The Steve Jobs Method: Building Smaller, Simpler, Stronger Teams for Greater Impact

Building a successful team is not about assembling a group of talented individuals and hoping for the best. It’s about curating an environment where each person’s strengths are deliberately aligned with the larger vision, and where the collective energy is intentionally focused on one transformative goal. In my journey as an entrepreneur, I’ve learned that knowing who to learn from is a skill in itself. You hear what everyone has to say, but you don’t listen to everyone. To build a successful business, take advice from business leaders. If you want wealth, listen to those who have mastered wealth. It’s no different with team-building—learn from those who’ve not just built teams, but have built teams that have revolutionized industries.

Steve Jobs was a master at this. He didn’t just build teams to execute tasks; he built teams that could create, disrupt, and transform entire industries. Jobs' approach wasn’t about simply filling seats; it was about crafting an ecosystem where simplicity, clarity, and excellence were the bedrock. His ability to see potential in people, to align their talents with his bold vision, and to create a culture of innovation and relentless pursuit of perfection is what truly set him apart. These lessons hold the key to building teams that don’t just function but lead the charge in shaping the future.

"Great things in business are never done by one person. They're done by a team of people."

1. Small Teams, Big Impact

Most people think of big teams when they think of success, but the most transformative teams in history were often shockingly small. Jobs knew that. At Apple, his leadership wasn’t about gathering a huge group of people to overwhelm the market; it was about assembling a small, tightly knit group of individuals who could execute his ambitious vision with clarity and precision. The power of a small team lies in its ability to adapt, evolve, and move quickly. There’s less room for confusion or misalignment—each person has a clear, crucial role, and their contributions reverberate through the entire company.

Small teams also foster a sense of ownership. Every member feels like they’re contributing something vital, and they hold themselves accountable for outcomes. The larger the team, the more diluted the impact of each individual’s work becomes. But with fewer people, the stakes are higher, and each person feels the responsibility of pushing the team forward.

When building a small team, though, it’s vital to be hyper-selective. In a smaller team, each individual’s unique value becomes disproportionately important. The quality of the people you choose will define the quality of the results you achieve. The job isn’t simply to fill positions; it’s to find those individuals who can contribute something irreplaceable, who bring expertise, innovation, and vision. You’re not building a team for comfort—you’re building a team to challenge the status quo.

2. Simplicity in Product, Not Overcomplication

Steve Jobs wasn’t just about making things simpler; he was obsessed with removing everything that didn’t serve the core purpose. Simplicity wasn’t just a design philosophy for Jobs; it was a strategic imperative. It wasn’t about adding features to make a product appear more powerful—it was about eliminating the unnecessary to make the product more intuitive, more user-friendly, and, ultimately, more impactful.

This obsession with simplicity extended beyond just his products—it governed his approach to building teams and processes. Jobs didn’t allow his company to become bogged down in unnecessary complexity. Every decision was made with simplicity in mind. Every step of the process, every piece of communication, every role within his teams was optimized for clarity and efficiency.

The infamous flower dish

A great example of this mindset comes from a recently popular cooking show, Culinary Class Wars. In the show, one of the judges—Anh Sung-jae, the only 3-star Michelin chef in Korea—deducted points from a dish because the chef added flowers as decoration. While some might argue that the flowers made the dish more visually appealing, the Michelin chef’s decision was rooted in a deep understanding of excellence. The flowers didn’t serve the core purpose of the dish—enhancing the flavor and the experience. They were simply unnecessary. This was a reminder that true mastery lies in focusing on what truly matters, not on adding unnecessary distractions for the sake of appearance. A master knows that elegance and impact come from simplicity, not from excess.

When it comes to your own team, ask yourself: What is truly essential? What are the values that must be embodied in every decision, every process, and every product? Don’t overcomplicate things. Streamline your processes, your communication, and your goals. Focus on what truly matters and eliminate anything that detracts from the core mission. Just as Jobs did with his products, you can simplify your team’s efforts to focus on the highest-value activities. This creates a clearer path to success and allows everyone to be laser-focused on the goal.

3. Build Teams Based on Merit, Not Relationships

There’s a natural temptation, especially early on, to surround yourself with people you already know, people you’re comfortable with. Whether it’s friends, family, or old colleagues, it’s easy to rely on relationships to form your team. But in the long run, this can be a recipe for mediocrity. The strongest teams are built on a foundation of merit—the best people, not just the most familiar.

Steve Jobs understood this completely. He didn’t surround himself with people who were just easy to work with. He actively sought out individuals who were the best at what they did—people who could challenge him, inspire him, and help him see the world in ways he couldn’t alone. At Apple, Jobs built a culture where disagreements were encouraged, ideas were contested, and failure was seen as an opportunity to improve, not a setback.

When you build your team, focus on talent and capability above all else. Don’t settle for comfort or familiarity. Build a team of experts who bring diverse skills, perspectives, and experiences to the table. This creates an environment where innovation can thrive, where each member pushes the others to be better, and where no one is afraid to challenge the status quo.

4. A Growth Mindset: Adapt, Evolve, and Change Without Ego

One of the most underrated traits of great leaders is the ability to change their minds—not out of indecision, but out of wisdom. Steve Jobs was a master at this. He had deeply held beliefs, but if you presented him with new evidence that proved he was wrong, he could change his mind in an instant. No hesitation. No ego. Just a complete shift in direction if it meant getting closer to the right answer.

This wasn’t common—most people cling to their past opinions because they’re afraid to admit they were wrong. But Jobs saw things differently. For him, being "right" wasn’t about defending his old opinions; it was about arriving at the best possible decision, no matter where that decision came from.

Even Tim Cook, Apple’s current CEO, was taken aback when he first started working with Jobs. He was used to leaders who stood their ground no matter what. But Jobs taught him something entirely different: Don’t be so proud of your past views that you can’t change them. Cook saw firsthand how Jobs would be passionately arguing one side of an issue, only to completely reverse his stance the next day if someone convinced him otherwise. And instead of resisting this, Cook grew to admire it. Very few people have this skill—the ability to let go of their own past beliefs the moment they realize there’s a better way forward.

This ability to pivot was one of Jobs’ greatest strengths. When he returned to Apple in the late ’90s, he made tough, controversial decisions—abandoning old products, simplifying the product line, and realigning the company’s focus. His willingness to make bold, sometimes unpopular changes saved Apple and turned it into the powerhouse it is today.

The real question isn’t whether change is necessary—it’s how you respond to it. The best teams and leaders are the ones who are willing to evolve when new information arises. If you’re too rigid, you’ll fall behind. If you’re too stuck in your ways, you won’t be able to recognize when a better path presents itself.

If you’re leading a team, create a culture where changing your mind is a strength, not a weakness. Encourage an environment where your team feels comfortable questioning old ways of thinking, challenging assumptions, and experimenting with new ideas. The best teams aren’t afraid to discard outdated beliefs when they no longer serve the mission.

Because in the end, being "right" isn’t about stubbornly sticking to what you thought yesterday. It’s about constantly seeking the best answer—no matter how many times you have to change your mind to get there.

Conclusion: Smarter, Simpler, Stronger Teams and Products

If you’ve followed my journey in entrepreneurship, you know that I hold Steve Jobs in high regard. His principles around simplicity, quality, obsession over product and marketing and the power of the right team resonate deeply with me. I take these lessons and apply them to my own vision, always aiming for smaller, more focused teams, simpler processes, and the relentless pursuit of excellence. Steve Jobs didn’t just create products—he created teams that could transform the world. And that’s the kind of team I strive to build and the type of teams I strive to be a part of.

The Steve Jobs method is timeless. If you want to change the world, start by building teams that are smaller, simpler, and stronger. Build teams that challenge the norms, push boundaries, and never settle for less than extraordinary. The future belongs to those who embrace these principles and lead with vision, clarity, and unwavering commitment.

Thank you Steve.