# Satya Nadella - Hit Refresh (Highlights)  ## Metadata **Review**:: [readwise.io](https://readwise.io/bookreview/40447718) **Source**:: #from/readwise #from/kindle **Zettel**:: #zettel/fleeting **Status**:: #x **Authors**:: [[Satya Nadella]] **Full Title**:: Hit Refresh **Category**:: #books #readwise/books **Category Icon**:: 📚 **Highlighted**:: [[2024-05-12]] **Created**:: [[2024-05-12]] ## Highlights - Thankfully, Anu helped me to understand that it was not about what happened to me. It was about deeply understanding what had happened to Zain, and developing empathy for his pain and his circumstances while accepting our responsibility as his parents. ([Location 180](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=180)) ^718679070 - Each leader was no longer solely employed by Microsoft, they had tapped into a higher calling—to employ Microsoft in pursuit of their personal passions to empower others. ([Location 211](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=211)) ^718679071 - I think that is perhaps the number one thing that leaders have to do: to bolster the confidence of the people you’re leading. ([Location 563](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=563)) ^718679072 <!-- New highlights added May 19, 2024 at 12:01 PM --> - But it is impossible to be an empathetic leader sitting in an office behind a computer screen all day. An empathetic leader needs to be out in the world, meeting people where they live and seeing how the technology we create affects their daily activities. ([Location 587](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=587)) ^718954893 - I found that the key was agility, agility, agility. ([Location 701](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=701)) ^719100358 - To accomplish this, we needed to periodically gather all of the decision makers in a war-room setting. ([Location 704](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=704)) ^719100359 - Leadership means making choices and then rallying the team around those choices. ([Location 764](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=764)) ^719100360 - The choice of leading through consensus versus fiat is a false one. Any institution-building comes from having a clear vision and culture that works to motivate progress both top-down and bottom-up. ([Location 766](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=766)) ^719100361 - I decided not to bring my old team from Bing with me. It was important that the transformation come from within, from the core. It’s the only way to make change sustainable. ([Location 776](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=776)) ^719100362 - Steve Ballmer helped me deeply understand this with his three Cs. Imagine a target with three concentric rings. The outer ring is concepts. Microsoft, Apple, or Amazon may have an exciting product idea, but is that enough? An organization may have a conceptual vision—a dream or imagination filled with new ideas and new approaches, but do they have what’s in the second ring: capabilities? Do they have the engineering and design skills required to actually build that concept alone? And finally, the bull’s-eye, is a culture that embraces new concepts and new capabilities and doesn’t choke them out. ([Location 1573](https://readwise.io/to_kindle?action=open&asin=B01HOT5SQA&location=1573)) ^719100363