Management & Leadership

When you're a CEO/senior leader, you can inadvertently bias the discussion in the room with your own opinion. Speaking last helps but often ppl already know your opinion. What I've found much more effective is to set the parameters up front/what you believe up front and then… Show more

When you start managing someone, use your 1:1s in the first couple of weeks to understand their Context. Most new managers focus solely on Content (projects/goals/blockers). But Context + Content lets you move faster from Rapport to Credibility to Trust. Example 1:1 questions:

New Peloton CEO emails employees February 8, 2022

The way that Jensen Huang runs Nvidia is wild: 40 direct reports, no 1:1s - Believes that the flattest org is the most empowering one, and that starts with the top layer - Does not conduct 1:1s - everything happens in a group setting - Does not give career advice - "None of my… Show more

In most companies, activity is driven by the org chart. That’s how decisions are made, communicated, and acted on. That’s why it’s hard to scale as a company grows. Deep org charts give structure to huge hierarchies of people, but they’re not great for executing on projects.

Steve Jobs calling to build Apple "slowly and carefully" Powerful to see that led to a 3 trillion dollar company

Some questions to ask in your next 1:1s

I’m obsessed with great leadership. But when I was young, I wasted years and opportunities not knowing what great leadership looked like. Learn from my mistakes. 21 clear signals you have a great leader:

🎾 You're not "a top down dictator, but as a consensus builder amongst all the stakeholders, breaking a tie when necessary."

the most visionary and effective leaders I've worked with have two seemingly disparate skill sets 1/tastefully guiding strategy and pointing attention towards the right things ta the 30k foot level 2/meticulously getting in the weeds to edit/perfect at the 1 inch level