Rosemary Goodwin
@rosemary
Rosemary Goodwin
Most companies make the mistake of tracking what's easy to measure (lines of code, PR counts) rather than what actually matters — “outcome over output.”
Confidence Comes Last. That’s because confidence isn’t an input. It’s something that builds along the way. There’s a framework called The Four Cs:
Commitment
Courage
Capability
Confidence
You only get confidence after you develop new capabilities. And capability only grows when you commit ... before you know how things will turn out.
That’s where
... See more“a systemic problem requires a comprehensive response.”
Jane McManus
Women’s tennis has always been at the forefront of the fight for equal pay, status, and coverage. Yet, their finances have had to be saved by China and now Saudi Arabia, whereas nowadays, a league like the WNBA is growing on a foundation of activism and seems ready to become the new women’s sports leader. A bit ironic, no? Like, tennis did the job,
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Data Doesn’t Lie, But It Does Speak Softly
Good data doesn’t shout. It shows up quietly in results, growth, and patterns. You just have to slow down long enough to notice what it’s telling you.
Time and time again, I am reminded: Everything takes longer than you think.
This is why, if you’re doing something new, you should:
Build in buffers.
Build in time to get into flow.
Build in time to think.
Build in time to discover unknown unknowns.
Build in time to learn.
Build in time to recuperate.
Build in time to troubleshoot.
We are in an age of noise.
The frameworks that got us here, of jobs-to-be-done or product-market fit, will be insufficient going forward. For founders to have extraordinary outcomes, they will have to find alpha in markets that aren’t easily understood.
Which is to say, technology alone won’t be enough. The other essential ingredient will be taste.
Once bad board dynamics form, they’re incredibly hard to change.
Here’s what to do:
Get all members to reintroduce themselves. Not just bios, but sharing their strengths and weaknesses. This forces a bit of vulnerability which builds trust and connection.
Clarify the different roles of the board and the CEO. Discuss who sets the strategy, and how