Entity Dossier
Person

Walter Isaacson

Strategic Concepts & Mechanics

Signature MoveHelicopter View, Signature Page OnlyCornerstone MoveWire Fifty Million on Trust AloneCompetitive AdvantageAtlantic Canada Thinks Small—Exploit ThatSignature MoveTechnology Moat or NothingStrategic PatternAspiration Interrogation at Every MeetingOperating PrincipleForest Thinker Needs a Tree CounterRisk DoctrinePre-Emptive Divestiture as Political ShieldCapital StrategyTrusts Own Everything, Founder Owns NothingStrategic PatternSpeed Kills Bureaucracy in AcquisitionSignature MoveFully Deployed, Never LiquidCornerstone MoveBuy the Quota, Chop the ShellCapital StrategySwinging for Multiples Not SinglesRisk DoctrineWindfall Redeployment Not Windfall SavingsRelationship LeverageGenerosity as Network CurrencyOperating PrinciplePromise First, Engineer LaterCornerstone MoveDinner Conversation to Billion-Dollar PlatformSignature MoveLodges, Jets, and Yachts as Deal MagnetsSignature MoveVisionary at the Helm, Operator at the WheelCornerstone MoveCharisma as Currency Before CapitalIdentity & CultureMentor as Mirror Then WarningCornerstone MoveSpiritual Packaging Over Gold-Mining RealitySignature MoveRoom-Domination Through Sheer WattageSignature MoveBend Reality Until It ConformsDecision FrameworkChemical Patterns as Mental PrisonOperating PrincipleSalesmanship Learned Not BornRelationship LeverageStare-Down as Power ToolSignature MoveCarry Every Interest to Irrational ExtremeOperating PrincipleSelf-Manufactured Belief Compounds Over TimeImplementation TacticOlympian Expectations Escalate or DieCompetitive AdvantageThe Proprietary Segment of OneImplementation TacticThe Reality Distortion Field as Leadership ToolStrategic ManeuverRide the Pool Vehicle, Then Build Your OwnMental ModelPositioning Beats Performance Every TimeStrategic ManeuverNarrow the Niche Until You're the Only OneMental ModelAnti-Fragile Spirit: Setbacks as Discovery MechanismMental ModelOne Breakthrough Achievement, Not a PortfolioStrategic ManeuverThe Personal Vehicle as Force MultiplierMental ModelBe Profitably Different, Not Just DifferentStrategic ManeuverGet Transformed on Someone Else's DimeStrategic PatternBain's Exclusivity-Intimacy FlywheelDecision FrameworkGap in the Market Plus Market in the GapRelationship LeverageMentors by Adoption, Not PermissionStrategic ManeuverDesire Deeply, Wait, PounceIdentity & CultureSerious Intent as Daily ObsessionOperating PrinciplePersonality Reinvention Through DisplacementMental ModelIntuition as Articulated Hidden KnowledgeCapital StrategyExpected Value Betting at Long Odds

Primary Evidence

"“Because I didn’t know it couldn’t be done, I was enabled to do it,” Atkinson says in Walter Isaacson’s biography of Apple co-founder Steve Jobs."

Source:Net Worth - John Risley, Clearwater, and the Building of a Billion-Dollar Empire

"Friedland found Jobs fascinating as well. “He was always walking around barefoot,” he later told a reporter. “The thing that struck me was his intensity. Whatever he was interested in he would generally carry to an irrational extreme.” Jobs had honed his trick of using stares and silences to master other people. “One of his numbers was to stare at the person he was talking to. He would stare into their fucking eyeballs, ask some question, and would want a response without the other person averting their eyes.”"

Source:Steve Jobs

"Jobs was also beginning to have a little trouble stomaching Friedland’s cult leader style. “Perhaps he saw a little bit too much of Robert in himself,”"

Source:Steve Jobs

"“Let me tell you a story.” Nobody is eager for a lecture, but everybody loves a story. And that was the approach Jobs chose. “Today, I want to tell you three stories from my life,” he began. “That’s it. No big deal. Just three stories.”"

Source:Steve Jobs

"if you act like you can do something, then it will work. I told him, ‘Pretend to be completely in control and people will assume that you are.’”"

Source:Steve Jobs

"“Deciding what not to do is as important as deciding what to do,” he said. “That’s true for companies, and it’s true for products.”"

Source:Steve Jobs

"“The best way to predict the future is to invent it” and “People who are serious about software should make their own hardware.”"

Source:Steve Jobs

"“We learned to interpret ‘This is shit’ to actually be a question that means, ‘Tell me why this is the best way to do it.’”"

Source:Steve Jobs

"I figured that it was always my job to make sure that the team was excellent, and if I didn’t do it, nobody was going to do it."

Source:Steve Jobs

"Steve Jobs’ breakthrough achievement was to create Apple as he envisioned it, to mould its DNA, charting its mission as a revolutionary digital simplifier. Under Jobs, Apple made devices never previously conceived, devices that are intuitive, superbly useful, beautiful, a joy to use. Walter Isaacson says that Jobs ‘built the world’s most creative company … to infuse into its DNA the design sensibilities, perfectionism, and imagination that make it likely to be, even decades from now, the company that thrives best at the intersection of artistry and technology.’"

Source:Unreasonable Success and How to Achieve It

"A. J. P. Taylor, Brad Stone, Andrew Roberts, Roy Jenkins, Winston Churchill (the author), David Cannadine, Robert Tombs, Walter Isaacson, Neal Gabler, Tom Cannon, Bob Dylan (the author), Ian Bell, Thomas Kuhn, Viktor Frankl, Robert Skidelsky, Victor Sebestyen, Nelson Mandela (the author), Peter Hain, Lindy Woodhead, A. N. Wilson, Andrew Welburn, John Campbell, Nancy Andreasen, Timothy Wilson and Max Gunther."

Source:Unreasonable Success and How to Achieve It

Appears In Volumes