The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 15 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Going public forces executives into fear-based, short-term decision-making
“Since I've taken the company public, you're actually kind of trained and modeled to constantly be managing risk. Like, you know, if you do this, what will the street think? If this happens, then how will that impact the stock price? And it's a lot of short-ter…”
Fast decisions made with limited information outperform slower, data-heavy ones
“If you look back on decisions that you've made in the past, ones where you've had a lot of information, ones where you've had very little information and kept score, I think you would find that the quality of the decisions you made with less information is jus…”
Tech industry faces executive talent shortage within 20 years, predicts Tejada
“And they're in a hurry, but I think we could end up 20 years from now without really well-trained executives leading businesses, because the foundational companies that used to do that for the industry are not anymore.”
Leaders without self-doubt exhibit concerning levels of arrogance and narcissism
“I think anybody who runs a meaningfully sized company or is responsible for the employment of hundreds of people or has a duty of care in a leadership role is going to doubt themselves. It's natural. And frankly, if you're not, I'd be nervous about the level o…”
CEOs must understand every corporate function before leading, says Tejada
“When you're the CEO, there's not a ton of time for on the job training. You really need to understand what you have in front of you and what you're working with. And that includes having some wherewithal and understanding of what each function is meant to deli…”
Professionals must feel slightly scared to remain open to possibilities
“If you're not a little bit scared in everything that you're doing, you're not being open enough to the possibilities that are out there.”
Walking one-on-ones yield more candid conversations than video calls
“I find when we're walking, we have a more candid Conversation. More emotion is leveraged in those conversations than when we're on video going through to do lists.”
Uncomfortable team accountability is a muscle that must be built deliberately
“Like you have to build that muscle to be able to have an uncomfortable conversation within a team and being comfortable and holding each other accountable to goals and commitments that we've made. And that's a muscle that doesn't just come naturally. You actua…”
Corporate board members operate on only 10% of executive management data
“When you're a board member, you're asked to approve Or advise on the basis of having about 10% of the data you're used to having as an operator.”
Early PagerDuty meetings were overly polite and unproductive, says Tejada
“And what I found was that everybody was being very careful not to get in anybody else's backyard, not to get in anybody else's grill. And it was a very nice conversation. Meetings were very pleasant, but they weren't terribly productive. And we tended to be fo…”
High-growth companies almost never reach team norming due to rapid scaling
“In a high growth company, you almost never get to norming. Like there's just no stasis because the company is changing so fast because of the scaling. And so you're kind of constantly pivoting back and forth between forming and storming. And if that's uncomfor…”
Bad news never improves with age, requiring full board transparency
“So I think part of good board management is transparency. We have a no surprises policy in my team and my board because bad news doesn't get better with age.”
The best board members ask few but highly insightful questions
“I mean, I think the most phenomenal board members I work with are the ones that ask super insightful questions in the right moment.”
Diversity must be managed like a core business initiative with explicit goals
“Treat it like a business initiative as opposed to a box checking exercise or something that HR owns. And with any important business initiative, you set explicit measurable goals with explicit milestone timing, timeframes, and you allocate resources and leader…”