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 13 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
Coleman: Corporate diversity efforts fail when D&I officers lack actual authority
“I'm finding that a number of D&I people have the job but no power, no influence, and trying to do diversity is hard, like anything else. You have to have goals and objectives like anything else that's important, and you have to have people who have the ability…”
Coleman: Tech hiring managers prioritize risk minimization over maximizing opportunity
“In technology that the average hiring manager is not trying to maximize the opportunity to try and minimize risk.”
Ken Coleman: Over-reliance on resumes misses true drivers of success
“Well, I think there's an over reliance on resumes and experience, and people miss what's really important in success, which is skills, abilities, and personal attributes.”
Coleman: Junior managers demand unrealistic experience in hiring specs
“I find it fascinating that a manager who's five years out of school is recruiting somebody and puts a spec together for 15 years of experience.”
Coleman: Most companies lack employees who exercise 'intelligent override'
“Companies put together systems and processes, and unfortunately, about 10, sometimes up to 20% of the time, that process makes no sense. It's just not helpful. And so what you want to do in a company is people who can do what I call intelligent override. The p…”
Coleman: Peers can serve as effective professional mentors
“And my point there, you can have a peer as a mentor, because we were peers. I didn't work for him, he didn't work for me.”
Ken Coleman: The CEO role changes more than any other as companies scale
“There's a difference when there are five of you, or eight of you, or 10 of you, when there's 500 of you, or thousand of you, and the person's job who changes the most in a growing environment is the CEO's job.”
Ken Coleman: CEOs stop knowing every employee once team size exceeds 125
“Because when you're up to about a 125 people, you, the CEO, You're the leader of the company. You can know everybody. When you got 500 people, everybody knows you, and you know a very small part of the company.”
Coleman: High-growth leaders act on feedback within one week
“The people that can grow the most are people when you have a conversation today, and you talk to them a week from the day, and they've done something with the conversation.”
Ken Coleman: Mentorship must develop organically through trust and honesty
“So I believe you should be about getting to know more and more people, and the mentorship happens organically as you get to know people, because you can't make somebody be a mentor, and for it to work, That relationship, there has to be trust, and you gotta be…”
Ken Coleman: Addressing diversity issues creates stronger companies and leaders
“So if you push on the diversity issues, it'll make you a better company or a better leader.”
Ken Coleman: Difficulty is a terrible excuse for avoiding corporate goals
“So, hard is a terrible reason not to do anything, because we live in this world where we choose to do hard every day.”
Coleman: Ending meetings asking 'what can I do for you?' is powerful
“Every time you meet with this guy, he always ends with, what can I do for you? It's fast, it's disarming, and you feel, wow, he cares. He cares about how he can help me. I just find that a very powerful way to end the conversation.”