Seth Godin Quotes

We’re not born to be selfish. And the economics of living in community make it clear that short-term hustle rarely benefits anyone. But when you’re flailing and looking for something (anything) to stand on, there’s pressure to choose the selfish path. To a drowning man, everyone else is a stepping-stone to safety.

The linchpin has figured out that we get only a certain number of brain cycles to spend each day. Spending even one on a situation out of our control has a significant opportunity cost.

Transparency in the traditional school might destroy it.

If you can't be remarkable, perhaps you should consider doing nothing until you can.

The opportunity cost of investing your life in something that’s not going to get better is just too high.

It doesn’t hurt to ask Actually, it does hurt. It does hurt to ask the wrong way, to ask without preparation, to ask without permission. It hurts because you never get another chance to ask right.

We drink the can, not the beverage.

Art, at least art as I define it, is the intentional act of using your humanity to create a change in another person.

For many of us, the happiest future is one that's precisely like the past, except a little better

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working — she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at le

If times are tough, your peers and your boss may very well say that you can’t afford to be remarkable. After all, we have to conserve, to play it safe; we don’t have the money to make a mistake. In good times, however, those same people will tell you to relax, take it easy; we can afford to be conservative, to play it safe.

People don't believe what you tell them.
They rarely believe what you show them.
They often believe what their friends tell them.
They always believe what they tell themselves.
What leaders do: they give people stories they can tell themselves. Stories about the future and about the change.

Persistent, consistent, and frequent stories, delivered to an aligned audience, will earn attention, trust, and action.

Forty years ago, Richard Branson, who ultimately founded Virgin Air, found himself in a similar situation in an airport in the Caribbean. They had just canceled his flight, the only flight that day. Instead of freaking out about how essential the flight was, how badly his day was ruined, how his entire career was now in jeopardy, the young Branson walked across the airport to the charter desk and inquired about the cost of chartering a flight out of Puerto Rico. Then he borrowed a portable blackboard and wrote, “Seats to Virgin Islands, $39.” He went back to his gate, sold enough seats to his fellow passengers to completely cover his costs, and made it home on time. Not to mention planting the seeds for the airline he’d start decades later. Sounds like the kind of person you’d like to hire

The most important lesson I can share about brand marketing is this: you definitely, certainly, and surely don’t have enough time and money to build a brand for everyone. You can’t. Don’t try. Be specific. Be very specific.