Walter Isaacson Quotes

Socrates’ method of building an argument through gentle queries, he “dropped my abrupt contradiction” style of argument and “put on the humbler enquirer” of the Socratic method. By asking what seemed to be innocent questions, Franklin would draw people into making concessions that would gradually prove whatever point he was trying to assert.

In addition to his instinct for discerning patterns across disciplines, Leonardo honed two other traits that aided his scientific pursuits: an omnivorous curiosity, which bordered on the fanatical, and an acute power of observation, which was eerily intense. Like much with Leonardo, these were interconnected. Any person who puts “Describe the tongue of the woodpecker” on his to-do list is overendowed with the combination of curiosity and acuity. His curiosity, like that of Einstein, often was about phenomena that most people over the age of ten no longer puzzle about: Why is the sky blue? How are clouds formed? Why can our eyes see only in a straight line? What is yawning? Einstein said he marveled about questions others found mundane because he was slow in learning to talk as a child. For Leonardo, this talent may have been connected to growing up with a love of nature while not being overly schooled in received wisdom.

He was a loner with an intimate bond to humanity, a rebel who was suffused with reverence. And thus it was that an imaginative, impertinent patent clerk became the mind reader of the creator of the cosmos, the locksmith of the mysteries of the atom and the universe.

It takes a lot of hard work,” he said, “to make something simple,

"The thing that struck me was his intensity. Whatever he was interested in he would generally carry to an irrational extreme." Jobs had honed his trick of using stares and silences to master other people. " One of his numbers was to stare at the person he was talking to. He would stare into their fucking eyeballs, ask some question, and would want a response without the other person averting their eyes."

If you were negative or thought something couldn’t be done, you were not invited to the next meeting,” Mueller recalls. “He just wanted people who would make things happen.

Customers don't know what they want until we've shown them.

You read everything — that’s part of the job,” he said. “You accumulate all this trivia, and you hope that someday maybe a millionth of it will be useful.

Coming back to America was, for me, much more of a cultural shock than going to India. The people in the Indian countryside don’t use their intellect like we do, they use their intuition instead, and their intuition is far more developed than in the rest of the world. Intuition is a very powerful thing, more powerful than intellect, in my opinion. That’s had a big impact on my work. Western rational thought is not an innate human characteristic; it is learned and is the great achievement of Western civilization. In the villages of India, they never learned it. They learned something else, which is in some ways just as valuable but in other ways is not. That’s the power of intuition and experiential wisdom. Coming back after seven months in Indian villages, I saw the craziness of the Western world as well as its capacity for rational thought. If you just sit and observe, you will see how restless your mind is. If you try to calm it, it only makes it worse, but over time it does calm, and when it does, there’s room to hear more subtle things — that’s when your intuition starts to blossom and you start to see things more clearly and be in the present more. Your mind just slows down, and you see a tremendous expanse in the moment. You see so much more than you could see before. It’s a discipline; you have to practice it. Zen has been a deep influence in my life ever since. At one point I was thinking about going to Japan and trying to get into the Eihei-ji monastery, but my spiritual advisor urged me to stay here. He said there is nothing over there that isn’t here, and he was correct. I learned the truth of the Zen saying that if you are willing to travel around the world to meet a teacher, one will appear next door.

Physics could teach everything about the universe except why. That led to what he calls his adolescent existential crisis. “I began trying to figure out what the meaning of life and the universe was,” he says. “And I got real depressed about it, like maybe life may have no meaning.

One mark of a great mind is the willingness to change it. We can see that in Leonardo. As he wrestled with his earth and water studies during the early 1500s, he ran into evidence that caused him to revise his belief in the microcosm-macrocosm analogy. It was Leonardo at his best, and we have the great fortune of being able to watch that evolution as he wrote the Codex Leicester. There he engaged in a dialogue between theories and experience, and when they conflicted he was receptive to trying a new theory. That willingness to surrender preconceptions was key to his creativity.

I don’t have any skeletons in my closet that can’t be allowed out.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

In the annals of innovation, new ideas are only part of the equation. Execution is just as important.

"Steve's head dropped and stared at his feet. After a weighty, uncomfortable pause, he issued a challenge that would haunt me for days. " Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?"
Sculley felt as if he had been punched in the stomach. There was no response possible other than to acquiesce. " He had a uncanny ability to always get what he wanted, to size up a person and know exactly what to say to reach a person," Sculley recalled. "