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  • The greatest people are self-managing.

  • They don't need to be managed.

  • If they know

  • Once they know what to do,

  • they'll go figure out how to do it,

  • and they don't need to be managed at all.

  • What they need is a common vision,

  • and that's what leadership is.

  • What leadership is is having a vision, being able to articulate that so the people around you can understand it,

  • and getting a consensus on a common vision.

  • We wanted people that were insanely great at what they did,

  • but were not necessarily those seasoned professionals,

  • but who had at the tips of their fingers

  • and in their passion the latest understanding of where technology was

  • and what we could do with that technology,

  • and we wanted to bring that to lots of people.

  • So the neatest thing that happens

  • is when you get a core group of, you know, ten great people,

  • it becomes self-policing as to who they let into that group.

  • So I consider the most important job of someone like myself is recruiting.

  • We agonized over hiring.

  • We had interviews.

  • I'd go back and look at some of the interviews again.

  • They would start at 9:00 or 10:00 in the morning and go through dinner.

  • A new interviewee would talk to everybody in the building at least once

  • and maybe a couple times,

  • and then come back for another round of interviews,

  • and then we'd all get together and talk about it.

  • And then they'd fill out an application.

  • [laughing]

  • No, they never filled out an application.

  • The critical part of the interview, at least to my mind,

  • was when we finally decided we liked them enough

  • to show them the Macintosh prototype

  • and then we sat them down in front of it.

  • If they were just kind of bored, or saidThis is a nice computer,”

  • we didn't want them.

  • We wanted their eyes to light up

  • and for them to get really excited,

  • and then we knew they were one of us.

  • And everybody just wanted to work.

  • Not because it was work that had to be done,

  • but it was because something we really believed in

  • that was just going to really make a difference.

  • And that's what kept the whole thing going.

  • We all wanted exactly the same thing,

  • instead of spending our time arguing about what the computer should be.

  • We all knew what the computer should be,

  • and we just went and did it.

  • We went through that stage in Apple where we went out and thought oh,

  • we're gonna be a big company, let's hire professional management.

  • We went out and hired a bunch of professional management

  • It didn't work at all.

  • Most of them were bozos.

  • They knew how to manage,

  • but they didn't know how to do anything!

  • And so, if you're a great person,

  • why do you want to work for somebody you can't learn anything from?

  • And you know what's interesting,

  • you know who the best managers are?

  • They're the great individual contributors,

  • who never ever want to be a manager,

  • but decide they have to be a manager

  • because no one else is going to be able to do as good a job as them.

  • [male narrator] After hiring two professional managers

  • from outside the company and firing them both,

  • Jobs gambled on Debby Coleman, a member of the Macintosh team.

  • Thirty-two years old,

  • an English Literature major with an MBA from Stanford,

  • Debbie was a financial manager with no experience in manufacturing.

  • I mean, there's no way in the world anybody else

  • would give me this chance to run this kind of operation,

  • and I don't kid myself about that.

  • It's an incredible, high risk

  • both for myself, personally and professionally,

  • and for Apple as a company,

  • to put a person like myself in this job.

  • I mean, they're really betting on a lot of things.

  • We're betting that my skills at organizational effectiveness,

  • you know, override all lack of technology,

  • lack of experience, lack of, you know, time in manufacturing.

  • So, it's a big risk,

  • and I'm just an example in every single person on the Mac team,

  • almost to your entry-level person,

  • you could say that about.

  • This is a place where people were afforded incredibly unique opportunities

  • to prove that they could do

  • they could write the book again.

  • [narrator] Inscribed inside the casing of every Macintosh,

  • unseen by the consumer,

  • are the signatures of the whole team.

  • This is Apple's way of affirming that their latest innovation

  • is a product of the individuals who created it,

  • not the corporation.

The greatest people are self-managing.

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A2 US macintosh manager wanted apple professional people

Young Steve Jobs on how to hire, manage, and lead people - MUST WATCH

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    Samuel posted on 2018/01/25
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