Build Summary

Focus not just on what you build, but why you build it—and make sure it solves a problem that no one else has fixed yet.

1. Experiment Early, Fail Often, and Learn

Your early work experience is about growth, not perfection. In his early career, Tony Fadell worked at General Magic, where he helped create Magic Link, the first “smartphone-like” device. The product flopped, but the four years he spent there helped him understand his passion for disruptive technology.

Taking risks is easier during early adulthood when you typically have fewer personal obligations. You can afford to try different jobs, dabble in unfamiliar fields, and fail. These experiences help you discover what truly excites you and where you can excel. Tony emphasizes that standing still is the greatest danger; inaction is what stops you from uncovering your calling.

Once you identify your passion, dive in. Tony poured his energies into General Magic and later Apple, paving the way for his role in developing the iPod and iPhone. You don’t need to know everything at first—simply find others who share your enthusiasm, seek a mentor, and get a job in a field where you can learn.

Examples

• General Magic’s Magic Link failed as a product, but it gave Tony valuable lessons in innovation.
• Tony spent 120 hours a week working during his early career, driven by passion.
• Discovering the world of smart devices early shaped Tony’s career into creating groundbreaking products like the iPhone.

2. Balance Vision and Delegation in Management

Effective managers set the tone for excellence without doing all the work themselves. Steve Jobs was known for his attention to detail, inspecting pixels under a jeweler’s loupe. This wasn’t micromanagement but setting a high standard for the team to emulate.

When you transition from individual contributor to manager, your job shifts. You should guide people to succeed at tasks, not do them yourself. This involves defining clear outcomes—like creating a stellar product—and relying on your team to figure out how to achieve them. Regular check-ins ensure the work aligns with your goals while leaving room for creativity.

Maintaining lists can help keep you organized. Track project milestones, areas of concern, and ideas for improving processes. Fostering an atmosphere of shared passion inspires your team while letting them take ownership.

Examples

• Steve Jobs raised expectations by caring about every detail, from interface graphics to packaging.
• Weekly check-ins helped Tony guide teams toward reaching major goals without stifling their initiative.
• Keeping a worry list alongside milestones allowed Tony to focus on areas needing extra care.

3. Solve a Real Problem, Not Just an Idea

Great products start with a strong “why.” Steve Jobs’s 2007 iPhone speech stood out because he opened by addressing existing frustrations with mobile and “smart” phones. The iPhone answered these pain points, delivering an elegant solution.

Before investing in an idea, ensure it addresses a common problem, won’t leave your mind, and has a compelling narrative. This concept is what Tony calls the “painkiller vs. vitamin” approach. Painkillers solve acute issues that users immediately notice, unlike vitamins, which are beneficial but not always necessary.

Good storytelling also plays a role. If you can’t convincingly explain why your product matters, it might not yet be the right idea. Take time to let ideas marinate and only pursue the ones that keep resurfacing. For Tony, the idea for Nest lingered in his mind for ten years before becoming reality.

Examples

• Steve Jobs highlighted customers’ phone-related frustrations in his famous iPhone launch.
• Tony likens “painkiller ideas” to Nest—something people suddenly realize they need.
• Waiting for an idea to “stick” helped Tony perfect the Nest thermostat, born from years of pondering.

4. Embrace Young Talent and Diverse Teams

Hiring is about long-term synergy, not just the skills someone has today. When Tony hired Isabel Guenette at Nest, she had no thermostat expertise but proved driven and adaptable. With time, Isabel grew into a key player in Nest’s development.

Creating intergenerational teams is valuable. Older employees bring wisdom, young hires inject fresh ideas, and everyone benefits from different perspectives. Don’t overlook candidates based on age or background; curiosity and a willingness to learn often surpass experience on paper.

Finally, have robust hiring practices. Involve people who will directly work with the candidate to test for collaboration. Challenge applicants with problems they might face on the job and screen for cultural fit—Tony’s “no jerks” policy has been particularly effective.

Examples

• Isabel, hired fresh out of college, became pivotal in Nest’s development.
• Multigenerational teams combine wisdom from seniors and creativity from younger employees.
• Nest used real-life problem-solving sessions to assess candidates’ teamwork and thought processes.

5. Tell a Good Story When Selling Your Product

Marketing isn’t just about a product’s features; it’s about the story behind it. Steve Jobs captivated audiences by presenting the iPhone as a solution to users’ challenges. This storytelling technique—what Tony calls injecting a “virus of doubt”—highlights a problem users already know and shows how your product solves it.

The “why” is key when crafting this story. Why is your product better? How does it meet customer needs uniquely and effectively? When you articulate this, you create an emotional connection.

If customers aren’t sold on your story, even the most advanced technology can fall flat. This is why Tony urges startups to develop a press release early on—if you can sell the idea convincingly in writing, you know you’re onto something.

Examples

• Steve Jobs’s presentation of the iPhone centered on solving users’ phone struggles.
• Tony’s “virus of doubt” strategy reframes irritations as solvable problems.
• Writing a press release early clarifies your product’s value and appeal.

6. The Role of a CEO Is to Push, Not Pamper

As a CEO, you set the tone for excellence across the company. Tony recalls reading customer support guides at Nest because he knew these could make or break users’ experiences. While it might seem minor, attending to every element of your business ensures consistency.

Avoid coddling employees with endless perks. Free massages and gourmet meals might seem nice but can promote entitlement. Instead, prioritize investments that improve the company or its product. Getting the basics right outweighs shallow perks.

Push for perfection in every aspect of the business. If something’s worth doing, it’s worth doing well. This drive starts with the CEO’s actions and filters into company culture.

Examples

• Tony prioritized customer support to ensure Nest created a positive user experience.
• Apple discounted employee purchases rather than giving freebies to maintain value.
• Tony redirected resources from perks to core company-building activities.

7. Write First, Build Later

Writing a press release before creating a product is a strategic move. Putting your concept into plain language ensures the value is easily communicated. It also serves as a benchmark for checking the product’s development against the original idea.

This exercise forces focus. Over time, teams can get distracted by extra features or broadened scopes. A pre-written press release keeps the vision intact and prevents bloat.

Done well, this approach can also cut production delays. If the final product aligns with the press release, it’s ready for launch. There’s no need for perfection; a solid product that meets user needs is enough.

Examples

• Press releases help clarify what makes a product compelling from a consumer standpoint.
• Teams at Nest used this strategy to define goals early and stay on track.
• Writing first allows final checks to focus on readiness instead of chasing new features.

Takeaways

1. Identify passions early by trying multiple paths and learning from failure.
2. Write a clear “why” for new projects to convey purpose and stick to the vision.
3. Create a culture of high standards by setting personal examples and pushing for excellence.