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What I Learned From Steve Jobs

What I Learned From Steve Jobs by Guy Kawasaki

Many people have explained what one can learn from Steve Jobs. But few, if any, of these people have been inside the tent and experienced first hand what it was like to work with him. I don’t want any lessons to be lost or forgotten, so here is my list of the top twelve lessons that I learned from Steve Jobs.

Experts are clueless.

Experts—journalists, analysts, consultants, bankers, and gurus can’t “do” so they “advise.” They can tell you what is wrong with your product, but they cannot make a great one. They can tell you how to sell something, but they cannot sell it themselves. They can tell you how to create great teams, but they only manage a secretary. For example, the experts told us that the two biggest shortcomings of Macintosh in the mid 1980s was the lack of a daisy-wheel printer driver and Lotus 1-2-3; another advice gem from the experts was to buy Compaq. Hear what experts say, but don’t always listen to them.

Customers cannot tell you what they need.

“Apple market research” is an oxymoron. The Apple focus group was the right hemisphere of Steve’s brain talking to the left one. If you ask customers what they want, they will tell you, “Better, faster, and cheaper”—that is, better sameness, not revolutionary change. They can only describe their desires in terms of what they are already using—around the time of the introduction of Macintosh, all people said they wanted was better, faster, and cheaper MS-DOS machines. The richest vein for tech startups is creating the product that you want to use—that’s what Steve and Woz did.

Jump to the next curve.

Big wins happen when you go beyond better sameness. The best daisy-wheel printer companies were introducing new fonts in more sizes. Apple introduced the next curve: laser printing. Think of ice harvesters, ice factories, and refrigerator companies. Ice 1.0, 2.0, and 3.0. Are you still harvesting ice during the winter from a frozen pond?

The biggest challenges beget best work.

I lived in fear that Steve would tell me that I, or my work, was crap. In public. This fear was a big challenge. Competing with IBM and then Microsoft was a big challenge. Changing the world was a big challenge. I, and Apple employees before me and after me, did their best work because we had to do our best work to meet the big challenges.

Design counts.

Steve drove people nuts with his design demands—some shades of black weren’t black enough. Mere mortals think that black is black, and that a trash can is a trash can. Steve was such a perfectionist—a perfectionist Beyond: Thunderdome—and lo and behold he was right: some people care about design and many people at least sense it. Maybe not everyone, but the important ones.

You can’t go wrong with big graphics and big fonts.

Take a look at Steve’s slides. The font is sixty points. There’s usually one big screenshot or graphic. Look at other tech speaker’s slides—even the ones who have seen Steve in action. The font is eight points, and there are no graphics. So many people say that Steve was the world’s greatest product introduction guy..don’t you wonder why more people don’t copy his style?

Changing your mind is a sign of intelligence.

When Apple first shipped the iPhone there was no such thing as apps. Apps, Steve decreed, were a bad thing because you never know what they could be doing to your phone. Safari web apps were the way to go until six months later when Steve decided, or someone convinced Steve, that apps were the way to go—but of course. Duh! Apple came a long way in a short time from Safari web apps to “there’s an app for that.”

“Value” is different from “price.”

Woe unto you if you decide everything based on price. Even more woe unto you if you compete solely on price. Price is not all that matters—what is important, at least to some people, is value. And value takes into account training, support, and the intrinsic joy of using the best tool that’s made. It’s pretty safe to say that no one buys Apple products because of their low price.

A players hire A+ players.

Actually, Steve believed that A players hire A players—that is people who are as good as they are. I refined this slightly—my theory is that A players hire people even better than themselves. It’s clear, though, that B players hire C players so they can feel superior to them, and C players hire D players. If you start hiring B players, expect what Steve called “the bozo explosion” to happen in your organization.

Readl CEOs demo.

Steve Jobs could demo a pod, pad, phone, and Mac two to three times a year with millions of people watching, why is it that many CEOs call upon their vice-president of engineering to do a product demo? Maybe it’s to show that there’s a team effort in play. Maybe. It’s more likely that the CEO doesn’t understand what his/her company is making well enough to explain it. How pathetic is that?

Real CEOs ship.

For all his perfectionism, Steve could ship. Maybe the product wasn’t perfect every time, but it was almost always great enough to go. The lesson is that Steve wasn’t tinkering for the sake of tinkering—he had a goal: shipping and achieving worldwide domination of existing markets or creation of new markets. Apple is an engineering-centric company, not a research-centric one. Which would you rather be: Apple or Xerox PARC?

Marketing boils down to providing unique value.

Think of a 2 x 2 matrix. The vertical axis measures how your product differs from the competition. The horizontal axis measures the value of your product. Bottom right: valuable but not unique—you’ll have to compete on price. Top left: unique but not valuable—you’ll own a market that doesn’t exist. Bottom left: not unique and not value—you’re a bozo. Top right: unique and valuable—this is where you make margin, money, and history. For example, the iPod was unique and valuable because it was the only way to legally, inexpensively, and easily download music from the six biggest record labels.

Bonus: Some things need to be believed to be seen. When you are jumping curves, defying/ignoring the experts, facing off against big challenges, obsessing about design, and focusing on unique value, you will need to convince people to believe in what you are doing in order to see your efforts come to fruition. People needed to believe in Macintosh to see it become real. Ditto for iPod, iPhone, and iPad. Not everyone will believe—that’s okay. But the starting point of changing the world is changing a few minds. This is the greatest lesson of all that I learned from Steve.

Steve Jobs

Walt Mossberg says it better than me:

That Steve Jobs was a genius, a giant influence on multiple industries and billions of lives, has been written many times since he retired as Apple’s CEO in August. He was a historical figure on the scale of a Thomas Edison or a Henry Ford, and set the mold for many other corporate leaders in many other industries.

He did what a CEO should: Hired and inspired great people; managed for the long term, not the quarter or the short-term stock price; made big bets and took big risks. He insisted on the highest product quality and on building things to delight and empower actual users, not intermediaries like corporate IT directors or wireless carriers. And he could sell. Man, he could sell.

As he liked to say, he lived at the intersection of technology and liberal arts.

But there was a more personal side of Steve Jobs, of course, and I was fortunate enough to see a bit of it, because I spent hours in conversation with him, over the 14 years he ran Apple. Since I am a product reviewer, and not a news reporter charged with covering the company’s business, he felt a bit more comfortable talking to me about things he might not have said to most other journalists.

Even in his death, I won’t violate the privacy of those conversations. But here are a few stories that illustrate the man as I knew him.

The Phone Calls

I never knew Steve when he was first at Apple. I wasn’t covering technology then. And I only met him once, briefly, between his stints at the company. But, within days of his return, in 1997, he began calling my house, on Sunday nights, for four or five straight weekends. As a veteran reporter, I understood that part of this was an attempt to flatter me, to get me on the side of a teetering company whose products I had once recommended, but had, more recently, advised readers to avoid.

Yet there was more to the calls than that. They turned into marathon, 90-minute, wide-ranging, off-the-record discussions that revealed to me the stunning breadth of the man. One minute he’d be talking about sweeping ideas for the digital revolution. The next about why Apple’s current products were awful, and how a color, or angle, or curve, or icon was embarrassing.

After the second such call, my wife became annoyed at the intrusion he was making in our weekend. I didn’t.

Later, he’d sometimes call to complain about some reviews, or parts of reviews — though, in truth, I felt very comfortable recommending most of his products for the average, non-techie consumers at whom I aim my columns. (That may have been because they were his target, too.) I knew he would be complaining because he’d start every call by saying “Hi, Walt. I’m not calling to complain about today’s column, but I have some comments, if that’s okay.” I usually disagreed with his comments, but that was okay, too.

The Product Unveilings

Sometimes, not always, he’d invite me in to see certain big products before he unveiled them to the world. He may have done the same with other journalists. We’d meet in a giant boardroom, with just a few of his aides present, and he’d insist — even in private — on covering the new gadgets with cloths and then uncovering them like the showman he was, a gleam in his eye and passion in his voice. We’d then often sit down for a long, long discussion of the present, the future, and general industry gossip.

I still remember the day he showed me the first iPod. I was amazed that a computer company would branch off into music players, but he explained, without giving any specifics away, that he saw Apple as a digital products company, not a computer company. It was the same with the iPhone, the iTunes music store, and later the iPad, which he asked me to his home to see, because he was too ill at the time to go to the office.

The Slides

To my knowledge, the only tech conference Steve Jobs regularly appeared at, the only event he didn’t somehow control, was our D: All Things Digital conference, where he appeared repeatedly for unrehearsed, onstage interviews. We had one rule that really bothered him: We never allowed slides, which were his main presentation tool.

One year, about an hour before his appearance, I was informed that he was backstage preparing dozens of slides, even though I had reminded him a week earlier of the no-slides policy. I asked two of his top aides to tell him he couldn’t use the slides, but they each said they couldn’t do it, that I had to. So, I went backstage and told him the slides were out. Famously prickly, he could have stormed out, refused to go on. And he did try to argue with me. But, when I insisted, he just said “Okay.” And he went on stage without them, and was, as usual, the audience’s favorite speaker.

Ice Water in Hell

For our fifth D conference, both Steve and his longtime rival, the brilliant Bill Gates, surprisingly agreed to a joint appearance, their first extended onstage joint interview ever. But it almost got derailed.

Earlier in the day, before Gates arrived, I did a solo onstage interview with Jobs, and asked him what it was like to be a major Windows developer, since Apple’s iTunes program was by then installed on hundreds of millions of Windows PCs.

He quipped: “It’s like giving a glass of ice water to someone in Hell.” When Gates later arrived and heard about the comment, he was, naturally, enraged, because my partner Kara Swisher and I had assured both men that we hoped to keep the joint session on a high plane.

In a pre-interview meeting, Gates said to Jobs: “So I guess I’m the representative from Hell.” Jobs merely handed Gates a cold bottle of water he was carrying. The tension was broken, and the interview was a triumph, with both men acting like statesmen. When it was over, the audience rose in a standing ovation, some of them in tears.

The Optimist

I have no way of knowing how Steve talked to his team during Apple’s darkest days in 1997 and 1998, when the company was on the brink and he was forced to turn to archrival Microsoft for a rescue. He certainly had a nasty, mercurial side to him, and I expect that, then and later, it emerged inside the company and in dealings with partners and vendors, who tell believable stories about how hard he was to deal with.

But I can honestly say that, in my many conversations with him, the dominant tone he struck was optimism and certainty, both for Apple and for the digital revolution as a whole. Even when he was telling me about his struggles to get the music industry to let him sell digital songs, or griping about competitors, at least in my presence, his tone was always marked by patience and a long-term view. This may have been for my benefit, knowing that I was a journalist, but it was striking nonetheless.

At times in our conversations, when I would criticize the decisions of record labels or phone carriers, he’d surprise me by forcefully disagreeing, explaining how the world looked from their point of view, how hard their jobs were in a time of digital disruption, and how they would come around.

This quality was on display when Apple opened its first retail store. It happened to be in the Washington, D.C., suburbs, near my home. He conducted a press tour for journalists, as proud of the store as a father is of his first child. I commented that, surely, there’d only be a few stores, and asked what Apple knew about retailing.

He looked at me like I was crazy, said there’d be many, many stores, and that the company had spent a year tweaking the layout of the stores, using a mockup at a secret location. I teased him by asking if he, personally, despite his hard duties as CEO, had approved tiny details like the translucency of the glass and the color of the wood.

He said he had, of course.

The Walk

After his liver transplant, while he was recuperating at home in Palo Alto, California, Steve invited me over to catch up on industry events that had transpired during his illness. It turned into a three-hour visit, punctuated by a walk to a nearby park that he insisted we take, despite my nervousness about his frail condition.

He explained that he walked each day, and that each day he set a farther goal for himself, and that, today, the neighborhood park was his goal. As we were walking and talking, he suddenly stopped, not looking well. I begged him to return to the house, noting that I didn’t know CPR and could visualize the headline: “Helpless Reporter Lets Steve Jobs Die on the Sidewalk.”

But he laughed, and refused, and, after a pause, kept heading for the park. We sat on a bench there, talking about life, our families, and our respective illnesses (I had had a heart attack some years earlier). He lectured me about staying healthy. And then we walked back.

Steve Jobs didn’t die that day, to my everlasting relief. But now he really is gone, much too young, and it is the world’s loss.

Editors Note: Here is a video of Walt talking about that walk with Jobs

One of the most important speeches in recorded history was given by a comedian by the name of Charlie Chaplin.