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 8 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
Erin Wade: Interview conversational skill does not correlate with job performance
“We will pay people to do, like, practice shifts or practice project, because talking is its own skill that has literally nothing to do with Most people's job performance.”
Erin Wade: Great company culture requires coloring-book boundaries with creative freedom
“If you just give someone a blank piece of paper, everyone's going to create art that's totally different. If you give people you know, a paint by number, everyone's going to create something that is exactly the same. And I think my goal is actually to be like …”
Guiding staff through stakeholder analysis prevents divisive managerial rejections
“If you run things traditionally and hierarchically, people bring suggestions that are perhaps self-serving, and your job as a manager is to be like, no, or maybe to explain why, and it creates, like, a pretty divisive dynamic where you're at odds with each oth…”
Erin Wade: Start open-book management by tracking one metric and sharing upside
“I would say pick a number that you care about improving that is dynamic and is that employees can make a difference on. Start measuring it and then set a benchmark, you know, like that you'd like to reach and share the success.”
Wade: Restorative Discipline Replaces Punishment With Awareness of Harm
“With a restorative discipline approach, what you do is you sit down for a conversation. You basically are like, hey, you know, what happened? Someone says, I was late. And then you talk about who is affected. Well, turns out you know, you sort of walk them thr…”
Wade: Founders selling companies must accept that company culture will change
“The person who's really on the ground running something is really the most deeply responsible for the culture, and on all the people who are working Alongside them, right? Like, that's what creates the culture of that organization. I think I wanted to believe …”