Quotes About Development

the quality of the mothering we receive so powerfully shapes our development.

From an evolutionary perspective, we first developed a survival brain (called the reptilian system), then an emotional brain (the limbic system), and finally a thinking brain (the neocortex).

Although the number of these alters varies widely, the average is about ten, and research suggests that the average age at which alters begin developing is just under six years old.30 The transition from one personality to another (called switching) is most often sudden and triggered by some environmental cue.

Migration had brought development, to a degree that no one had imagined. And development brought more migration.

The idea that you'll instantly move needles because you've never tried to move them until now is, well, delusional. Sometimes you get lucky and things are as easy as you had imagined, but that's rarely the case. Most conversion work, most business-development work, most sales work is a grind —a lot of effort for a little movement. You pile those little movements into a big one eventually, but that fruit is way up at the top of the tree.

You don't create a culture. It happens. This is why new companies don't have a culture. Culture is the by-product of consistent behavior.

It begins with this idea: Your company is a product. Yes, the things you make are products (or services), but your company is the thing that makes those things. That's why your company should be your best product.

And, ultimately, you can't develop a calm culture if you're constantly fretting about what the best practices prescribe and whether you're measuring or messing up.

If you want to make a product better, you have to keep tweaking, revising, and iterating. The same thing is true with a company.

Long projects zap morale. The longer it takes to develop, the less likely it is to launch. Make the call, make progress, and get something out now—while you've got the motivation and momentum to do so.

In this world very few leaps of progress arrive exclusively as benefits

No one knows who you are right now. And that's just fine. Being obscure is a great position to be in. Be happy you're in the shadows. Use this time to make mistakes without the whole world hearing about them. Keep tweaking. Work out the kinks. Test random ideas. Try new things. No one knows you, so it's no big deal if you mess up. Obscurity helps protect your ego and preserve your confidence.

As a manager, you have to accept the fact that people will make mistakes, but not intentionally, and that mistakes are the price of learning and self-sufficiency.

People are curious about how things are made.

Grow slow and see what feels right—premature hiring is the death of many companies. And avoid huge growth spurts too—they can cause you to skip right over your appropriate size.

You have to revisit anyway The fact is that everyone has scalability issues, no one can deal with their service going from zero to a few million users without revisiting almost every aspect of their design and architecture. -Dare Obasanjo, Microsoft

Most work is not coming up with The Next Big Thing. Rather, it's making better the thing you already thought of six months—or six years—ago. It's the work of work.

Believe it or not, the bigger problem isn't scaling, it's getting to the point where you have to scale. Without the first problem you won't have the second.

Así que formúlate la pregunta: «¿Qué podemos lograr en dos semanas?» Y hazlo. Preséntalo y deja que la gente lo use, lo pruebe, juegue con ello o lo que sea. Cuanto antes llegue a manos de tus clientes, mejor te irá a ti.

I have never let my schooling interfere with my education. —MARK TWAIN   There

Creativity, progress, and impact do not yield to brute force.

Failure is not a prerequisite for success.

But after that, the curve flattens out. There's surprisingly little difference between a candidate with six months of experience and one with six years. The real difference comes from the individual's dedication, personality, and intelligence.

Rockstar environments develop out of trust, autonomy, and responsibility. They're a result of giving people the privacy, workspace, and tools they deserve. Great environments show respect for the people who do the work and how they do it.