Q your advice here where it's exactly the same as you. I, I just care intensely about my business. Like you do yours. And if I feel like someone is not helping me get to where we should be, I get very angry, um, especially if it's born out of laziness or lack of care. How do you temper your emotion as a leader? Because actually, it's not helpful getting angry.
A It's, it's hard. And what we try to do at GitLab, which is super hard, but like, don't question people's intentions. So I agree that some people are, have a harder time motivating themselves, but I think laziness is almost a shortcut. That's, that's too easy. Like what's going on in their life. And that might not be, that might not be an excuse to do it, but. I think most of the times when I'm lazy, it's because I have two of a high bar for the output and the end result, and I procrastinate and try not to do it. Um, so maybe it's something like that. Um, we're all humans. We all, like, I, I, I might, I might be, yeah, I'm trying to be as level headed as I can, and I think I do a good job, but that, that doesn't mean you're, you're always at your best and nobody is. And I think it's kind of fun to work with humans instead of robots, and to vary your style. One of the things I like most is the situational leadership theory and strategy, where you vary your style based on what happens. I've made a blog post in November with 19 Factors I can consider and I sometimes do consider when, when to delegate something. And that's, that's kind of the name of the game. Like the who's on the other side and what should, how should you vary your style? And I think that makes being a leader more interesting and, and it's, I'm never going to master it, but I'm, I'm, it's fun getting better at it.
AI assessment note: “what we try to do at GitLab, which is super hard, but like, don't question people's intentions.”