The Great CEO Within: The Tactical Guide to Company Building
path for ICs to progress means you get the best people in the right roles with the ability to advance their careers and their pay. Forcing management to be the only way up will cost you talent in places you need it, and worse, install the wrong people in those roles, harming everyone on the team. CHAPTER 15 VULNERABILITY ≠ WEAKNESS In Silicon Valle
... See moreRand Fishkin • Lost and Founder: A Painfully Honest Field Guide to the Startup World
An early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project. An engineer might get stuck waiting for a decision or a manager may think she doesn’t have authority to make a critical purchase. These small, seemingly minor hesitations ca
... See moreBen Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
With everyone taking for granted that their own view is right, and readily assuming that others’ opposition is self-interested, progress quickly grinds to a halt. Decisions are delayed, and when finally made they are often imposed without buy-in from those who have to implement them. Relationships sour. Eventually people give up in frustration, and
... See moreSheila Heen • Difficult Conversations: How to Discuss What Matters Most
What criteria should be applied to people we hire, those we promote, and those we let go? What makes someone a good person versus a bad person? How should hard-to-resolve conflicts be handled at our organization? What’s your preferred form of communication and why? What enables you to deliver your best work? What stops you from it?