Make No Small Plans: Lessons on Thinking Big, Chasing Dreams, and Building Community
von Elliott Bisnow
Elliott understood in that moment that the most important quality an event can have is space for the unplanned—room for the spontaneity and randomness that create sparks. It’s the difference between a highly polished apple you get in the supermarket and the slightly bruised organic one that’s fallen from a tree. Brush it off, and the roadside apple tastes infinitely better. “Tell me and I forget. Teach me and I remember. Involve me and I learn.” That was exactly how Jeff learned. After seeing some of the most powerful moments happen offstage, Jeff made certain that the concept of the corridor was a large part of our future events. We wanted to provide an intimate space where people could reflect and discuss on the sidelines.
Elliott understood in that moment that the most important quality an event can have is space for the unplanned—room for the spontaneity and randomness that create sparks. It’s the difference between a highly polished apple you get in the supermarket and the slightly bruised organic one that’s fallen from a tree. Brush it off, and the roadside apple tastes infinitely better.
“Tell me and I forget. Teach me and I remember. Involve me and I learn.” That was exactly how Jeff learned. After seeing some of the most powerful moments happen offstage, Jeff made certain that the concept of the corridor was a large part of our future events. We wanted to provide an intimate space where people could reflect and discuss on the sidelines.
It seemed we had finally made a splash in New York. The natural thing for us to do would have been to stick it out in the city. To milk the momentum we had just created and bask in the success of what we had pulled off. But we were firm believers in growth over comfort, and we felt we had stretched ourselves as far as we could in Manhattan.
That never would’ve happened if we’d hired a public relations firm to put out a press release. Spreading our own story got us way more press than any traditional PR could. In that moment, we learned a very important storytelling strategy, which we use at Summit Series to this day: “Mystery makes history.”
It seemed to Elliott that everybody in college was working on the same problems that had already been solved by students the year before, and others the year before that. But Elliott didn’t want to solve his professors’ problems. He had his own problems to figure out. During
"Elliott understood in that moment that the most important quality an event can have is space for the unplanned—room for the spontaneity and randomness that create sparks. It’s the difference between a highly polished apple you get in the supermarket and the slightly bruised organic one that’s fallen from a tree. Brush it off, and the roadside apple tastes infinitely better."
"“Tell me and I forget. Teach me and I remember. Involve me and I learn.” That was exactly how Jeff learned. After seeing some of the most powerful moments happen offstage, Jeff made certain that the concept of the corridor was a large part of our future events. We wanted to provide an intimate space where people could reflect and discuss on the sidelines."
"It seemed we had finally made a splash in New York. The natural thing for us to do would have been to stick it out in the city. To milk the momentum we had just created and bask in the success of what we had pulled off. But we were firm believers in growth over comfort, and we felt we had stretched ourselves as far as we could in Manhattan."
"That never would’ve happened if we’d hired a public relations firm to put out a press release. Spreading our own story got us way more press than any traditional PR could. In that moment, we learned a very important storytelling strategy, which we use at Summit Series to this day: “Mystery makes history.”"
"It seemed to Elliott that everybody in college was working on the same problems that had already been solved by students the year before, and others the year before that. But Elliott didn’t want to solve his professors’ problems. He had his own problems to figure out. During"
"We saw life as a giving competition, not a game of trades or a reciprocity loop. And if you’re genuinely giving without the expectation of return, you create the ability to ask the same of other people. We called it the Triangulation of Goodwill."
"“Make No Small Plans,” they said. “But why?” I asked, beginning to apply design thinking to a thirteen-year-old early-stage start-up. “Because life is precious, and it should be dedicated to doing something meaningful.”"
- →It seemed we had finally made a splash in New York. The natural thing for us to do would have been to stick it out in the city. To milk the momentum we had just created and bask in the success of what we had pulled off. But we were firm believers in growth over comfort, and we felt we had stretched ourselves as far as we could in Manhattan.
- →That never would’ve happened if we’d hired a public relations firm to put out a press release. Spreading our own story got us way more press than any traditional PR could. In that moment, we learned a very important storytelling strategy, which we use at Summit Series to this day: “Mystery makes history.”
- →“Make No Small Plans,” they said. “But why?” I asked, beginning to apply design thinking to a thirteen-year-old early-stage start-up. “Because life is precious, and it should be dedicated to doing something meaningful.”
- →We wanted to build a business around delivering something better than expected; over-promise, then over-deliver. So we turned our attention toward making the day momentous.
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