leadership Featured The 3 modes of work: Stabilizers, Improvers and Foundations There's limited overlap between the work to build quick bridges to different destinations and the work to build a really big and strong bridge.
leadership Achieving exponential outcomes by choosing the right axe Some trees can never be cut without the right axe, sharpened the right way.
leadership High-standards satisficer If you care about results, it really doesn't matter that you're finding the best choice of a bad pool. It's much better to find a top-percentile choice in a great pool.
leadership Your circus, your monkeys: making good decisions Compromise is working through disagreements by finding a bad decision on which there's consensus.
leadership Easy and Hard activity routines I use "ambition is useful, greed is not" as the motto for "make things as hard as you can – but not harder."
leadership Autonomy and Opportunity You increase your autonomy by building automation and delegation, and increase opportunity by building credibility.
leadership Building patience by managing complexity Impatience, and its feelings of frustration, restlessness, agitation, and annoyance, won't lead to sustainable top performance, so it's a poor tool for collaboration.
leadership A fun, good, nice job No matter what brackets you define for your A, B, and Cs to rate how fun, good, and nice the jobs are, not every job, in every career, will have the potential to be an AAA.
leadership Using core values as constraints While values that maximize success seem like a playing-to-win tactic, values that constrain possible moves seem like a scrub tactic. But of course, they're the same set of values.
leadership Featured The 4 downsides of Slack communication vs meetings While Alice had a "quick question," Bob absolutely didn't have a "quick answer" – a typical Slack affliction.
leadership Using skill-pressure to build competencies Skill-pressure is a common thing, it just doesn't have a well-known name.
leadership 3 Steps for long term career planning If you don't plan your long-term career, you'll still have a long-term career, just not the one you planned.
leadership How to build a department To build groups, you must be able to perform roles, hire, and then give those roles away.
leadership Leader, Manager and Expert – The 3 Startup Roles It's essential to evaluate your role to ensure you're contributing at the highest level to the company and being assessed correctly, given your primary role.
leadership The third pillar of leadership: Motivation Autonomy and Responsibility must be aligned so the team has enough autonomy over what they're responsible for
leadership The second pillar of management: Competence You can't empower a team to make decisions without an extremely high competence team
leadership The first pillar of management: Priority Without consistency, there are no commitments. Without commitments, there's no work on priorities.
leadership How to transition to the work you need It's crucial to know your skills and competencies and how they can help you find a role that better matches your needs.
leadership "How sure are you?" – Calibrating our confidence levels While explaining is useful in justifying our confidence when we're sure, it's most useful for decreasing our confidence when we're NOT sure.
leadership Focus on fewer goals by asking "What's going on?" Most of the time, when we have too many things to focus on, we lack a correct diagnosis.
leadership Why, What, and How: Creating effective goals "Why, What, and How" come in order of importance and difficulty.
leadership You can build an excellent team The data shows that teams, not companies, make or break an employee's experience at work.
leadership "You must not fool yourself" – How to pursue self-awareness When unsure about how we are doing, we predictably choose the most flattering alternative.
leadership Avoid compromise and clarify goals In order to agree on how to achieve the goals, the team must first agree on the goals.
