Britt Gage
@brittfgage
Founder, of All Trades. Building a new type of company for generalists and the founders we seek to serve.
Britt Gage
weofalltrades.com
Managers should always be prepared to give away their people, and when the time comes for a high performer to leave, Shen argues that managers will actually be better off for it.
Pulling from the ethos of Molly Graham’s blockbuster Review article “Give Away Your Legos,” Shen has architected her own framework for how managers can avoid being caught... See more
Pulling from the ethos of Molly Graham’s blockbuster Review article “Give Away Your Legos,” Shen has architected her own framework for how managers can avoid being caught... See more
firstround.com • ‘Give Away Your People’ — How Managers Can (And Should) Prep for High Performers to Leave
Startup Systems and
“I want everything we do to be beautiful. I don’t give a damn whether the client understands that that’s worth anything, or that the client thinks it’s worth anything, or whether it is worth anything. It’s worth it to me. It’s the way I want to live my life. I want to make beautiful things, even if nobody cares.”
3-2-1: On the importance of beauty, fixing silent complaints, and a simple rule to make life easier
On attempting to build extraordinary things and Startup Advice
The truth is that if we stop doing chores, we have to do real work instead. The things that aren’t repeatable or proven. The things that are emotionally difficult, creatively challenging or simply requiring exploration and guts to pursue. If we succeed at this work, there will be plenty of money to pay to get the chores done.
Doing chores cheerfully and with skill is a fine hobby. But it might not be what you need to do right now.
many of society’s most pressing challenges – such as climate change – require highly creative problem-solving that crosses multiple domains, and polymaths may be the best people to find those solutions.
David Robson • Why Some People Are Impossibly Talented
Build a cross-company network of change agents.
You need to start by building out a layer of high-performers within your own team. Before you go broad, adapt and iterate on the culture you want to build among that group. Then, just as they are ready to move up in their career ladders, facilitate cross-functional moves into key roles for them. This... See more
You need to start by building out a layer of high-performers within your own team. Before you go broad, adapt and iterate on the culture you want to build among that group. Then, just as they are ready to move up in their career ladders, facilitate cross-functional moves into key roles for them. This... See more
Superhuman
... See moreSometimes, it’s possible to reduce the bad parts. But that takes considerable focus, effort and commitment. It’s not free. You can’t expect them to go away on their own.
It might not seem like a feature to you, but the bad parts are often the flip side that allows the other part to exist.
And sometimes, the bad parts are built into the system
