A Quote by Spencer Dinwiddie
Shoe companies and endorsers influence team decisions all the time.
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Since the NBA purchased the New Orleans Hornets, final responsibility for significant management decisions lies with the Commissioner’s Office in consultation with team chairman Jac Sperling. All decisions are made on the basis of what is in the best interests of the Hornets. In the case of the trade proposal that was made to the Hornets for Chris Paul, we decided, free from the influence of other NBA owners, that the team was better served with Chris in a Hornets uniform than by the outcome of the terms of that trade.
There are basically no companies that have good slow decisions. There are only companies that have good fast decisions.
The fact of the matter is right now politicians and insurance companies are making decisions. We're saying we want doctors to be making decisions. And I think that will lead to a higher-quality, lower-cost system over time.
I know as a manager you have to abide by the chairman's decisions. But his decisions were this team, that team, this player, that player. The chairman is a control freak.
I was not "shoe." That's a misuse of the term "shoe," which is derived from "white shoe."
I have the idea that running shoes are based on a kind of cult idea - that our feet are flawed and we need shoes to correct those flaws. The shoe companies are in the business of selling shoes. But there's no evidence from running shoe manufacturers that they're right. There's no scientific data that running shoes reduce injury.
There have been times where you do the red carpet in a certain shoe, and you go into the bathroom, you take that shoe off, you put the other shoe on from your purse, and then you walk around for the rest of the night.
Companies are transcending power now. We are becoming the eminent vehicles for change and influence, and capital structures that matter. If companies shut down, the stock market would collapse.
In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer. The decision-making systems here are meant to deal with the reality that decisions about innovative ideas will rely on patterns and intuitions. The best venture capital organizations deal with this challenge by staging investment, actively participating in startups they fund, tying decisions to learning as opposed to artificial dates on the calendar, and assembling a diverse team of decision-makers.
When you sketch a shoe but don't have the intention to do a proper shoe, it remains a curvy sketch with no detail. The shoe completely morphs to the body.
You want to fall in love with a shoe, go ahead. A shoe can't love you back, but, on the other hand, a shoe can't hurt you too deeply either. And there are so many nice-looking shoes.
There is clearly risk associated with empowering your team to make more and faster decisions at a lowerlevel than was previously the norm. As you take your hands off the wheel, you need to be more vigilant and aware than ever about the decisions your team is making.
I am fortunate to have a very helpful team that enables me to spend time doing things that are important but not necessarily urgent. People who have no such team need to also make these larger decisions so that they can cheerfully say No to that which is urgent but not important.
There was a Yale even before Larry [Kramer] and I got there, and there were three designations of students: "white shoe," "brown shoe," and "black shoe." "White shoe" people were kind of the ur-preppies from high-class backgrounds. "Brown shoe" people were kind of the high school student-council presidents who were snatched up and brushed up a little bit to be sent out into the world. "Black shoe" people were beyond the pale. They were chemistry majors and things like that.
I don't consider what you're wearing when I design a shoe. I don't have a particular look in mind or make a shoe thinking, "This would look great with a blue pinstripe suit." I just let you dress yourself. I'm looking at the shoe itself, not as a component of an outfit.
If you dread the thought of wasted time in meetings, chances are that your team members feel the same way. Team members are also demotivated by one-way discussions, haphazard participation and arbitrary decisions. Structure every meeting at the start and summarize them at the end.
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