To start with, leaders must not be afraid of their teams making mistakes. Copying from another comment: "Netflix's culture demands very strong leadership and probably works only when the company is small enough. From CEO and down, leaders in every level need to know how to set context for their teams, give enough freedom to their teams, while... See more
At a well-run seed stage startup, engineers will often describe the work experience as intoxicating . At a larger company, the best you get is "enjoyable".
Why YSK: Ever wondered why women want men to just *understand* everything, why some people have a *blunt style of talking, prefer honesty and get impatient with waffling* or why some people have *difficulty asking people outright for help, dislike conflict and often worry about imposing on people*? The answer is simple to explain but not as easy to... See more
Formal Structure (Hierarchy) Informal Structure (Influence) Value Creation Structure (Reputation)
Kevin Scott, now CTO of Microsoft, would ask in candidate interviews: “What do you want your next job to be after this company?” Most of your team members realistically won’t stick with the same company forever. This is even more true as you scale to 20, then 50, then 100 team members and so on. But the best way to empower them to do good work is... See more
Like seemingly everyone on this app I have plenty of opinions about Twitter > X and figure now is a good time to open up a bit about my experience at the company.
I tweeted for years into the void for the love of it like many of you, but after selling my startup to Twitter in 2020 I finally got to see it from the... See more