His point is that computers are very complex things, more complex than those of us familiar with them think they are. A person can be intelligent, highly specialised, well educated, and still not be interested in learning how to properly use a computer. Why should they? Computers are more complex than they have to be and the payoff for understanding that complexity is, for most people, very limited.
Great XKCD today:
I'm pretty sure some people feel the same way about snails and frogs...
A little while ago, Amanda from Lattice Engines interviewed SaaStr on Sales and Marketing Alignment and related topics.
While I hate the term “alignment” from my days as a F500 VP, if the term every were to be used in a useful way in a SaaS start-up, it’s the way your VP Sales and VP Marketing should be joined at the hip.
They should be the Mom and Dad of marketing (no gender attribution intended). If they don’t worktogether like a well-oiled machine — and surprisingly, often they don’t — you’ll have a real problem on your hands trying to scale.
Although many job interview books and articles focus on technical questions, they typically at least touch upon the importance of dress, communication skills, general people skills, and likability. However, there's one aspect that seems rarely discussed relative to its importance: passion.
Some cool pictures of what planets would look like if they were as close to Earth as the moon is. For instance, Mars would look like this:
Via Peter Levine, 4 great lessons from an amazing leader:
I recently had the privilege of hosting a fireside chat with Lieutenant General John Vines, who is regarded as one of the most influential U.S. military leaders of the past twenty years. [...] At the time, he was the only military general to lead combat operations in both Iraq and Afghanistan in the post 9-11 era, overseeing an organization of more than 160,000 troops.
For a man of his stature, he’s refreshingly humble. He jokes that he was the only guy to cause Defense Secretary Donald Rumsfeld to lose his voice from screaming at him in two separate wars. The General is one of those people with whom you want to hang out after spending only a few minutes with him. No wonder he is such an extraordinary leader.
During our conversation there were many leadership lessons from his experience that are highly relevant to entrepreneurs and CEOs.
Interesting article on the mechanisms of how experts think:
Adriaan de Groot, a chess master and psychologist, studied expertise by showing a chess position to players of different ranks. He found that grandmasters evaluated few moves and re-evaluated them less often than other players. One grandmaster evaluated one move twice, then evaluated another and played it. It was the best possible move.
This was generally true: Grandmasters never considered moves that were not one of the top five best possible moves. Other players considered moves as poor as twenty-second-best. The less expert the player, the more options they considered, the more evaluations they made, and the worse their eventual move was.
Medium's newsletter is proving to be a great source of interesting content, alongside Quora's.
Great advice from Paul Graham:
One of the most common types of advice we give at Y Combinator is to do things that don't scale. A lot of would-be founders believe that startups either take off or don't. You build something, make it available, and if you've made a better mousetrap, people beat a path to your door as promised. Or they don't, in which case the market must not exist.Actually startups take off because the founders make them take off. There may be a handful that just grew by themselves, but usually it takes some sort of push to get them going. A good metaphor would be the cranks that car engines had before they got electric starters. Once the engine was going, it would keep going, but there was a separate and laborious process to get it going.