Startup•Jan 30, 2025•English
- Say different things to each person you meet.
- A CEO’s leadership comes from consistency. As the organization grows, it becomes more important.
- Don’t think of something as A, but tell the developer it’s B, the designer it’s C, and the investor it’s D. When asked later why he did that, he said he did it because he thought things would work out that way. Don't be funny. You are the culprit that makes things go wrong.
- Juggling like this becomes exponentially more difficult as the number of balls increases. It's only a matter of time before you drop the ball and break it.
- Habitually falsifying numbers in reports.
- It's literally habitual. This is because if you ask when the number is wrong, it is not an intentional attempt to deceive, but rather a positive biased answer.
- 10 years ago, when I was working at Coupang, I heard many times the complaint, 'Koreans don't do things as they are when reporting, so what they block with a hoe often ends up being blocked with phlegm later, so I'll turn around.' Let's not do this.
- The reason this is fatal is because it prevents you from making the necessary decisions at the right time. A good business cannot exist without good decisions.
- Don’t know or don’t decide what the outcome is.
- Working hard and achieving results are different. When there is a purpose and the results that achieve that purpose are clear, you can say that you are good at what you are good at and that you are bad at what you are bad at.
- Drawing a vague picture of the organization's performance and thinking that it will do this well on its own always fails. Employees are strengthened by doing what they want to do, not what they have to do.
- Organizations where performance and its measurement are unclear usually place importance on attendance. Because that is the only measure of evaluation.
Let's get to work. Don't become a bottleneck yourself. Let's lead the performance. If you are good at just this, you are in the top 10%.