Saved by Mo Shafieeha
Exec Development is a Different Game
Yep, this goes for just about everyone. The CEO of that hot shot new company that everyone loves? He’s probably never run a company before. That director who just started managing other managers? She’s probably only managed individual contributors before. We are all constantly being asked to step up to new challenges and help lead. This is just as ... See more
Makinde Adeagbo • Nobody Knows What They’re Doing
at an institution, you can’t just do what is best, you also have to build trust and coordinate with others so you are on the same page. This, however, doesn’t mean that you should abdicate your judgment and get in line.
I like the approach Sholto Douglas expressed in his interview with Dwarkesh Patel:
I like the approach Sholto Douglas expressed in his interview with Dwarkesh Patel:
If I’m trying to write some code and something is... See more
Henrik Karlsson • 6 lessons I learned working at an art gallery
Then I read chapter 16 of Andy Grove’s management classic, High Output Management, titled “Why Training Is the Boss’s Job,” and it changed my career. Grove wrote, “Most managers seem to feel that training employees is a job that should be left to others. I, on the other hand, strongly believe that the manager should do it himself.”
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
For the already overscheduled manager, the trickier issue may be who should do the training. Most managers seem to feel that training employees is a job that should be left to others, perhaps to training specialists. I, on the other hand, strongly believe that the manager should do it himself.
Andrew S. Grove • High Output Management
A common organizational mindset is to view jobs as “work to be done” and not as developmental assignments.