If you are going to be a leader, you are not going to please everybody
Leadership is lonely ... I'm not going to be afraid of confrontation to get us to where we need to go. There's a big misconception where people thinking winning or success comes from everybody putting their arms around each other and singing kumbaya and patting them on the back when they mess up, and that's just not reality. If you are going to be a leader, you are not going to please everybody. You have to hold people accountable. Even if you have that moment of being uncomfortable.
Focus is saying no to 1,000 good ideas.
Everyone has a plan until they get punched in the face.
That was the real secret of the Tarahumara (ed. group of indigenous people of the Americas living in the state of Chihuahua in Mexico who are renowned for their long-distance running ability): they'd never forgotten what it felt like to love running. They remembered that running was mankind's first fine art, our original act of inspired creation. Way before we were scratching pictures on caves or beating rhythms on hollow trees, we were perfecting the art of combining our breath and mind and muscles into fluid self-propulsion over wild terrain. And when our ancestors finally did make their first cave paintings, what were the first designs? A downward slash, lightning bolts through the bottom and middle--behold, the Running Man.
Distance running was revered because it was indispensable; it was the way we survived and thrived and spread across the planet. You ran to eat and to avoid being eaten; you ran to find a mate and impress her, and with her you ran off to start a new life together. You had to love running, or you wouldn't live to love anything else. And like everyhing else we ove--everything we sentimentally call our 'passions' and 'desires' it's really an encoded ancestral necessity. We were born to run; we were born because we run. We're all Running People, as the Tarahumara have always known.
Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.