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Jeff Bezos reveals the simple framework he used to make every major decision at Amazon "If you make the wrong decision, if it's a two-way door decision, you walk out the door, you pick a door, you spend a little time there. If it turns out to be the... wrong decision, you can come back in and pick another door" "Some decisions are so consequential and so hard to reverse that they really are one-way door decisions. You go in that door, you're not coming back. Those decisions have to be made very deliberately, very carefully" "Two-way door decisions should mostly be made by single individuals or by very small teams deep in the organization" "One-way door decisions are the irreversible ones. Those should be elevated up to the senior most executives, who should slow them down and make sure the right thing is being done" "When I was CEO of Amazon, I often found myself in the position of being the chief slowdown officer"show more

Jaynit

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65,497 просмотров • 2 месяцев назад •via X (Twitter)

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Jeff Bezos just explained why changing your mind is a sign of intelligence, not weakness: "You have to be able to be decisive and make decisions quickly. And that's a very hard thing to do as organizations get larger, because so many people have opinions." "The thing to realize is most decisions are reversible. Very rarely are they high-consequence irreversible decisions. By the way, when they are, you should go slowly. Of course. But most decisions can be made by a single high-judgment individual. And if they go the wrong direction, you stop, you back up. It's a two-way door. You come in, you look at it again, and you change your mind." "In politics, people call you a flip-flopper if you change your mind. How foolish would it be to get new data, to have new analysis, to see something in a fresh way, to have that beginner's mind, have a better idea, and not change your mind." "I've noticed that people who are right a lot change their mind a lot." — Jeff Bezos (Jeff Bezos) P.S. We build content infrastructure for founders and athletes. 1.5M views/week average. Your voice, cross platform, compounding daily. If you need massive distribution or want to build your brand, apply here:

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Auto manufacturers are now engineering cars in a way they if you break one small thing, a massive repair is needed Example: This door handle on the inside of this new 2023 vehicle broke, you would think you just need a new door handle. Wrong You now have to replace the entire door panel because they have manufactured it so that the door handle can not be removed So now instead of paying a small amount of money for a new door handle, you have pay insane amounts of money for a whole door panel This should be illegal. We need much stronger right to repair laws in America

Auto manufacturers are now engineering cars in a way they if you break one small thing, a massive repair is needed Example: This door handle on the inside of this new 2023 vehicle broke, you would think you just need a new door handle. Wrong You now have to replace the entire door panel because they have manufactured it so that the door handle can not be removed So now instead of paying a small amount of money for a new door handle, you have pay insane amounts of money for a whole door panel This should be illegal. We need much stronger right to repair laws in America

Wall Street Apes

642,750 просмотров • 1 месяц назад

Most decisions have very little impact on your life, even though they feel important. Jeff Bezos calls these two way decisions. Once they're made they can be easily undone. Hence their two way nature, you can undo them if you see fit. This is one such decision The Wolf Of All Streets left his newborn daughter three hours after she was born to play a gig. The feeling of walking out that door made him quit DJing for good. That's the decision that put him on the path to becoming the Wolf of All Streets and is arguably the origin path for the Wolf Den. Full show out now on Risk Takers & Crypto Banter

Most decisions have very little impact on your life, even though they feel important. Jeff Bezos calls these two way decisions. Once they're made they can be easily undone. Hence their two way nature, you can undo them if you see fit. This is one such decision The Wolf Of All Streets left his newborn daughter three hours after she was born to play a gig. The feeling of walking out that door made him quit DJing for good. That's the decision that put him on the path to becoming the Wolf of All Streets and is arguably the origin path for the Wolf Den. Full show out now on Risk Takers & Crypto Banter

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34,708 просмотров • 6 месяцев назад

Rep. Byron Donalds ripped into Joe Kent’s resignation letter with three brutal takedowns, comparing it to throwing a hand grenade on the way out the door. DONALDS: “Number one, I think that it was really inappropriate for him to write a letter like that on his way out the door.” “That’s essentially trying to throw a hand grenade and while you shut the door and walk out. I think that’s wrong.” “Number two, it undermines the commander in chief.” “And I think it also undermines our military officials who are in that region right now.” “Number three, and more importantly, and I think this is really for the American people — Donald Trump is not going to be cowed by the Israeli government or any other government.” “And I would knowing him and knowing several members of the family, I mean, if you talk to members of his family, they don’t get him to make a decision.” “So how do you expect another force him to make a decision? That’s not accurate.” “I think the president looked at the information in real time and said this is what we need to do.” “And I think that was actually supported by the tweet that came out from DNI Gabbard, essentially saying, listen, the president looked at all the information and he made this decision.”

Rep. Byron Donalds ripped into Joe Kent’s resignation letter with three brutal takedowns, comparing it to throwing a hand grenade on the way out the door. DONALDS: “Number one, I think that it was really inappropriate for him to write a letter like that on his way out the door.” “That’s essentially trying to throw a hand grenade and while you shut the door and walk out. I think that’s wrong.” “Number two, it undermines the commander in chief.” “And I think it also undermines our military officials who are in that region right now.” “Number three, and more importantly, and I think this is really for the American people — Donald Trump is not going to be cowed by the Israeli government or any other government.” “And I would knowing him and knowing several members of the family, I mean, if you talk to members of his family, they don’t get him to make a decision.” “So how do you expect another force him to make a decision? That’s not accurate.” “I think the president looked at the information in real time and said this is what we need to do.” “And I think that was actually supported by the tweet that came out from DNI Gabbard, essentially saying, listen, the president looked at all the information and he made this decision.”

Overton

132,188 просмотров • 5 месяцев назад

"He’s like, You go watch that door. You go watch that door. You watch the front door. You watch the back door. I’ll be right back. He went in to the desk and took a huge sh*t. The next morning, he comes out and starts the muster with, “Who sh*t on my f*cking desk?”

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"He’s like, You go watch that door. You go watch that door. You watch the front door. You watch the back door. I’ll be right back. He went in to the desk and took a huge sht. The next morning, he comes out and starts the muster with, “Who sht on my f*cking desk?”

Shawn Ryan

146,782 просмотров • 4 месяцев назад

I believe Jesus is knocking on the door of some people's hearts who are watching this video. Is this you? Is He knocking on the door of your heart right now? Let Him in. It will be the greatest decision you ever make in life.

I believe Jesus is knocking on the door of some people's hearts who are watching this video. Is this you? Is He knocking on the door of your heart right now? Let Him in. It will be the greatest decision you ever make in life.

Tim Tebow

77,777 просмотров • 2 лет назад

OK SO FINALLY I have a means to show you what I have been saying for a while.......Watch this clip, share it, so people understand what we are saying here!!! In this Clip, JLR© is having a discussion with Watching the World , and we get to see that front door lock!! Here is what I have been saying.....The Front door is a material called EXPANDED METAL, YOU CAN SEE THROUGH IT. The Door IS a Security Door, that you would have to cut through with two locks. A Lock that can be unlocked via a key on the handle, and a DEADbolt lock that would be locked on the inside of the door. This PREVENTS someone from being able to attack you when you OPEN the HOUSE door that is inside it, and behind this screen door. That door only opens when that deadbolt is unlocked from inside! ALso notice we see NO damage to the door or frame in this video!!

OK SO FINALLY I have a means to show you what I have been saying for a while.......Watch this clip, share it, so people understand what we are saying here!!! In this Clip, JLR© is having a discussion with Watching the World , and we get to see that front door lock!! Here is what I have been saying.....The Front door is a material called EXPANDED METAL, YOU CAN SEE THROUGH IT. The Door IS a Security Door, that you would have to cut through with two locks. A Lock that can be unlocked via a key on the handle, and a DEADbolt lock that would be locked on the inside of the door. This PREVENTS someone from being able to attack you when you OPEN the HOUSE door that is inside it, and behind this screen door. That door only opens when that deadbolt is unlocked from inside! ALso notice we see NO damage to the door or frame in this video!!

Capt KEVman!!!

46,092 просмотров • 6 месяцев назад

As a young man in my early twenties, I’m unsure if I would have made the same decision as Michael Jordan…but what I do know is that these kind of sliding door moments are all around us every day… In different flavours and in varying degrees of influence…but they really are all around us. This can be as small as choosing to get up a little earlier, completing that bit of work that needs finishing rather than stopping, or reading those extra few pages to learn a little more (rather than skipping over them). Or it can be bigger moments - summoning up the courage to have that conversation that can make a difference to your career (rather than being passive from fear), or owning up to a mistake that has been costly to the people around you (rather than ignoring it and damaging relationships at a later time). I write all of this not because I’m some kind of machine that gets these moments right. I write this not because I’m someone who makes great decisions all the time and walks through the right door often. On the contrary, I regularly miss the door or walk with carefree abandon through the wrong one. I write this as a reminder to myself. Those sliding door moments are all around us. They impact our relationships, success and enjoyment at work, and experiences in life. Moments make a life. That’s worth thinking about daily…

As a young man in my early twenties, I’m unsure if I would have made the same decision as Michael Jordan…but what I do know is that these kind of sliding door moments are all around us every day… In different flavours and in varying degrees of influence…but they really are all around us. This can be as small as choosing to get up a little earlier, completing that bit of work that needs finishing rather than stopping, or reading those extra few pages to learn a little more (rather than skipping over them). Or it can be bigger moments - summoning up the courage to have that conversation that can make a difference to your career (rather than being passive from fear), or owning up to a mistake that has been costly to the people around you (rather than ignoring it and damaging relationships at a later time). I write all of this not because I’m some kind of machine that gets these moments right. I write this not because I’m someone who makes great decisions all the time and walks through the right door often. On the contrary, I regularly miss the door or walk with carefree abandon through the wrong one. I write this as a reminder to myself. Those sliding door moments are all around us. They impact our relationships, success and enjoyment at work, and experiences in life. Moments make a life. That’s worth thinking about daily…

Daniel Abrahams

48,092 просмотров • 7 месяцев назад

We are urging New Yorkers to always CLOSE THE DOOR behind you in a fire. A closed door can slow the spread of deadly smoke, heat and flames. It's a simple action that can make a life-saving difference. CLOSE THE DOOR!

We are urging New Yorkers to always CLOSE THE DOOR behind you in a fire. A closed door can slow the spread of deadly smoke, heat and flames. It's a simple action that can make a life-saving difference. CLOSE THE DOOR!

FDNY

252,268 просмотров • 3 месяцев назад

"One bad decision from the Supreme Court came down...and what it did was crack the door just enough...and now extremists across the country are trying to bang that door all the way down to try to create a license discriminate in every way" - Kelley Robinson w/ Nicolle Wallace

"One bad decision from the Supreme Court came down...and what it did was crack the door just enough...and now extremists across the country are trying to bang that door all the way down to try to create a license discriminate in every way" - Kelley Robinson w/ Nicolle Wallace

Deadline White House

14,470 просмотров • 3 лет назад

Jeff Bezos reveals why sleeping 4 hours a day would make him a worse CEO, not a better one: "On sleep I get 8 hours of sleep. I prioritize it unless I'm traveling in different time zones. Sometimes it's impossible but I am very focused on it. I think better, I have more energy, my mood is better" "Think about it as a senior executive, what do you really get paid to do? You get paid to make a small number of high-quality decisions. Your job is not to make thousands of decisions every day" "Let's say that I slept 6 hours a day. Well, let's go really crazy and say I slept 4 hours a day. Now I just got four so-called productive hours back. If I was going to have 12 hours of productive time during any waking day, now all of a sudden I have 16 productive hours. So I have 33% more time to make decisions. If I was going to make a hundred decisions, now I can make 133 decisions" "Is that really worth it if the quality of those decisions might be lower because you're tired or grouchy or any number of things?" "It's different if it's a startup company. When Amazon was a hundred people it's a different story. But Amazon's not a startup company and all of our senior executives operate the same way I do. They work in the future. They live in the future" "None of the people who report to me should really be focused on the current quarter. Sometimes we'll have a good quarterly conference call and Wall Street will like our quarterly results and people will stop me and say congratulations on your quarter. I say thank you, but what I'm really thinking is that quarter was baked three years ago. Right now I'm working on a quarter that's going to reveal itself sometime in the future" "Why do I need to make a hundred decisions today? If I make three good decisions a day that's enough. And they should just be as high quality as I can make them. Warren Buffett says he's good if he makes three good decisions a year"

Jeff Bezos reveals why sleeping 4 hours a day would make him a worse CEO, not a better one: "On sleep I get 8 hours of sleep. I prioritize it unless I'm traveling in different time zones. Sometimes it's impossible but I am very focused on it. I think better, I have more energy, my mood is better" "Think about it as a senior executive, what do you really get paid to do? You get paid to make a small number of high-quality decisions. Your job is not to make thousands of decisions every day" "Let's say that I slept 6 hours a day. Well, let's go really crazy and say I slept 4 hours a day. Now I just got four so-called productive hours back. If I was going to have 12 hours of productive time during any waking day, now all of a sudden I have 16 productive hours. So I have 33% more time to make decisions. If I was going to make a hundred decisions, now I can make 133 decisions" "Is that really worth it if the quality of those decisions might be lower because you're tired or grouchy or any number of things?" "It's different if it's a startup company. When Amazon was a hundred people it's a different story. But Amazon's not a startup company and all of our senior executives operate the same way I do. They work in the future. They live in the future" "None of the people who report to me should really be focused on the current quarter. Sometimes we'll have a good quarterly conference call and Wall Street will like our quarterly results and people will stop me and say congratulations on your quarter. I say thank you, but what I'm really thinking is that quarter was baked three years ago. Right now I'm working on a quarter that's going to reveal itself sometime in the future" "Why do I need to make a hundred decisions today? If I make three good decisions a day that's enough. And they should just be as high quality as I can make them. Warren Buffett says he's good if he makes three good decisions a year"

Jaynit

210,153 просмотров • 1 месяц назад

“Of all the times I’ve seen you, you were at your lowest point back then. So after I hung out at your place with you, and it was time for me to go home, one time I was at the door holding the door knob, and I said ‘Yoongi, are you sure you’ll be ok alone?’”

“Of all the times I’ve seen you, you were at your lowest point back then. So after I hung out at your place with you, and it was time for me to go home, one time I was at the door holding the door knob, and I said ‘Yoongi, are you sure you’ll be ok alone?’”

Daily Suchwita

54,451 просмотров • 10 месяцев назад

🚨 JUST IN: JD Vance responds to the resignation of NCTC Director Joe Kent, who opposed the Iran strikes "It's one thing to have a disagreement of opinion." "That said...when POTUS makes a decision, it's your job to help make that decision as effective and successful as possible." "If you are on the team and you can't help implement the decisions of his administration, he has the right to make those decisions, then it's a good thing for you to resign." "And I think that's exactly right. It's fine to disagree, but once the President makes a decision, it's up to everybody who serves in his administration to make it as successful as possible." "That's how I do my job, and I think that's how everybody in the administration should do their job too." 🇺🇸

🚨 JUST IN: JD Vance responds to the resignation of NCTC Director Joe Kent, who opposed the Iran strikes "It's one thing to have a disagreement of opinion." "That said...when POTUS makes a decision, it's your job to help make that decision as effective and successful as possible." "If you are on the team and you can't help implement the decisions of his administration, he has the right to make those decisions, then it's a good thing for you to resign." "And I think that's exactly right. It's fine to disagree, but once the President makes a decision, it's up to everybody who serves in his administration to make it as successful as possible." "That's how I do my job, and I think that's how everybody in the administration should do their job too." 🇺🇸

Eric Daugherty

478,021 просмотров • 5 месяцев назад

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.

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

36,084 просмотров • 2 лет назад

Yvonne: Are you interested in running for Presidency? Edwin Sifuna: I don’t make unilateral decisions. That decision has to made together with the people so that it is a decision that is owned by everyone and not just Sifuna. However, I am not one to run away from responsibility. If the people feel that this is the best way for us to proceed, we will not say no #CitizenExplainer

Yvonne: Are you interested in running for Presidency? Edwin Sifuna: I don’t make unilateral decisions. That decision has to made together with the people so that it is a decision that is owned by everyone and not just Sifuna. However, I am not one to run away from responsibility. If the people feel that this is the best way for us to proceed, we will not say no #CitizenExplainer

Citizen TV Kenya

286,562 просмотров • 29 дней назад

Liam Coen says analytics should inform decisions, never make them “We leverage analytics. Absolutely. We leverage it for the data and the information to make a decision, not to make the decision. That’s not how it goes. Ever.” “You have the data, AI, analytics, it is unreal. What are the true decisions that lie in the moment, in the now? What are the facts that you need to know? That’s great to leverage.” “We have game management. We have an analytics department to gather that information. But we are not making decisions solely based on those numbers. Ultimately, it has to come from the gut and from yourself.” “Is this the best decision for the Jacksonville Jaguars right now? Because that’s all you can live in. You’re living in every single play.” “I’m going to lean aggressive offensively, especially in year one when you’re trying to instill confidence. You’re trying to instill a mindset of, ‘Yeah, we are good.’ I believe we can go get fourth-and-two. We can.” “We talk about momentum a lot as a team. You can feel that. You can feel momentum. You know when you got it and you know when you don’t. I feed off that as a coach and I feed off the player’s energy on the grass and when they have confidence and momentum I want to roll with it, I want to keep it.” “When you have it you wanna stomp on it, you want to make them feel it.. That’s where the aggression comes in, you want to hold onto that and put your foot on the pedal. And as you grow as a coach there are times where you might be like, ‘Alright, may need to kick here. It’s going to be one of those kind of games.’” “So you have to be prepared, know your gut, go with your gut, feel this, all that’s going on around you, and make the best educated decision.”

Liam Coen says analytics should inform decisions, never make them “We leverage analytics. Absolutely. We leverage it for the data and the information to make a decision, not to make the decision. That’s not how it goes. Ever.” “You have the data, AI, analytics, it is unreal. What are the true decisions that lie in the moment, in the now? What are the facts that you need to know? That’s great to leverage.” “We have game management. We have an analytics department to gather that information. But we are not making decisions solely based on those numbers. Ultimately, it has to come from the gut and from yourself.” “Is this the best decision for the Jacksonville Jaguars right now? Because that’s all you can live in. You’re living in every single play.” “I’m going to lean aggressive offensively, especially in year one when you’re trying to instill confidence. You’re trying to instill a mindset of, ‘Yeah, we are good.’ I believe we can go get fourth-and-two. We can.” “We talk about momentum a lot as a team. You can feel that. You can feel momentum. You know when you got it and you know when you don’t. I feed off that as a coach and I feed off the player’s energy on the grass and when they have confidence and momentum I want to roll with it, I want to keep it.” “When you have it you wanna stomp on it, you want to make them feel it.. That’s where the aggression comes in, you want to hold onto that and put your foot on the pedal. And as you grow as a coach there are times where you might be like, ‘Alright, may need to kick here. It’s going to be one of those kind of games.’” “So you have to be prepared, know your gut, go with your gut, feel this, all that’s going on around you, and make the best educated decision.”

Josh Chambers

10,496 просмотров • 6 дней назад

ATTKISSON: You and Elon Musk talked about auditing the gold to make sure it's there... PRESIDENT TRUMP: Well, we wanted to go knock on the door, Fort Knox, very thick door, and to see whether or not we have any gold in there... I wonder if they left the gold in Fort Knox, because they steal a lot.

ATTKISSON: You and Elon Musk talked about auditing the gold to make sure it's there... PRESIDENT TRUMP: Well, we wanted to go knock on the door, Fort Knox, very thick door, and to see whether or not we have any gold in there... I wonder if they left the gold in Fort Knox, because they steal a lot.

Donald J Trump Posts TruthSocial

32,525 просмотров • 3 месяцев назад

If you’ve ever made a wrong decision in your life, let the fact that you chose to love and support Lionel Messi make up for it. Because when it comes to making the best decisions for yourself, choosing Messi is right up there with the very best🥹🥹

If you’ve ever made a wrong decision in your life, let the fact that you chose to love and support Lionel Messi make up for it. Because when it comes to making the best decisions for yourself, choosing Messi is right up there with the very best🥹🥹

Morenikeji

37,165 просмотров • 2 месяцев назад

Jeff Bezos explains what it means to disagree and commit “Disagree and commit is a really important principle that saves a lot of arguing.” There will be disagreements in any endeavor in life where you have teammates. “In society, and inside companies, we have a bunch of mechanisms we use to resolve disputes. And a lot of them are really bad. An example of a really bad way of coming to an agreement is compromise.” He continues: “The advantage of compromise as a resolution mechanism is that it’s low energy, but it doesn’t lead to truth… You shouldn’t allow compromise to be used when you can know the truth.” Another bad resolution mechanism is the more stubborn person winning: “You have two executives who disagree and they just have a war of attrition. And whichever one gets exhausted first, capitulates to the other one. Again you haven’t arrived at truth and it’s very demoralizing.” Jeff tells people on his team to never get to a point where you’re resolving something by who gets exhausted first: “Escalate that. I’ll help you make the decision.” When making decisions, you want to get as close to the truth as possible: “Exhausting the other person is not truth-seeking. And compromise is not truth-seeking.” But there are a lot of cases where no one knows the real truth and that’s where “disagree and commit” comes in: “Escalation is better than war of attrition. Escalate to your boss and say ‘we can’t agree on this. We like each other and respect each other, but we strongly disagree with each other and need you to make a decision so we can move forward.’ Decisiveness and moving forward on decisions as quickly as you responsibly can is how you increase velocity. Most of what slows things down is taking too long to make decisions.” Companies tend to organize hierarchically in which the more senior person ultimately makes the decision. But as Jeff explains in the clip below, that wasn’t always the case—he would often be the one to disagree and commit: “I would often say: ‘You know what, I don’t think you’re right. But I’m going to gamble with you and you’re closer to the ground truth than I am. I’ve known you for 20 years—you have great judgement. I don’t know that I’m right either—all of these decisions are complicated. Let’s do it your way.’ But at least then you’ve made a decision, and I’m agreeing to commit to that decision. I’m not going to be second guessing it. I’m not going to be sniping at it. I’m not going to be saying ‘I told you so.’ I’m going to actively try to make sure it works. That’s a really important teammate behavior.”

Jeff Bezos explains what it means to disagree and commit “Disagree and commit is a really important principle that saves a lot of arguing.” There will be disagreements in any endeavor in life where you have teammates. “In society, and inside companies, we have a bunch of mechanisms we use to resolve disputes. And a lot of them are really bad. An example of a really bad way of coming to an agreement is compromise.” He continues: “The advantage of compromise as a resolution mechanism is that it’s low energy, but it doesn’t lead to truth… You shouldn’t allow compromise to be used when you can know the truth.” Another bad resolution mechanism is the more stubborn person winning: “You have two executives who disagree and they just have a war of attrition. And whichever one gets exhausted first, capitulates to the other one. Again you haven’t arrived at truth and it’s very demoralizing.” Jeff tells people on his team to never get to a point where you’re resolving something by who gets exhausted first: “Escalate that. I’ll help you make the decision.” When making decisions, you want to get as close to the truth as possible: “Exhausting the other person is not truth-seeking. And compromise is not truth-seeking.” But there are a lot of cases where no one knows the real truth and that’s where “disagree and commit” comes in: “Escalation is better than war of attrition. Escalate to your boss and say ‘we can’t agree on this. We like each other and respect each other, but we strongly disagree with each other and need you to make a decision so we can move forward.’ Decisiveness and moving forward on decisions as quickly as you responsibly can is how you increase velocity. Most of what slows things down is taking too long to make decisions.” Companies tend to organize hierarchically in which the more senior person ultimately makes the decision. But as Jeff explains in the clip below, that wasn’t always the case—he would often be the one to disagree and commit: “I would often say: ‘You know what, I don’t think you’re right. But I’m going to gamble with you and you’re closer to the ground truth than I am. I’ve known you for 20 years—you have great judgement. I don’t know that I’m right either—all of these decisions are complicated. Let’s do it your way.’ But at least then you’ve made a decision, and I’m agreeing to commit to that decision. I’m not going to be second guessing it. I’m not going to be sniping at it. I’m not going to be saying ‘I told you so.’ I’m going to actively try to make sure it works. That’s a really important teammate behavior.”

Startup Archive

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