If you're an outlier, high in compassion, creativity, abstract thinking, courage, or standard of quality, you will feel rejected, unloved, and misunderstood. There is no significant history of people like this having easy lives. Keep going anyhow.

Ok first off thanks for taking the time to say this. If we treat justifiability as a scale, I’d say at best it’s 5/10 justifiably unbelievable since that’s where the scale starts using logic instead of heuristics. The issue here is called the Strawman fallacy. It’s where the argument depends entirely on black and white scenarios and falls apart in all shades of gray. The foundational reason that ideas matter more than execution is that all execution is on an idea. The execution of a bad, moderate, or great idea ultimately determines the outcome. I won’t take the magic away from how much ideation happens during execution, but even then, a genuinely bad idea renders exceptional execution worthless. And a genuinely great idea means even poor execution is successful (I won’t name names but Salesforce). The point of this exercise is to move some intellectual burden to the ideation phase. If you live long enough (and intellectually enough) in the business world, you will realize that most ideas are completely idiotic and have failed to consider even the most basic logical analysis. Moving those ideas forward into execution is just wasting resources. If you instead start focusing on how ideation is treated, you’ll quickly see how hostile most people are toward great thinking. They won’t allow it, they won’t nurture it, and they are insecure about it. Ultimately, great ideation is rare, so we move the burden to execution to solve the problems poor ideation left dangling.

@ZivanaLewis (great ideas and thinking)

@Jowanza Love this

@EdLatimore Some of it is hard to stomach. But better to puke than be naive.

Tough love comes from people believing in you more than you believe in yourself.

It's almost like if two people engineered a nozzle. One that works and one that doesn't. To most people, it would look like two CAD designs for a nozzle. It would be hard or even impossible to tell that one had success and the other had failure designed into it.

I love it when stuff like this happens. It allows people to witness the difference between how [who they do admire] performs and how [who they should admire] performs.

Be proud of yourself if you want to get it right, if you want to make customers happy, and if you can set ego aside and hear when you’re wrong. You are in the tiny minority of great professionals who create tailwinds instead of headwinds.

The mentality your people are in is not an HR responsibility, optimizing human performance is not an HR function, and there is no HR solution to a mentality problem. It is purely an operational responsibility, function, and solution.

Just to be clear, this isn’t a correction of @naval’s rightness in any way. Just an antithesis to explore.

@shreyas "As per my last prompt"

@SecretCFO @privateinequity @elonmusk Exactly. Always interesting to see the surface level misreads from people. Tells you a lot about how people are processing the world around them.

The overwhelming majority of execution problems are hiring problems, clarity problems, strategy problems, culture problems, tool problems, and interpersonal problems. There is a near-zero chance you actually have an “execution” problem. Check that list (in order).

@SherriDouville Simply a hiring issue in all likelihood. If we have hired people who do not take action, that’s on us. It’s fairly easy to see whether or not someone is a person of action. There could beg other factors, but most of them are actually on us.

@shaundavin13 That’s what I fear but at the same time feel like that is fixable if we start to think more clearly, parse more precisely, and spot the differences that constitute great ideas.