Managing people

Good management starts by defining what outputs someone needs to produce.

“Tragedy of the commons.” When several people share responsibility for an action or process, often that action doesn’t get done well or at all. To prevent this from happening, group tasks into functions and assign each function to one—and only one—person. These are your areas of responsibility.

moving your company from people to process.

As you scale, you realize, “Huh, I really need more of these.” And the danger is getting too process-y instead of outlining the objectives so people understand, “Okay, we’re doing this for this reason.” It’s almost like you want to provide more context versus trying to exert more control. Because maybe in a very autocratic, hierarchical, bureaucrat