It was the brighter side of what would become known as his reality distortion field. "If you trust him, you can do things," Holmes said. "If he's decided that something should happen, then he's just going to make it happen." Atari and India p. 52
Bushnell agreed. "There is something indefinable in an entrepreneur, and I saw that in Steve," he said. "He was interested not just in engineering, but also the business aspects. I taught him that I'd you act like you can do something, then it will work. I told him, 'Pretend to be completely in control and people will assume that you are.' " Atari and India p. 55
"The Apple Marketing Philosophy" stressed three points... Empathy, an intimate connection with the feelings of the customer. "We will truly understand their needs better than any other company." The second was focus: "In order to do a good job of those things that we decide to do, we must eliminate all of the unimportant opportunities." The third and equally important principle, awkwardly named, was impute. It emphasized that people form an opinion about a company or product based on the signals that it conveys. "People DO judge a book by its cover," he wrote. "We may have the best profit, the highest quality, the most useful software, etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities." The Apple II p. 79
"If it could save a person's life, would you find a way to shave ten seconds off the boot time?" he asked. Kenyon allowed that he probably could. Jobs went to a whiteboard and showed that if there were five million people using the Mac, and it took ten seconds extra to turn it on every day, that added up to three hundred million or so hits per year that people would save, which was the equivalent of at least one hundred lifetimes saved per yet. "Larry was suitably impressed and a few weeks layer he came back and it booted up twenty-eight seconds faster," Atkinson recalled. "Steve had a way of motivating by looking at the bigger picture." The Reality Distortion Field p. 123
"Jobs thought of himself as an artist c and he encouraged the design team to think of ourselves that way too," said Hertzfeld. "The goal was never to beat the competition, or to make a lot of money. It was to do the greatest thing possible, or even a little greater." The Reality Distortion Field p. 123
"I've learned over the years that when you have really good people you don't have to baby them," Jobs later explained. "By expecting them to do great things, you can get them to do great things. The original Mac team taught me that A-plus players like to work together, and they don't like it of you tolerate B work. Ask any member of that Mac team. They will tell you it was worth the pain." The Reality Distortion Field p. 124
As with Eichler homes, the artistic sensibility was combined with the capability for mass production. The Design p. 126
Apple's design mantra would remain the one features on its first brochure: "Simplicity is the ultimate sophistication." The Design p. 127
Jobs felt that design simplicity should be linked to making products easy to use. These goals do not always go together. Sometimes a design can be so sleek and simple that a user finds it intimidating or unfriendly to navigate. "The main thing in our design is that we have to make things intuitively obvious," Jobs told the crowd of design mavens. For example, he extolled the desktop metaphor he was creating for the Macintosh. "People know how to deal with a desktop intuitively. If you walk into an office, there are papers on the desk. The one on the top is the most important. People know how to switch priority. Part of the reason we model our computers on metaphors like the desktop is that we can leverage this experience people already have." The Design p. 127
"Great art stretches the taste, it doesn't follow tastes." The Design p. 128
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