Rosemary Goodwin

The only metric that matters is who comes back tomorrow.

• Naveen Naidu

The differentiator is whether something fits so naturally into people's existing habits that removing it feels like amputation.

That fit can't be designed in advance. It emerges from the intersection of capabilities you've collected, the pressure points where habit and frustration collide, and timing you can't control. Our job isn't to predict that

Follow usage, not compliments.

"This is amazing!" means nothing. Daily active use means everything.

The friction was brutal. You had to (fill in the blank), and (fill in the blank) made that painful.

Even when people enjoyed the experience, they didn't come back. The structural barriers killed the habit before it could form.

"What would our team use every day?" If the internal team adopts something naturally, it’s a strong signal that our community—an extension of that team—will too.

• What's your goal?

• Who do you need to reach to accomplish it?

• What do THEY value?

• How can you provide that to them?

• How will you know you’re successful?

Asking the questions, “How important is it to you?” and “Why?” before discussing issues brought to your attention is a great habit to develop.

Outcomes are what count; don’t let good process excuse bad results.

• Sam Altman

• “Let’s create a comprehensive description of what it takes to do each job at each level” leads to people only doing things that were written down rather than the common sense things that someone really at that level would naturally understand. The more comprehensive you attempt to make it the more trapped you are by it. The reason these things are