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Leadership is the ability to solve problems. Seek problems because they reveal paths toward growth. But the best leaders don't just problem solve—they empower those they lead to take ownership, allowing them reps at problem solving, and creating more leaders in the process.

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Buzz Williams

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28,439 просмотров • 1 год назад •via X (Twitter)

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Dr. Phil Goes Off Script With Stunning Criticism of the US Government “We got people in charge of solving problems that don’t really want to solve them because their job depends on having that problem. “They need that problem to justify their existence. They need that problem to maintain this huge bureaucracy, to maintain this big budget, this big agency. They need that problem to exist. I think we’ve got people in charge of solving problems that are not problem solvers.”

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Improve your problem-solving abilities. Prompt: "Your job is to solve problems. Give me a step-by-step guide to solve this problem: [insert]."
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Improve your problem-solving abilities. Prompt: "Your job is to solve problems. Give me a step-by-step guide to solve this problem: [insert]."

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Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”
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