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It's been more than four months since the passing of Steve Jobs. Much has been written and shared in that span about one of the greatest innovators and marketers of our times. In the flurry of remembrences I missed this opinion piece in the New York Times by his biographer, Walter Isaacson. For me, Steve's lessons continue to surface.
The Genius Of Jobs
One of the questions I wrestled with when writing about Steve Jobs was how smart he was. On the surface, this should not have been much of an issue. You’d assume the obvious answer was: he was really, really smart. Maybe even worth three or four reallys. After all, he was the most innovative and successful business leader of our era and embodied the Silicon Valley dream writ large: he created a start-up in his parents’ garage and built it into the world’s most valuable company.
So was Mr. Jobs smart? Not conventionally. Instead, he was a genius. That may seem like a silly word game, but in fact his success dramatizes an interesting distinction between intelligence and genius. His imaginative leaps were instinctive, unexpected, and at times magical. They were sparked by intuition, not analytic rigor. Trained in Zen Buddhism, Mr. Jobs came to value experiential wisdom over empirical analysis. He didn’t study data or crunch numbers but like a pathfinder, he could sniff the winds and sense what lay ahead.
He told me he began to appreciate the power of intuition, in contrast to what he called “Western rational thought,” when he wandered around India after dropping out of college. “The people in the Indian countryside don’t use their intellect like we do,” he said. “They use their intuition instead … Intuition is a very powerful thing, more powerful than intellect, in my opinion. That’s had a big impact on my work.”
Mr. Jobs’s intuition was based not on conventional learning but on experiential wisdom. He also had a lot of imagination and knew how to apply it. As Einstein said, “Imagination is more important than knowledge.”
The ability to merge creativity with technology depends on one’s ability to be emotionally attuned to others. Mr. Jobs could be petulant and unkind in dealing with other people, which caused some to think he lacked basic emotional awareness. In fact, it was the opposite. He could size people up, understand their inner thoughts, cajole them, intimidate them, target their deepest vulnerabilities, and delight them at will. He knew, intuitively, how to create products that pleased, interfaces that were friendly, and marketing messages that were enticing.
You can read Walter Isaacson's article in its entirety here.
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