在2013年，杰克·多西在创业学校的演讲提供了一种令人耳目一新的、个性化的、非传统的创业建议。多西没有像往常一样讲授商业战略，而是分享了他从两本有影响力的书中获得的见解：罗伯特·亨利的《艺术精神》和比尔·沃尔什的《分数自然来》，并结合了他个人实践的“做”和“不做”清单。 多西重点强调了《艺术精神》中的关键段落，强调每个人都具有内在的创造力，以及做自己喜欢的事情的重要性。他强调，艺术不仅仅是一种“外在的东西”，而是指在工作中找到收获的行为本身。多西将艺术学生的旅程与企业家的旅程进行了对比，两者都需要勇气、毅力和在很多方面愿意独处，才能发现自己独特的声音。他告诫不要盲目地遵循科技界的既定惯例，敦促听众创造自己的语言和道路。他强调，人必须精通自己的工具。最后，多西强调了这本书的观点，即我们正在构建我们希望在世界上看到的东西，而不是对外部需求做出反应。 过渡到比尔·沃尔什的《分数自然来》，多西深入探讨了领导力和团队建设的关键方面。他强调了建立明确绩效标准的重要性，首先是构建框架、明确基本理念，然后聚集合适的团队。沃尔什的书为领导者提供了实用的“做”和“不做”清单，强调需要致力于卓越、保持积极、做好准备、注重细节和承担责任。它还谈到了在保持坚定的同时保持灵活性。多西进一步引用了巴顿将军领导军队的最佳实践清单，其中包括多表扬少责备、告知部队行动、拥有建立在自豪感和细节上的纪律，以及军官以身作则。他提到了沃尔什所说的“成功病”，以防止自满情绪，因此他为此添加了一个清单。这些包括正式庆祝和认可所有权、对掌声感到忧虑、利用时间做出艰难的决定并解决具体情况，以及始终记住精通是一个过程而不是一个目的地。他告诫人们要避免过度授权、偏袒以及创造一个缺乏紧张感和紧迫感的过于舒适的环境等陷阱。 然后，多西分享了他每天使用的个人工具，即手机记事本中的一个简单的“做”和“不做”清单。他鼓励听众创建自己的清单，每天早上、白天和睡前都进行检查。“做”清单包含每日的愿望，而“不做”清单包含要避免的行动，反映了过去的错误或不良行为。多西分享了他自己清单中的例子，包括保持当下、保持脆弱、保持健康的生活方式和身体健康。他强调，“做”和“不做”清单提供了专注力，并让人能够忽略外部噪音，专注于最重要的事情。这个概念扩展到他的公司，在这些公司中，“做”和“不做”清单指导战略决策，从而实现创新和大胆的赌注。 多西在他的演讲结束时分享了他最喜欢的歌曲之一，展示了建立团队是构建让人们高兴的东西的一种方式，是工作的最终产品。他敦促听众构建能够引起地球上每个人共鸣的东西。他还谈到了创造的简单性如何可能极其复杂。他重申，与会者代表着未来，他们拥有独特的想法，可以为自己创造，从而引起其他人的共鸣。

Jack Dorsey's Startup School talk in 2013 offered a refreshingly personal and unconventional approach to startup advice. Instead of a typical lecture on business strategy, Dorsey shared insights gleaned from two influential books: "The Art Spirit" by Robert Henri and "The Score Takes Care of Itself" by Bill Walsh, coupled with a personal practice of "Do" and "Don't" lists. Dorsey highlighted key passages from "The Art Spirit," emphasizing the inherent creativity in every individual and the importance of doing things that resonate with one's self. He stressed that art is not merely an "outside extra thing" but is the act of finding the gain within the work itself. Dorsey drew parallels between the art student's journey and the entrepreneur's, both requiring courage, stamina, and the willingness to be alone in many ways to discover their unique voice. He cautions against blindly following established conventions in the tech world, urging listeners to create their own language and path. He reinforced that one needs to be a master of their tools. Finally, Dorsey highlighted the book's sentiment that we are building what we want to see in the world, rather than responding to external demands. Transitioning to Bill Walsh's "The Score Takes Care of Itself," Dorsey delved into the crucial aspect of leadership and team building. He emphasized the importance of establishing a clear standard of performance, beginning with a structural format, a basic philosophy, and then gathering the right team. Walsh's book provided practical lists of "Do's" and "Don'ts" for leaders, emphasizing the need to be committed to excellence, positive, prepared, detail-oriented, and accountable. It also touched on being flexible while maintaining firmness. Dorsey further quoted General Patton's list of best practices for leading an army which included giving praise over blame, informing troops on actions, having discipline built on pride and detail, and officers setting an example. He addressed the “success disease” which Walsh spoke about to protect against complacency, so he added a list for that. These are to formally celebrate and recognize ownership, to be apprehensive about the applause, to use time to make hard decisions and address specific situations, and to always remember mastery is a process and not a destination. He cautioned against pitfalls like excessive delegating, favoritism, and creating an overly comfortable environment devoid of tension and urgency. Dorsey then shared a personal tool he uses daily, a simple "Do" and "Don't" list in his phone's notepad. He encouraged the audience to create their own list, checking it every morning, throughout the day, and before bed. The "Do" list comprises daily aspirations, while the "Don't" list contains actions to avoid, reflecting past mistakes or undesirable behaviors. Dorsey shared examples from his own list, including staying present, being vulnerable, maintaining a healthy lifestyle, and physical fitness. He emphasized that the "Do" and "Don't" list provides focus and allows one to ignore external noise, focusing on what is most important. This concept extends to his companies, where "Do" and "Don't" lists guide strategic decisions, enabling innovation and bold bets. Dorsey concluded his talk by sharing one of his favorite songs, showcasing that building a team is a way to construct something that delights people, an end product from the work. He urged the audience to build something that resonates with every single person on the planet. He also touched on how simplicity in creation can be extremely complex. He reiterated that attendees were the future with the unique ideas to build for themselves, which would resonate with others.