leadership

“The idea is that at first we know nothing about ourselves. And then the next level is that we start become self-aware, but believe the whole world is wired, just like we're wired. And then you go up to the next level and you believe that the world thinks diffe…”

“There are only three reasons, again, why things do not happen the way you want them to happen as a leader. And you can look at a person and you would say either that person can't do, which is a capability issue, or they won't do, Which is a motivation or an al…”

“And the biggest thing is stories that we tell people, it's like the tip of the iceberg. And if anything, it even Doesn't matter. I've worked with a lot of folks who their teams say, stop it with the storytelling, stop talking at us, and they don't want any of …”

“When you become senior, what you realize as a leader is you stop getting feedback. Nobody wants to give feedback to you because you're a leader at that point. Yet, what gets you to leadership isn't what takes you forward through leadership.”

“And again, there are these three concentric circles. You first tell the team and get all the feedback from your team. Then you go to the stakeholders who are going to help you bring this thing to life. And then you go to leadership, and you have this sort of c…”

“So if you want to create a high functioning team, do your work. And it starts with the person who has the most power in the group. If that person refuses to do their work, the entire group will become, ah, a manifestation of early dysfunction in the individual…”

“If you can solve a problem that they have, or it's like something that they're focused on, if you can slightly reframe it even, right? Like if they're calling everything developer productivity, go ahead and call it productivity. If they're calling it velocity …”

“This sturdy leader is able to see my emotional experience as real for me and not be overwhelmed by it themself. Those are the two distinct aspects of being a sturdy leader. I can see someone else's experience as real for them, but I can still hold onto my expe…”

“Inherently you're in a position of leadership because you have experience other people don't have, you have insight, you judgment, you might like just very literally have access to company information and data that other people don't have that.”

“What I definitely learned is like most of the time you hear it's really complex. It isn't leadership's just weak.”

“Top down works well if leadership is good enough to be in the weeds and be specifically correct. I think where it falls apart is where you don't actually know ground truth, and then you attempt to manage people from above. And that's where I think the term mic…”