Visa 2019 annual report, payments and cash volume for the year was a staggering $11.6 trillion dollars, transactions processed on Visa's networks totalled $138.3 trillion dollars and the year saw some 3.4 billion Visa cards in operation. He is the man who imagined this reality, who had a once-deemed-impossible vision 52 years ago, a vision which has become a concrete reality today. He is a man who has a different view on what the next 50 years can deliver, but that vision will require a radical shift in mindset for every single one of us. It is such an immense honour to welcome the founder and CEO Emeritus of Visa and author of the pioneering work “The Birth of the Chaordic Age” and its updated version “One from Many: VISA and the Rise of Chaordic Organization”, Dee Hock. http://www.deewhock.com/

Part 2 explores how just as Dee Hock decided to "retire on the job" by giving up on his desire to make an impact on the business world, a series of events gave him the opportunity to create a chaordic organisation that would eventually become Visa. This episode includes the principles, that were the foundation of Visa How Dee Hock used human ingenuity to empower those around him The challenges he and the team overcame The definition of Chaordic The definition of Educe Onion peeling the definitions of what made up the exchange of value Abstract: 52 years ago, our guest foresaw and implemented the foundations for the world's first trillion dollar organisation. Back then, Visa was little more than a set of unorthodox convictions about organisation slowly growing in the mind of a young corporate rebel. Today, according to the Visa 2019 annual report, payments and cash volume for the year was a staggering $11.6 trillion dollars, transactions processed on Visa's networks totalled $138.3 trillion dollars and the year saw some 3.4 billion Visa cards in operation. He is the man who imagined this reality, who had a once-deemed-impossible vision 52 years ago, a vision which has become a concrete reality today. He is a man who has a different view on what the next 50 years can deliver, but that vision will require a radical shift in mindset for every single one of us. It is such an immense honour to welcome the founder and CEO Emeritus of Visa and author of the pioneering work “The Birth of the Chaordic Age” and its updated version “One from Many: VISA and the Rise of Chaordic Organization”, Dee Hock. http://www.deewhock.com/

Dee Hock is notoriously private. This is a unique multi-part interview which he granted the Innovation Show. It is an honour. Part One of a multi-part miniseries on the life and philosophies of Visa founder and CEO Emeritus Dee Hock. This will run in parallel to the show, which will run as usual. 52 years ago, our guest foresaw and implemented the foundations for the world's first trillion dollar organisation. Back then, Visa was little more than a set of unorthodox convictions about organisation slowly growing in the mind of a young corporate rebel. Today, according to the Visa 2019 annual report, payments and cash volume for the year was a staggering $11.6 trillion dollars, transactions processed on Visa's networks totalled $138.3 trillion dollars and the year saw some 3.4 billion Visa cards in operation. He is the man who imagined this reality, who had a once-deemed-impossible vision 52 years ago, a vision which has become a concrete reality today. He is a man who has a different view on what the next 50 years can deliver, but that vision will require a radical shift in mindset for every single one of us. It is such an immense honour to welcome the founder and CEO Emeritus of Visa and author of the pioneering work "The Birth of the Chaordic Age" and its updated version "One from Many: VISA and the Rise of Chaordic Organization", Dee Hock.

This is an extended excerpt from the upcoming multi-part series on Dee Hock and the founding of the world's first trillion dollar business VISA. Dee is notoriously private and he has given the Innovation Show the privilege of interviewing him in a multi-part series. 52 years ago, our guest foresaw and implemented the foundations for the world's first trillion dollar organisation. Back then, Visa was little more than a set of unorthodox convictions about organisation slowly growing in the mind of a young corporate rebel. Today, according to the Visa 2019 annual report, payments and cash volume for the year was a staggering $11.6 trillion dollars, transactions processed on Visa's networks totalled $138.3 trillion dollars and the year saw some 3.4 billion Visa cards in operation. Our guest is the man who imagined this reality, who had a once-deemed-impossible vision 52 years ago, a vision that has become a concrete reality today. He is a man who has a different view on what the next 50 years can deliver, but that vision will require a radical shift in mindset for every single one of us. This excerpt is of Dee Hock recounting the story of the conversation that enabled VISA. Dee worked for a man named Maxwell Carlson. Dee describes Mr Carlson as the best listener he had every met and Dee states “Let there be no doubt about it! If Maxwell Carlson had been a lesser human being,Visa would never have come to be.”

I think it's best in life to create and control systems, not people. Because at the end of the day, it's impossible to control people. "Simple and clear purpose and principles give rise to complex and intelligent behavior while complex rules and regulations give rise to simple and stupid behavior." That quote is from Dee Hock who founded Visa in 1968. Let me give you an example of what I mean by this. My wife and I more than 10 years ago now created a family placement, which many of you know about. The family placement sits on a table when we eat dinner and we have family dinner every night. And on that family placement are our simple rules for being in our family. Our values, our family crest, what the crest means, how we run our family, our wedding vows are there, the six components to happiness, our favorite quotes, what happens at our family meetings, it's all there. And we set it in our mind, at the time we created it, that this was permanent. So by having our children see that every day, it allows them to operate with a very clear set of rules. It's very simple and it's clear. And the quote says that when things are simple and clear, it gives rise to complex and intelligent behavior. Voltaire also said this, he said, "When the rules are clearly defined, then and only then can true creativity flourish." So let's go back to where we started, controlling behavior versus controlling a system. When my wife and I sat down to create the family placement, we created a system and it's up to us as parents to make sure that our kids understand that system. When controlling people, oftentimes if the world doesn't go their way, they lose their mind. They've got to figure out a way to control people and situations. Oftentimes those people are the exact opposite. They have no system. They have no defined values that they operate from. They have no permanence. And so I would argue that if you look in areas or your life on the job, in your business, in your family, in the structures around you, where you don't have clear, well thought out principles and structure, there will be chaos and there will be people trying to control that situation. And during periods of which they're trying to control, they're losing their mind because they're not operating from a playbook, a pre-established set of rules and principles from which they are enrolling people in. I believe that all the work to create a system, whether it's a family structure, whether it's a nonprofit or a company, all the work should happen at the beginning, before you start. That's when you think about the business frame. That's when you think about the values that you aspire and all the rules and how things are going to unfold and you do that work at the beginning. So then when you hit go, you can then execute on those principles. If people opted into that system, they knew what the rules were. Just like when my kids opted in to accepting my wife and I as their parents, they're opting into following a system. And it's the leadership in that entity that controls the system, not the people. But ideally what happens is in a business, especially when the clarity of purpose, clarity of catalyzing statement, clarity of values, clarity of objectives, et cetera, are there for everybody to see, the right people over time will opt in and the wrong people opt out. And so, you don't need these controlling people. Just like the employees who own stock in Southwest Airlines saw, that everybody working in concert on the same sheets of music, like a symphony, produces far more results than everybody singing and operating from their own sheet of music. For a template to make your own Family Placemat, visit www.FamilyPlacemat.com. Happy Thanksgiving, Rick Sapio Founder, Business Finishing School

In episode three of season two, Tim and Tuesday explore the often talked-about, always sought-for, and ultimately elusive ideal of balance. In our journeys to reach ‘success’ — to have the greatest possible impact for a better tomorrow — what can we bring to our daily life to protect and renew our energies today?Together, Tim Merry and Tuesday Ryan-Hart are THE OUTSIDE—systems change and equity facilitators who bring the fresh air necessary to organize movements, organizations, and collaborators forward for progress, surfacing new mindsets for greater participation and shared impact.2.03 —— SHOW NOTESTues: I used to have a boss that would say she hated the word ‘balance’. She would say working moms were always going to drop balls, just make sure that one of the balls you drop is not your children. But sometimes you do. Just be human; sometimes you are going to drop all your balls.Tim: Family and care for family is a core principal of how we work together. It’s a non-negotiable.Tues: Have we equated balance with equal or equilibrium? Balance as a moving target is where we get the heartache.Tim: I’m not sure balance can be achieved without some kind of pivot point for things to move from.Tues: You could just unintentionally move through your life and get to your grave and say, “oh, is that how I spent my time/is that what I did? There is something around intention that at least naming what’s important that makes giving our attention so much more possible.Tues: While we may not ever reach this enlightened state of balance; we do know when we are out of balance.Tim: When we do our work, we talk about the need of striking a balance between just enough order so things can evolve effectively and enough chaos so that we are learning. It’s the whole Dee Hock work around the Chaordic Path.Tim: Just picking up some things here: 1. Clarity & Intention; and 2. Being in-tune with your inner guidance system. My hunger and thirst for balance is heightened by what I am experiencing in the world around me.Tues: I wonder if we are talking about two different things? Balance for me is where I put my attention, energy, action and time; it’s not that place of stillness where I think it’s okay. They are two distinct things for me.Tues: It’s hard to articulate because some of those pressures/expectations are so unspoken for women. The root of this word [balance] has to do with equity. Our experiences of balance are deeply impacted by our social position.Tues: Those of us who are targets of oppression probably get a really good sensitivity to that and see it more easily and more clearly and those of us who would benefit from an imbalance of equity clobber those feelings down.Tim: As a result of my class, family, access to wealth, nationality, race… I feel like from a pretty early age I was witness to a whole series of injustices [familial] and they increased in intensity into my teens. That’s a construct, in my life, of the education of the privileged classes. Through it all, I still knew what was just and what was not. For me, I knew what was right and wrong through my entire childhood. I really fought to protect this as a young man.Tues: We are typically really reinforced for not holding onto it [empathy]. I think it’s why people trust you with this equity work. You keep that awareness in your bones and it makes you trustworthy. Trauma tries to extinguish empathy. It’s about intention. We need to have an intention of being willing to see the pain in others.Tim: I want to acknowledge that there are people within the ruling classes, that recurrently over history, who have maintained that sense of justice despite the context they were raised in.Tues: Two important stances we bring to our work: when we are working with groups of people carrying this acknowledgement around the pain of injustice and lack of equity and that people have will and are working toward ending it feels like two important stances that we bring into our work. Song: “Motion Sickness” by Phoebe BridgersPoem: “Big Brown Dog” by John Fisher-Merritt, Organic Farmer & PoetOn Winter mornings I knowWhen my man is preparing to go outside.He reaches into the closet for his coveralls.I approach him eagerly, wagging myBest tail wags, oblivious to tail pain asI whack chair,desk and closet doorYou seeI have trained this wonderfulSmelling manTo throw his coverallsOver my head,And speak to me in anAffectionate tone of voice as IRevel in the ambrosial scentOf his body odor.Subscribe to the podcast now—in Apple Podcasts, Spotify, Stitcher or anywhere else you find podcasts. New episodes will be available every second Tuesday. If you’d like to get in touch with us about something you heard on the show, reach us at podcast@findtheoutside.com. Find the song we played in today’s show—and every song we’ve played in previous shows—on the playlist. Just search ‘Find the Outside’ on Spotify.Duration: 40:51Produced by: Mark Coffin @ Sound Good StudiosTheme music: Gary BlakemoreEpisode cover image: source See acast.com/privacy for privacy and opt-out information.

This one is for all of you that love stories about money…where it came from, where it’s going, how it’s going to get there and how our lives will always be impacted by the ways we use physical and digital currencies. Join us on this trip with Bill Maurer -- Filene Fellow for our Center of Excellence on Emerging Technology and Dean and Professor at the University of California Irvine. Literally, it’s a trip -- we recorded this on the road from Chicago to our office in Madison. What you’re about to hear is a rare telling of stories and wide-ranging experiences from someone at the top of their field academically and in real-world application. Bill and I talk about how he once helped an overly enthusiastic computer chip manufacturer better understand the future of money. We talk about the strategies at play with digital payment providers and I got his initial thoughts on Facebook’s Libra cryptocurrency. Bill shares a fascinating story about the time when he had a winding and metaphysical conversation with Dee Hock, the founder of Visa, and also that one time when he “quote” “sat around in a room with bagels” redesigning the united states’ currency with the US treasury secretary. Watch for related research coming from our Emerging Technology Center from Bill in the near future. And be sure you’re booked to come to Filene’s big.bright.minds annual event on Nov 19 -20 in Durham to continue gathering insights on this plus many more issues impacting the industry every day. Visit filene.org/events to register.

CONNECT Visit Agile Thoughts and register to receive free development, analysis, or leadership and management materials and learn to excel at developing software. I’ll also send information on my low cost email courses you can take via the internet. 048 What fast agile excels at Dee Hock’s book about Visa and Chaordic: https://epdf.pub/one-from-many-visa-and-the-rise-of-chaordic-organization.html The 7 …

What I learned from reading One From Many: VISA and the Rise of Chaordic Organization by Dee Hock Walking away at the pinnacle of success was the hardest thing I have ever done (0:01)Through the years, I have greatly feared and sought to keep at bay the four beasts that inevitably devour their keeper – Ego, Envy, Avarice, and Ambition. In 1984, I severed all connections with business for a life of isolation and anonymity, convinced I was making a great bargain by trading money for time, position for liberty, and ego for contentment – that the beasts were securely caged. –Dee Hock (4:14)Visa was little more than a set of unorthodox convictions about organization slowly growing in the mind of a young corporate rebel (9:03)Dee's first jobs (21:44)Learning how mechanistic, Industrial Age organizations really function (28:17)Useful questions to ask in your organization (34:30)A failure at 36 years old (38:33)The environment from which Visa emerged (46:41)Healthy vs Unhealthy Organizations (55:19)Focus on how your product or company "ought to be" and nothing else. (57:30)I had held fast to the notion that until someone has repeatedly said "no!" and adamantly refuses another word on the subject, they are in the process of saying "yes" and don't know it yet. –Dee Hock (1:03:55)His biggest regret: The fight against duality (monopoly) (1:04:35)How Dee Hock dealt with stress (1:07:00)His biggest regret: The fight against duality (monopoly) continued (1:09:52)Dee's surprising conclusion about his work (1:16:50)“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast

What I learned from reading One From Many: VISA and the Rise of Chaordic Organization by Dee Hock.If you want to listen to the full episode you’ll need to upgrade to the Misfit feed. You will get access to every full episode. These episodes are available nowhere else.As a bonus you will also get lifetime access to my notebook that contains key insights from over 285 podcasts and lectures on entrepreneurship.The Misfit Feed has no ads, no intro music, no interviews, no fluff. Just ideas from the greatest entrepreneurial minds in history. Upgrade now.

This weeks episode is a discussion based on Taylor Pearson's A Brief History of Existential Terror.   Books and people referenced: Dee Hock - https://www.amazon.ca/One-Many-VISA-Chaordic-Organization/dp/1576753328 The fellow Kimberly had mentioned - https://en.wikipedia.org/wiki/Joshua_Waitzkin   Special thanks go to the creator of our intro and outro music this week, Bensound.  

The buzz: Living for the City -Stevie Wonder, 1974-. Violent attacks in Florida, France, Texas and Turkey make public safety a top global concern. Can governments protect us in our homes, in public, at work and play? Tech advances in facial recognition, geo-fencing, streaming multi-source data analytics offer law enforcement and security organizations better awareness, sensing, detection and prediction across the public safety value chain. But must we choose between personal safety and data privacy? The experts speak. Sara Gardner, Hitachi Insight Group: 'Prediction is very difficult, especially if it's about the future' Niels Bohr. Ruthbea Yesner Clarke, IDC: 'The problem is never how to get new, innovative thoughts into your mind, but how to get olds ones out' Dee Hock. Marlyn Zelkowitz, SAP: 'Our technological powers increase, but the side effects and potential hazards also escalate' Alvin Toffler. Join us for Making Cities Safer and Smarter: The Internet of Things – Part 2.

The buzz: Living for the City -Stevie Wonder, 1974-. Violent attacks in Florida, France, Texas and Turkey make public safety a top global concern. Can governments protect us in our homes, in public, at work and play? Tech advances in facial recognition, geo-fencing, streaming multi-source data analytics offer law enforcement and security organizations better awareness, sensing, detection and prediction across the public safety value chain. But must we choose between personal safety and data privacy? The experts speak. Sara Gardner, Hitachi Insight Group: 'Prediction is very difficult, especially if it's about the future' Niels Bohr. Ruthbea Yesner Clarke, IDC: 'The problem is never how to get new, innovative thoughts into your mind, but how to get olds ones out' Dee Hock. Marlyn Zelkowitz, SAP: 'Our technological powers increase, but the side effects and potential hazards also escalate' Alvin Toffler. Join us for Making Cities Safer and Smarter: The Internet of Things – Part 2.

Dee Hock is one of my management heroes. Dee founded VISA years ago and had many insights on how to be an effective leader. If you've sat through one of our leadership workshops, you might be familiar with one of my favorite Dee Hock quotes. Dee says: "If you look to lead, invest at least 40% of your time managing yourself -- your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers. Use the remainder to induce those you 'work for' to understand and practice the theory. I use the terms 'work for' advisedly, for if you don't understand that you should be working for your mislabeled 'subordinates,' you haven't understood anything. Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia." There's a lot to chew on in that quote, isn't there? Too often we think managing is about managing down--our so-called subordinates. Dee puts much more focus on managing ourselves and those with authority over us. You and I could argue about whether his percentages are precise, but that's not the point. I take the point as managing ourselves and those in authority over us is a big deal. We need to be intentional about it, and that's why I spent time talking with John Baldoni about the subject. In this premium episode I want to take time to stress points from the interview with John to help you put the learning into action. First, do you recall John's distinction between managing up and leading up? To me, it's mostly semantics and I'm going to use the terms synonymously. That said, there's a good point to be made here. Some people interpret managing up as sucking up. It's as if we're kissing butt to just look good to the boss, often in a deceptive or at least selfish way--perhaps at the cost of others not looking as good. We don't manage or lead up just to look good. In fact, sometimes when I do this, I'm managing up precisely because I don't want us all to look bad! I'm concerned that the decision-making process needs additional perspectives or that it would be to our mutual benefit if the boss was influenced a certain way. Where it gets sleazy is when it's about me. Isn't that a good marker, in general? Whether it's regarding conflict or negotiation or influence or giving and receiving constructive feedback or goal setting or just about any area of life: when it becomes all about me, it's a problem. So, as John mentioned, leading up is ultimately about being committed to helping the organization grow and achieve. Second, a primary skill to develop is learning to read your boss. This is so critical. Some time back I interviewed Dave Po-Chedley about his book on stakeholder relationships. Dave said we need to learn the “buying habits" of our boss. I like that term. How does he or she make decisions? Do they like a lot of detail or not? Do they want a PowerPoint deck or does that make them suspicious--they just want it drawn up on the fly on a whiteboard. Are they an outgoing, gregarious person or more quiet and analytical? Pictures or numbers? Face-to-face or via e-mail. All of these and many more are considerations to take to heart when we're trying to influence up. Becoming a student of your boss is part of Dee Hock's 30% of your time. Pay attention and learn to adjust your style accordingly. Anticipate what they want to see and how they'll likely push back. Learn their buying habits. It will make your job of selling ideas much easier. Third, I want to remind you about John's three main requirements for you to be successful: competence, credibility, and confidence. Though I'm always surprised when someone occasionally wants to argue this point, competence is not fixed. It can be developed. A hunger to learn is one of the top traits I look for in aspiring leaders. Education and experience combined with a teachable spirit can significantly develop our competence--even helping us become a true expert given enough time. Applying that competence over time can increase our credibility. As I mentioned in the interview, credibility is currency. We have to execute--we can't just talk a good game. Consistently delivering with--as John said it--“shining colors" help us develop credibility that can be banked on. And then there's confidence. Nearly every year I spend time with one or more coaching clients whose issue isn't competence or credibility. Rather, they have a confidence problem. They sell themselves too short. Competence, Credibility, and Confidence are three C's that are worth writing down and being intentional about developing. Finally, I want to recall your attention to John's leadership advice to Be Seen, Be Heard, and Be There. How visible are you to your boss? I was with a leader last week who was challenged because her boss was in a different state. It's difficult for her to build credibility in his eyes because of the distance. And yet it's important for leaders to be seen, to be visible not only to our boss but to our team and others that we serve. Don't be chained to your desk. Find ways to get face time with your stakeholders. If your boss, team, or key stakeholders are in a different location than you, make sure you are seen. Be intentional about getting time with them. It's critical, as is being heard. Leaders don't necessarily have to be heard in the same way that a drill sergeant communicates. And yet we have to be vocal. Through a variety of communication channels and mediums, we need to take the initiative to have a voice. If speaking up is more difficult for you, remember that this doesn't mean it's only for extroverts. Yet you nonetheless need to have your voice heard--even if it's through e-mail at times. Finally, John says we need to Be There. He mentioned it's a metaphor for taking initiative, for doing everything we can to get things done. Leading by example is not just the name of one of John's book--it's a key part of Being There. In many ways, the lessons about leading up have applicability for leading out and down. It's not about me--it's about us. It's not about sitting back and waiting--it's about taking the initiative. It's not about having others adjust to me--it's about me adjusting to others. What's a challenge you're having in managing or leading up? Send me an e-mail at andy@i-leadonline.com. I love hearing from Premium Subscribers. Hey, the People and Projects Podcast is now on Facebook! I invite you to Like us at http://www.facebook.com/pages/People-and-Projects-Podcast/224005747630357 and join the discussion. Thank you for being a premium subscriber to The People and Projects Podcast! Please let me know what questions you have and if there's anything I can do to help you lead and deliver. Thank you for joining me for this premium episode of The People and Projects Podcast! Have a great week! Total Duration 7:27 Download the premium episode

Dee Hock, founding CEO of VISA International was the driving force behind the creation of one of the most dynamic, complex organisations of our time. Despite being pragmatic in its pursuit for profit, VISA is also a highly values based organisation. Dee Hock was a Servant Leader and his approach is an example to us all.

Dee Hock, founding CEO of VISA International was the driving force behind the creation of one of the most dynamic, complex organisations of our time. Despite being pragmatic in its pursuit for profit, VISa is also a highly values based organisation. Dee Hock was a Servant Leader and his approach is an example to us all.

Dee Hock, founding CEO of VISA International was the driving force behind the creation of one of the most dynamic, complex organisations of our time. Despite being pragmatic in its pursuit for profit, VISa is also a highly values based organisation. Dee Hock was a Servant Leader and his approach is an example to us all.

Dee Hock, founding CEO of VISA International was the driving force behind the creation of one of the most dynamic, complex organisations of our time. Despite being pragmatic in its pursuit for profit, VISa is also a highly values based organisation. Dee Hock was a Servant Leader and his approach is an example to us all.