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Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries. No part of this book may be reproduced or transmitted in any form or by any means, electronic Introduction: Steve Jobs and the “Vision Thing” Quotations. PDF | On Mar 1, , Chaya Bagrecha and others published Steve Jobs (from to Walter Isaacson has recounted the life of Steve Jobs.
Polite and velvety leaders, who take care to avoid bruising others, are generally not as effective at forcing change. Witness the strong cultures that he vices. At other times it could be terrifying, such as when he was fulminating about Google or Microsoft ripping off Apple. By abhimanyu singh. He has more operational power than anyone else at Apple except me.
Skip to main content. Log In Sign Up. The Steve Jobs Way. Saba Mughal. He was in- market success, but should they as- tensely focused when committed, pire to lead like him?
Before doing confident enough to take risky leaps, so, they should dig into his manage- and charismatic enough to enlist le- ment style. Jobs the leader was at gions of employees and customers in once dynamic and controversial, the relentless pursuit of his aspira- and his success relied heavily on the tions. He was also interpersonally genius of Jobs the innovator.
Many other prominent leaders impatient, stubborn, and hypercriti- leave legacies that become clear only cal, if not downright cruel at times. Jobs pursued Isaac- ganizational mentor who in many son, a former CEO of CNN and ways contrasted with the hero model managing editor of Time, for five of a century prior. On the one hand, the successful leader was his much-laud- two from now. Witness the strong cultures that he vices. In his relentless pur- suit of top talent, he was able to cre- ate highly skilled organizations.
But fostered at his companies: Even customers in a way few leaders had he also missed the potential contri- through the 10 years he was exiled done before served as a salve to his bution of many people who were not from Apple, the underlying essence gruff personal style.
It is surprising, how stayed alive. On the other hand, much attention to product and de- however, that many of the people sign detail as Jobs did.
He always Jobs abandoned along the way re- considered simplicity, functionality, tained a grudging respect for his and consumer appeal before cost ef- positive qualities — and a few even ficiency, sales volume, or even profit.
In these respects, Jobs had a highly effective modus Jobs was an entrepreneurial leader in operandi with a dark side. He always the mode of Walt Disney and Edwin challenged teams — from those Land, both of whom he admired. Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: At a time when America is seeking ways to sustain its innovative edge, and when societies around the world are trying to build digital-age economies, Jobs stands as the ultimate icon of inventiveness and applied imagination.
He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering. Although Jobs cooperated with this book, he asked for no control over what was written nor even the right to read it before it was published.
He put nothing off-limits. He encouraged the people he knew to speak honestly. And Jobs speaks candidly, sometimes brutally so, about the people he worked with and competed against. His friends, foes, and colleagues provide an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and the innovative products that resulted.
Driven by demons, Jobs could drive those around him to fury and despair. His tale is instructive and cautionary, filled with lessons about innovation, character, leadership, and values.
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Excerpt 1 His personality was reflected in the products he created. His passions, perfectionism, demons, desires, artistry, devilry, and obsession for control were integrally connected to his approach to business and the products that resulted.
His silences could be as searing as his rants; he had taught himself to stare without blinking. At other times it could be terrifying, such as when he was fulminating about Google or Microsoft ripping off Apple. This intensity encouraged a binary view of the world. You were either one or the other, sometimes on the same day.
The same was true of products, ideas, even food: As a result, any perceived flaw could set off a rant. His quest for perfection led to his compulsion for Apple to have end-to-end control of every product that it made.
This ability to integrate hardware and software and content into one unified system enabled him to impose simplicity. Excerpt 2 For Jobs, belief in an integrated approach was a matter of righteousness.
Their lives are crowded; they have other things to do than think about how to integrate their computers and devices. But in a world filled with junky devices, inscrutable error messages, and annoying interfaces, it led to astonishing products marked by beguiling user experiences.
Using an Apple product could be as sublime as walking in one of the Zen gardens of Kyoto that Jobs loved, and neither experience was created by worshipping at the altar of openness or by letting a thousand flowers bloom. He would set priorities, aim his laser attention on them, and filter out distractions.
If something engaged him—the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store—he was relentless.
But if he did not want to deal with something—a legal annoyance, a business issue, his cancer diagnosis, a family tug—he would resolutely ignore it. That focus allowed him to say no.
He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options. He attributed his ability to focus and his love of simplicity to his Zen training. It honed his appreciation for intuition, showed him how to filter out anything that was distracting or unnecessary, and nurtured in him an aesthetic based on minimalism. Unfortunately his Zen training never quite produced in him a Zen-like calm or inner serenity, and that too is part of his legacy.
He was often tightly coiled and impatient, traits he made no effort to hide. Most people have a regulator between their mind and mouth that modulates their brutish sentiments and spikiest impulses. Not Jobs.
He made a point of being brutally honest. This made him charismatic and inspiring, yet also, to use the technical term, an asshole at times. Jobs claimed it was the former. But I think he actually could have controlled himself, if he had wanted. When he hurt people, it was not because he was lacking in emotional awareness. Quite the contrary: