Ricardo Semler: How to run a company with (almost) no rules

Ricardo Semler shares his philosophy on living 'terminal days' by prioritizing meaningful activities. He discusses innovative company practices that promote employee freedom and wisdom. Semler also explores educational reform through the Lumiar school model, emphasizing wisdom over traditional teaching. He reflects on personal achievements and legacy, advocating for a life driven by purpose rather than routine. The talk concludes with a Q&A session on the adoption of his ideas.

What does Ricardo Semler refer to as 'terminal days'?

• Days dedicated to leisure activities

• Days spent in the hospital

• Days spent working overtime

• Days used to live as if he had limited time left

According to Semler, what is the true opposite of work?

• Exercise

• Leisure

• Travel

• Idleness

What unique approach does Semler's company take towards employee leadership?

• Leaders are elected by their subordinates

• Leaders are selected through a lottery

• Leaders are appointed by the CEO

• Leaders are chosen by seniority

How does Semler's company handle employee salaries?

• Salaries are fixed by the HR department

• Salaries are negotiated every month

• Employees set their own salaries based on certain information

• Salaries are determined by annual performance reviews

What is a key feature of the Lumiar school model?

• Focus on rote memorization

• Traditional exams and grading

• Strict age-based class divisions

• Dividing the teacher's role into tutor and expert

What does Semler believe is missing from traditional education?

• Focus on technology

• More homework assignments

• Longer school hours

• Emphasis on wisdom and unknowns

What did Semler do with his past achievements at the age of 50?

• He archived them for his children

• He donated them to a museum

• He published them in a new book

• He burned them to free himself from past achievements

What is Semler's perspective on retirement?

• He feels completely retired

• He believes in retiring early

• He does not feel retired and continues to pursue new projects

• He plans to retire in the next decade

What challenge does Semler face in spreading his educational model?

• Lack of interest from private schools

• Difficulty in getting public systems to adopt it for free

• Insufficient funding for expansion

• Resistance from parents

What does Semler suggest is necessary for achieving wisdom?

• Working longer hours

• Asking three 'whys' in a row

• Following traditional methods

• Avoiding change