The Big Idea: focus on fundamentals and execution (The Standard of Performance), instead of focusing on the score and on the competition.

Part I: My Standard of Performance

• Failure is a part of success. Everyone gets knocked down.
• The Standard of Performance is the set of core values, principles, and ideals that define the organization. Implementing the Standard of Performance is more important than any strategies and tactics you might implement.
• Bill Walsh wanted the 49ers to be the pinnacle of professionalism in the NFL.
• Practices were precise and demanding, never sloppy.
• Continuous improvement was more important than victory.
• Character, intelligence, work ethic, and fit was more important than raw talent.
• The leader’s job is to teach and to encourage everyone else to teach.
• Champions behave like champions before they are champions.
• If you place a premium on fundamentals and consistent execution, you can perform reliably in big games and in big moments.

Part II: Innovation, Planning, and Common Sense

• Innovation is often born out of necessity and resourcefulness.
• Always be quick to share credit (and accept blame.)
• Contingency planning was one of the 49ers’ secret weapons. Be prepared for anything. Hail Mary’s are not a strategy.
• Analyze your vulnerabilities and take action to counter or protect them.
• The truth is hidden in the numbers. Follow key metrics more closely then big milestones or wins/losses.

Part III: Fundamentals of Leadership

• There are many equally valid leadership styles.
• The common trait, however, is an indomitable will to succeed.
• Know when to persevere and know when to quit. It’s a delicate balance that requires distinguishing a good plan from a bad plan.
• Sweat the small stuff, but only the small stuff that actually matters.
• Leaders must be both subject matter experts and delegation experts.
• Leaders teach others and show the entire organization how to teach each other.
• You don’t need to shout, stomp, and strut to be a good leader. Joe Montana was a quiet but incredibly effective leader.
• Treat people like people.
• Maintain a positive atmosphere.
• Know that humor has its place.
• Give no VIP treatment.
• Show interest in your people and their families.
• Don’t let animosity linger.
• Praise is more powerful than blame.
• Discipline is based on pride in the profession and attention to details.
• Officers must be seen on the front lines during action.
• Bill Walsh’s praise was sparse but meaningful.
• Employees thrive in an environment where they know exactly what is expected of them.
• Don’t mistake activity for achievement. — John Wooden
• Being a good listener is the key to good communication.
• Don’t let rank, titles, or status impede open communication.
• Leadership is about teaching skills, attitudes, and goals to the organization.
• Persistence is essential because knowledge is rarely imparted on the first attempt. You must drill over and over.

Part IV: Essentials of a Winning Team

• High expectations of your team are the key to winning.
• Let your people know they are part of something special.
• You are only as good as your people, so hire only the best.
• Traits to look for in hires: skills, energy and enthusiasm, ability to spot talent, ability to communicate, loyalty to others.
• How to keep people working well together: clear expectations, open communication, flexibility in method (but not core values), alignment with core values.
• Be aware that success can breed over-confidence and complacency.
• Place a premium on people who exhibit great desire to push themselves. (Ronnie Lott and Roger Craig)
• Ego can kill an organization.
• Never ignore the front-line (guys in the trenches) because they will generally pave the way to success or failure.
• The most powerful way to maximize someone’s potential is to say, “I believe in you.”
• There are times to sprint, but success is more like a marathon than a sprint.
• You can’t teach work ethic or willpower.
• Don’t waste energy on enemies.
• Focus on the process, not the prize.
• Make your own mentors by seeking out experts and asking questions.

Part V: Looking For Lessons in My Mirror

• Jerry Rice and Joe Montana are in the Hall of Fame because of their focus on fundamentals.
• The starting point for everything is work ethic.
• Teach your team how to teach their team. Build an organization of teachers.
• What goes around comes around. Treat people well.
• Know how to delegate well.
• Eliminate bad hires or toxic people quickly and compassionately.
• The best marketing strategy is to build a good product.
• Don’t expect quick results. Building a winning organization takes time.

The Big Idea: The presence of cognitive biases means we don’t always act rationally. Cialdini outlines six weapons of influence which can be used to influence behavior. Even if you aren’t a salesperson, you are a consumer so it’s good to be aware.

1. Reciprocation

• We tend to reciprocate a favor, even if it is unsolicited.
• Start by asking for a large favor and then expect a concession to the real favor you want.
• Selling down works better than selling up.

2. Commitment and Consistency

• After making an initial choice, we tend to stand by that choice over time. People usually don’t switch sides after they have committed.
• In a debate, start with a small area of agreement or concession and build from there. People want to stay consistent.
• We are more consistent in our commitment if we did it for our own purpose rather than from external reward or pressure.
• Bribing children doesn’t work.

3. Social Proof

• People like to follow the crowd (of people like them or people they want to be.)
• Examples: canned laughter, tip jars, Jonestown, peer learning, bystander effect.

4. Liking

• People want to please others whom they like.
• Attractive people are more persuasive.
• People like others who are similar to them.
• Compliments and flattery work.
• Familiarity increases persuasiveness.
• Establish a connection between your product and an attractive or winning person.

5. Authority

• We obey authority mindlessly in many cases.
• Titles, uniforms, and appearances convey authority.

6. Scarcity

• Losing something is more painful than gaining something.
• Something that is hard to obtain is more valuable than something that is easier to obtain.
• People fight fiercely to retain something they worked for.
• Sometimes it’s better to be censored than publicized. (Eg. Some “secret information” the industry doesn’t want you to know.)
• Indifference towards a lover becomes passion when a rival appears.
• Scarcity+rivalry drives up prices in bidding wars. Always mention a rival buyer when selling something.