Britt Gage

Our companies ran at higher velocity, with higher standards and a narrower focus than most. Going faster, maintaining higher standards and with a narrower aperture. Sounds simple? The question is how you go about amping up your organization. How  much  faster do you run? How  much  higher are your standards? How hard do you focus? It is a

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Is the situation actually complicated or is it really quite straightforward, but you're making it complicated because it requires a lot of courage to make the straightforward decision?

Part of the problem with the Lean Startup mindset is that it sees life and work as an optimization problem. The point is to help people live a good life, not just an efficient life. The goal is human flourishing, not convenience. The goal is a good future, not just a technically advanced future.

Complicated problems have a solution, and the solution can often be found by breaking the complicated portions into smaller pieces.

And complicated problems often have an emotional component, because there are parts of the problem we don’t want to look at closely, or deal with personally.

If you’re lucky enough to be handed a complicated problem,... See more

Unnecessary versus necessary chaos

In my 13 years working at startups, I’ve witnessed many examples of unnecessary chaos—here are a few.

A major release has been planned for months, but launch communications—new positioning, website copy, customer email, blog post—are reviewed at the last minute.

A manager reschedules 1:1s every week because of... See more

We theorists are not fully aware of the extent to which the experiments we plan and carry out are biased to favor our theoretical point of view.