Nabeel S. Qureshi

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:

If I’m trying to write some code and something is

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When people aren’t doing what you think they should be doing, look at yourself first. How can you better communicate to them what they should be doing so they can understand and execute?

If you’re feeling micromanaged by your boss or senior leaders, instead of getting frustrated with them, take ownership. Push more information up the chain of comman... See more

In my opinion, one of the most underrated yet most valuable traits for a PM to have is what I call the “I got this” aura. Everyone should feel that if you take something on it will get done, and done exceptionally well. The key to building this aura is to become increasingly detail oriented, to be more prepared than anyone else, and to have a highe... See more

What matters is that you learn how to manage yourself and others, before your industry eats you alive. Micromanagers are egotists who can’t manage others and they quickly get overloaded. So do the charismatic visionaries who lose interest when it’s time to execute. Worse yet are those who surround themselves with yes-men or sycophants who clean up

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Understanding how to delegate is perhaps the most valuable thing an entrepreneur can learn. Doing everything yourself does not scale. Being able to delegate well is akin to being able to lead well, and frankly, to being able to get shit done. And effective delegation is not easy. When it comes to managing a team, there is no such thing as “set it a

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