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
Even the most basic CEO building blocks will feel unnatural at first. If your buddy tells you a funny story, it would feel quite weird to evaluate her performance. It would be totally unnatural to say, “Gee, I thought that story really sucked. It had potential, but you were underwhelming on the buildup and then you totally flubbed the punch line. I
... See moreBen Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
Managing Direct Reports What do you look for in the people working for you? How do you figure that out in the interview process? How do you train them for success? What is your process for evaluating them?
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
In contrast, feedback in a DDO is considered incomplete or superficial unless it penetrates (“probes,” in Bridgewater language) beneath behavior to the assumptions and mind-sets that underlie it. Admitting people’s interior life into the realm of what can be improved, acted on, and managed is what makes a DDO’s culture truly developmental—namely, t
... See moreRobert Kegan • An Everyone Culture: Becoming a Deliberately Developmental Organization
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
Andrei Stoica and added
This is a classic challenge: organizations need people to coordinate activity and act as the glue that holds everything together, but for the people who volunteer as tribute to the machine, it can be difficult. Managers create extraordinary value for organizations—for which they are rewarded with increases in pay and power—but management is often e... See more
Nathan Baschez • Year Two
sari added
WHY STARTUPS SHOULD TRAIN THEIR PEOPLE
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
The cultural prohibition on micromanagement is harmful. Great individuals should be fully empowered to exercise their judgment. The goal is not to avoid mistakes; the goal is to achieve uncorrelated levels of excellence in some dimension.