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As the President, you cannot make decisions based on whether someone slighted you. Decisions must be made based on how it’s going to impact the people you represent.

356,087 次观看 • 2 年前 •via X (Twitter)

11 条评论

Cryptid Politics 🇺🇸🐊 的头像
Cryptid Politics 🇺🇸🐊2 年前

Donald Trump makes decisions based on personal slights, vendettas, and flattery. @RonDeSantis makes decisions based on facts, data, and doing the right thing.

The_JL_Podcast 的头像
The_JL_Podcast2 年前

Ron DeSantis has shown in Florida that he’s not ready to be the president of the United States

Joel Keith 的头像
Joel Keith2 年前

Your entire interaction with Disney, end to end, is completely antithetical to your post. You felt 'slighted' and you retaliated. It was not for the benefit of the people you represent. We see you.

Zayy The Truck Driver 的头像
Zayy The Truck Driver2 年前

I don’t care, Rodd

Roberta Manier 的头像
Roberta Manier2 年前

Ron ditched the people who thought he represented them. Trump supporters and Floridians.

Mike Johnson 的头像
Mike Johnson1 年前

Do you have 60 seconds? Speaker Johnson is requesting your response to a few questions about President Trump. READ NOW:

summer 2013 🍊🍊🍊 的头像
summer 2013 🍊🍊🍊2 年前

What? Let’s talk Disney, Reedy Creek @RonDeSantis

Matt Fleming, Florida Expert 的头像
Matt Fleming, Florida Expert2 年前

DeSantis entire governorship has been DEFINED by his willingness to retaliate against critics and opponents, so his virtue signaling here is pretty dishonest.

Tammie McDonald 的头像
Tammie McDonald2 年前

You will never be President. You rub your snotty nose like a 4 year old!! So gross

Tracy smith 的头像
Tracy smith2 年前

You will never be president. Never copy and paste this.!! You are a backstabbing user loyalty matters!!

White Fang 的头像
White Fang2 年前

Hey Little Ronnie! Remind us again how you handled DISNEY????

相关视频

Q: What made Steve Jobs great? Tony Fadell is the co-creator of the iPod, iPhone, and Nest. In the clip below, he describes some of the things that made Steve Jobs great: “Really pushing you. Relentless on the details. Challenging you for the right reasons. It wasn’t bullying, it wasn’t demeaning. He would critique the work, not judge the person—at least not in front of them or a group. Extreme attention to detail.” But, as Tony describes, one of the most impressive things about Steve was his ability to make great opinion-based decisions, which is critical for any revolutionary product: “When you make the first version of anything—something revolutionary—there are a lot of opinion-based decisions… And when you have those opinions, and you’re trying to work with a team to implement those decisions, you have to really tell the ‘why’ of those decisions. That way everyone can feel like they’re a part of those decisions and understand the tradeoffs... A lot of times, people want a data-driven decision, but with v1s you don’t have data.” He continues: “If you look at most companies that are paralyzed and cannot make new innovations and new products, it’s because they’re trying to turn opinion-based decisions into data-driven decisions so that they don’t lose their jobs… with a v1 product, you need to be able to articulate opinion-based decisions and own them. If you don’t get them right, you own them, fix them, and move on.” This is something Steve did exceptionally well, and Tony highlights the iPhone’s virtual keyboard as an example. At the time, the Blackberry dominated the productivity phone market. It was called the “crackberry” for a reason: people loved it. Moving to a virtual keyboard that wouldn’t work as well was an opinion-based decision that was the exact opposite of what the market data said. But Steve explained to the team that the iPhone was going to be a productivity AND entertainment device. Videos, apps, and the web browser would need to be full screen. Half of the device can’t be a keyboard because you won’t need a keyboard for everything you do. Steve understood that the Blackberry was a productivity device where the primary use case was messaging and phone calls. The iPhone was going to be so much more, and he explained this ‘why’ to the team in a way that everyone could understand. Tony also shares an example of how Jobs would also reverse an opinion-based decision if the data convinced him that his underlying assumptions were wrong. This ability to make great opinion-based decisions is paramount for creating revolutionary products. And as Tony explains, Steve might’ve been the best in the world at it.

Michael McGuiness

36,083 次观看 • 2 年前