"Paid Time Off You’re encouraged to take as much time off as you can while maintaining high performance and achieving your goals. We don’t count the hours you work, so why should we count the hours you don’t? (Unless you’re a non-exempt employee, and only then because we have to!) Take what you need, when you can, and make sure to arrange coverage with your team. If you haven’t had a vacation in a while, you can expect to get a friendly nudge from your manager to get away from the office! Use your Paid Time Off (PTO) for planned vacations, days off for appointments, religious, or personal holidays that are not offered in your country, community service days, or if you need an unanticipated, last-minute day off to care for a sick child or family member. Statutory or legally protected leaves of absence, such as medical leave, maternity/parental leave, family medical leave or unpaid leave, are governed by separate regulations that will not be affected by our PTO policy. See the Regional section for a list of statutory leaves of absence in your country. Paid Time Off scheduling is subject to approval by your manager, who has sole discretion to approve or deny requests under this policy. Requests of greater than two consecutive weeks or more than two weeks in one three-month period require approval of your Executive Committee member."
"Details matter, it’s worth waiting to get it right."
"I won’t say that this is the reason I left Juno, but it does illustrate the reason I left Juno: it was the idea that no matter how hard you work, no matter how smart you are, no matter whether you are ‘in charge’ of something or not, you have no authority whatsoever for even the tiniest thing. None. Take your damn ideas, training, brains, and intelligence, all the things we’re paying you for, and shove it. And at Juno, there were plenty of managers, something like 1/4 of all the employees, and so they had plenty of times to stick their fingers into every single decision and make sure that they were in control. The contrast with Microsoft, where VP’s descended from Building 9 to make it clear that you have the authority to get things done, was stark."
"Virtually every company I have ever met with has plenty of time to run the business if it would just stop doing the things that no longer add value. In my opinion, more important than any “to-do” list is a “stop doing” list. Come up with one every quarter—it’ll help you identify unnecessary tasks, delegate, and uncover hidden time that could be re-deployed into productive and relevant activities."
Allison said that in the top areas within Apple, there were no politics. Which sounded strange, even artificial. But then she proceeded. She said that company politics are based on people’s aspiration to advance themselves in the organization and replace others. But at Apple, no one could imagine replacing Johnny Ive. Or replacing Scott Fortsall. Or replacing her.
And that struck me. A truly “top” person is someone who no one can imagine replacing. If you’re an entrepreneur or run a company, you can probably look around you at each of your peers and ask yourself this question. “Can anyone in my company imagine himself replacing that guy/gal?”. Your management team needs to include people for whom the answer is “No”.
→ "This leaves him time to read and think..."
Berkshire Hathaway, despite a market value now approaching one quarter of a trillion dollars, is managed from a tiny office with a staff smaller than a soccer team’s starting roster. Buffett is not the slave to a corporate calendar jammed with the humdrum inanities of business life like performance assessments, facilities planning, analyst meetings, compliance training, budget reviews and travel. This leaves him time to read and think so that for Buffett the only real difference between a weekday and the weekend is that for for two days the markets are closed. Buffett is no fan of spreadsheets or reams of analytical mumbo-jumbo. Facts, a pen, a sheet of paper and an agile mind are his tools.
A working style, free of bullshit, to aspire to.
→ "We'll keep it at $3."
Noah Davis spoke with John Kimmich of The Alchemist, a brewery in Vermont (makers of Heady Topper), about the craft beer explosion:
"Having money shouldn’t give you the ability to enjoy beer more than anyone else," Kimmich declares. "We make a good amount of money on it, but we’re not price-gouging. If it got to the point where we were selling it for $8 a can, all of our great fans at Phish shows or up at UVM wouldn’t be drinking it the way that they are. To charge $9 or $10 for something that is made and put out in three weeks isn’t right. It really takes advantage of the customer. We don’t think that it should be a privilege to drink beer. No matter what the demand is, we’ll keep it at $3."
"Startups are run by people who do what’s necessary at the time it’s needed. A lot of time that’s unglamorous work. A lot of times that’s not heroic work. Is that heroic? Is that standing on a stage in a black turtleneck, in front of 20,000 people talking about the future of phones? No. But that’s how companies are built. That person who did that for the iPhone launch at Apple, we don’t know who he is. All we know is that Steve Jobs came up with the iPhone. But he didn’t ship it. The person who bought the donuts did."
"But if you could buy dollar bills for 80 cents, it’s a very good thing to do."
Warren Buffett, talking on CNBC about what Apple should do with its cash.
Interesting that the advice he gave to Steve Jobs about the cash a few years back was to buy back some Apple stock. Jobs obviously didn’t do that. Now Apple has an insane amount of cash.
Or, in Buffett terms: “They may have too much cash.”
"I remember Jim saying once — and partly I think it relates to some of his training in the military — that really the art is trying to set the priorities and assemble a team so you wake up in the morning and actually have nothing to do. It’s impossible to achieve, but it’s a good goal to have the right priorities and the right team in place so they can execute against those priorities. It’s almost the opposite of how I was approaching it."
"Great companies are vibrant, they can hardly contain themselves. It’s because they’re made by believers who want to find other believers and convert the rest."
"Any founder not working on their own brand is doing their company a disservice. Period. It’s important for a founder to publicly project a set of values, believes, share knowledge and best practices and be seen as a leader not just at the company, but in their market. Investors want to back leaders."
"First, most teams don’t work. They don’t trust each other. They are not led in a way that creates a culture where people feel trust. Think of most of your peers – how many do you trust? How many would you trust with a special, dangerous, or brilliant idea? I’d say, based on my experiences at many organizations, only one of every three teams, in all of the universe, has a culture of trust. Without trust, there is no collaboration. Without trust, ideas do not go anywhere even if someone finds the courage to mention them at all."
Chouinard Equipment Company portrait, Ventura, California, 1969 - Just a friendly group of dirtbag climbers and surfers making equipment, the very modest beginnings of what would later be the company Patagonia.