The CEO of Applyboard and Passage, Martin Basiri, instantly rewards employees for exceptional work by granting them stock options on the spot. This immediate, tangible reinforcement encourages desired behaviors like hard work and problem-solving far more effectively than abstract company values.
OpenAI created a dedicated email inbox for employees to report anything slowing them down. A designated person triages these issues, acting as a "janitorial crew for bureaucracy" to systematically remove obstacles and maintain operational speed as the company scales rapidly.
The CEO of Siemens uses a "one-bit communication" system, replying to emails only with "okay" or "no". If a topic requires more discussion, employees must seek him out for an immediate conversation. This forces clarity and eliminates decision bottlenecks and performative meetings.
When Jeff Bezos received a customer complaint, he forwarded it to the responsible team with just a "?". This single character was a command to investigate why the system failed, treating the anecdote not as a one-off but as a signal of a potential flaw in the machine.
To ensure extreme focus, PayPal CEO Peter Thiel assigned each key employee only one primary problem to solve. If they tried to discuss anything else with him, he would non-verbally communicate his disapproval by physically leaving the room, forcing relentless single-tasking.
Under Jack Welch, GE operated on two Darwinian principles. First, every business division had to be #1 or #2 in its market, or it would be fixed, sold, or closed within a year. Second, the bottom 10% of employees by performance were fired every single year.
In his company's early days, MrBeast trained key employees via "cloning." Hires would literally follow him everywhere, from morning to night, for six months. This immersive shadowing ensures they internalize his decision-making process, allowing him to scale his presence and creative output.
Kevin Kelly, founder of Wired Magazine, defines greatness as being remembered generations later. He believes achieving this requires an extreme, obsessive focus on one thing, which comes at the cost of a balanced life. He consciously "gave up on greatness" to pursue a more varied, exploratory path.
Instead of pursuing a monumental, future goal of "achieving greatness," focus on "being great" in the present moment. This means embodying courage, kindness, and effort in everyday actions. It makes greatness an accessible, continuous practice rather than a singular, distant outcome.