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I break the essential responsibilities of the company executive into three distinct buckets: 1. Chart the course Where are we going? What are we building? Who is it for? Any executive running anything has to know the answer to these questions in order to lead anyone anywhere. If you don’t have a clue where you’re going, any road can take you there, and running in circles is as good as making progress. This is not viable. That doesn’t mean having a five-year plan! Or even a quarterly target! We decide on what features we’re going to build for Basecamp and HEY every 6-8 weeks. That’s charting the course just in time and at a high resolution. Because if anything, being a “long-term thinker” is an invitation to smell your own intellectual exhaust fumes. It’s much easier to bullshit from 30,000 ft than it is when imminent decisions stare you in the face. And someone’s has to do it! Someone has to say: This is what we’re doing. Let’s go. 2. Set the pace Not only does work easily expand to fit the time allotted, but our ambitions will shrink along with our declining productivity. The slower you’re moving, the less you think you can do, the slower you’re moving. The only counter to this is to be ambitious, bold, and impatient. Again, this doesn’t mean cracking the whip over a herd of cubicled programmers zombieing their way through yet another death march day on a 12-hour shift. Setting the pace isn’t about demanding more hours, it’s about demanding more from those hours. The only way to tell is by knowing the work. Executives who drift high up in the clouds have a hard time seeing the terrain. You can only get so much information second-hand or from outdated maps. You have to be there to know. So to be bold, you must have insight – or you’re just delusional. Credibility is built on pushing for a reach and then actually making it. If you’re constantly pushing for the impossible, and none of it happens, you’re a clown. Get out of here. 3. Hold the line Quality withers quickly when nobody sweats it. You have to take it personal, to some degree. It has to offend your sensibilities when things are not right, to some degree. Because you need that energy to halt the work and redo what isn’t right when you find out. If you let it slide, if you don’t sweat, eventually nobody else will. And holding the line on quality isn’t just about the customer experience, it’s about everything. It’s about writing code that’ll be a joy to read in three years. It’s about making sure none of the writing that’s signed by the company makes you cringe. Do all these three things well, do them consistently, do them when it’s hard, do them when it doesn’t look like it’s working, and regardless of what happens, you’ll have done your best with what was there. Whether that’s enough for success or sustainability is usually out of your hands anyway. | 37 comments on LinkedIn

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Capacity planning helps understand how much work you can on. Here’s how it works.

Hoe ga je om met een medewerker die slecht functioneert 😤☹️? Nodig hem/haar uit voor een functioneringsgesprek met als doel zijn groei en ontwikkeling. Super belangrijk om dat meteen als onderwerp aan te geven. In dat gesprek moet de eerste vraag altijd van deze strekking zijn: “vertel eens, wat is jouw mening en gevoel over hoe je het zelf gedaan hebt de afgelopen tijd?” Waarom moet die vraag altijd eerst? 1) Het is de beste manier voor jou om zijn blinde vlekken te merken, 2) Je behandelt hem meteen als een volwassen mens, daar spreekt aandacht en waardering uit en dat maakt het gesprek ook veiliger, 3) Je gaat uit van vertrouwen (en niet van wantrouwen, wat het geval zou zijn als je meteen je eigen oordeel zou uitspreken ipv die vraag te stellen). Blijkt iemand dan echt een blinde vlek te hebben of een andere mening over een prestatie? Dan is de tweede stap: onderzoek zijn doelgerichtheid met hem, en ook hier met open vragen. “Waar streef je naar? En hoe past dat in de doelgerichtheid van de organisatie?” Dan wordt niet alleen de lacune zichtbaar maar het opent ook de vraag: hoe graag wil hij daaraan bijdragen? Met deze tweede stap appelleer je sterk aan zijn eigen volwassenheid en eigen verantwoordelijkheid. Dan zie je ook pas goed of hij die ‘neemt’. Praat overigens bewust niet over ‘resultaten’ die je verwacht. Dat brengt nl. ook faalangst dichterbij. Praten over doelgerichtheid is niet alleen veel belangrijker maar opent ruimte voor initiatief, innovatie en risico nemen. Daarna en daardoor wordt het praten over milestones op weg naar dat doel veel eenvoudiger, die kan hij zelf bedenken dan. Nóg herinner ik me uit mijn tijd als jonge consultant deze vraag van één van de partners toen ik tijdelijk maar 60% betaalde tijd bezet was: “wat heb jij in die overige 40% gedaan waarvan jij denkt dat het zo waardevol is voor ons?” Deed wonderen voor mijn motivatie 😃, terwijl ik vooraf bang was voor het oordeel. Viel je toch met de deur in huis met je eigen oordeel? Realiseer je dan dat je jezelf daarmee ook verantwoordelijk maakte over hem, je jezelf te groot maakt, en hem te klein. Je vermindert zijn autonomie. Erger nog: je blijft naar hem toe in die positie zitten dan, dus vrijwel alles ‘ligt nu bij jou dan’. Wil je dat🥴? Vast niet 🫣. Wat is de kunst nu echt? Heel goede open vragen blijvend leren stellen. En in goed aandachtvol contact. Niet alleen gaat iemand dan beter nadenken, bij elk volgend gesprek met jou weet hij dat die vragen van jou gaan komen, en leert daardoor ook ze vooraf eerst aan zichzelf te stellen. Daardoor ‘kweek’ jij meer en beter zelfstandige mensen. Daardoor wordt je een betere leider omdat je focust op groei van je mensen. Je bent een beter voorbeeld voor de leiders onder jou. Een grotere ‘span of control’ 🤩🫠. En ben je gezonder bezig, voor jezelf en voor alle anderen 👍. #coaching #groei #persoonlijkeontwikkeling #functioneren #leiderschap #gedragsverandering #werkdruk #motivatie | 16 comments on LinkedIn

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Mathesar is a straightforward open source tool that provides a spreadsheet-like interface to a PostgreSQL database. Our web-based interface helps you and your collaborators work with data more independently and comfortably – no technical skills needed.

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When interviewing, particularly for technical positions, many people over value their technical preparation, and don’t consider the importance of personality and leadership preparation.

My rules for being a founder (after selling 3 companies): - Pay your invoices fast. People appreciate it - Recurring meetings are mostly useless - Your best internet ideas come when you are off the internet - Create products no one asks for but everyone wants - Remove the word “valuation” from your dictionary. Valuation doesn’t matter. Add “cash-flow” - You need 1000 bad ideas to get to 1 good idea - Social posts are MVP V1, group chats are MVP V2, products is mvp v3 - Avoid VC unless it’s a competitive advantage or you’re building deeptech, cleantech, AI chips etc - Be a rifle not a shotgun. Rifles are targeted, shotguns aren’t. The internet rewards targeted products - Products are like airbnbs. The ones that get booked up the most are the unique experienced ones - Be a community billionaire. Meaning, create value with many micro-communities -Buy the ticket, take the chance. My best opportunities came from hopping on a plane to meet someone - We’re all in the trust business. Do things that make people trust you - Multiple products, multiple revenue streams in case something dries up - Freedom from venture, freedom from ads makes me happy. No bosses or micro-bosses - Do things to put you in the zone to come up with the ideas - Celebrate all wins, little and big - Be proud or what you’re doing or don’t do it - The best ideas are capital light, defendable, have network effects & increased demand - You can take over your world not the world. Gotta start somewhere niche - If you can turn your jealousy of others into inspiration of others, you instantly become more productive - Don’t lose money monthly, make cash flow - Google Trends/Reddit is a goldmine for startup ideas - Be on time, send cal invites, do the little things - Whoever is latest to the meeting pays for the coffee, food, drinks. - Create the things you wish existed - The most important decision you can make on any given day to be productive: ignore the noise - “You can get what you want - if you help enough other people get what they want.” - Every sale has some urgency. No urgency, no sale - Never care what others think unless it’s a loved one - Sometimes you need to overdose on caffeine, put some headphones on and ship your heart out - Every startup you start ask yourself what’s your unfair advantage. You’ll need one - The best products don’t necessarily win, the best brand does - I find all my business partners from either people I grew up with or people I find fascinating on the internet, and nothing in between. - Find true fans. “10 people who yell make more noise than 10,000 people who are silent” - You’d be surprised how many startups spend millions of dollars a year of other people’s money trying to scale a business without an offer that resonates. - TikTok reviewers are the new search engines. If this resonated, I send out more stuff like this at https://lnkd.in/eVpHXj9F (takes a few seconds to subscribe) | 292 comments on LinkedIn

Attached: 1 image This tip by @[email protected] to turn the Globe key on a Mac into a @[email protected] emoji picker hotkey is fantastic and I’m stealing it right away: https://www.macstories.net/tutorials/three-tips-to-combine-bettertouchtool-and-raycast-for-simpler-keyboard-shortcuts/ (She has more tips coming in tomorrow’s edition of @club MacStories Weekly, too.)

Jobs Theory provides a framework for categorizing, defining, capturing and organizing the inputs that are required to make innovation…

“Matt, should I fire my VP of growth?” “Before I answer,” I responded, “I have one question.” I have this conversation a lot, I’m afraid. It’s hard to know if the problem is the employee, or the company. If it’s the company, then switching the VP of Growth won’t solve anything. Before a company finds their “big growth levers,” it’s slow going and expensive. So I need to understand if they’re on the path to figuring it out. Hence, my question: ”𝘞𝘩𝘦𝘯 𝘴𝘰𝘮𝘦𝘵𝘩𝘪𝘯𝘨 𝘧𝘢𝘪𝘭𝘴, 𝘩𝘰𝘸 𝘥𝘰𝘦𝘴 𝘵𝘩𝘢𝘵 𝘤𝘰𝘯𝘷𝘦𝘳𝘴𝘢𝘵𝘪𝘰𝘯 𝘨𝘰? 𝘋𝘰 𝘵𝘩𝘦𝘺 𝘵𝘦𝘭𝘭 𝘺𝘰𝘶 𝘸𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘭𝘦𝘢𝘳𝘯𝘦𝘥? 𝘞𝘩𝘢𝘵 𝘵𝘩𝘦𝘺‘𝘭𝘭 𝘥𝘰 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵𝘭𝘺 𝘯𝘦𝘹𝘵 𝘵𝘪𝘮𝘦? 𝘐𝘴 𝘦𝘢𝘤𝘩 𝘮𝘪𝘴𝘴𝘵𝘦𝘱 𝘮𝘢𝘬𝘪𝘯𝘨 𝘺𝘰𝘶 𝘴𝘮𝘢𝘳𝘵𝘦𝘳 𝘢𝘯𝘥 𝘮𝘰𝘷𝘪𝘯𝘨 𝘺𝘰𝘶 𝘤𝘭𝘰𝘴𝘦𝘳 𝘵𝘰 𝘴𝘶𝘤𝘤𝘦𝘴𝘴?” If the strategy you have isn’t working, and nobody’s learning from it... then it isn’t magically going to start working. 𝗕𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗯𝗹𝗮𝗺𝗲 𝘆𝗼𝘂𝗿 𝗩𝗣 𝗼𝗳 𝗚𝗿𝗼𝘄𝘁𝗵 Look, it’s nearly impossible to hire a successful Growth VP before you figure out your growth playbook or at-least find one big (profitable) lever. Generic tactics like paid ads will only get you so far. It’s tempting to try to hire somebody who will “figure it out” but that rarely works. Most of the time when VPs growth fail, they’re not “set up for success” - meaning that they’re in a no-win situation. Here’s a few things you can do to set them up for success, or at-least make sure they’re not doomed to fail: 1. Remember, the goal is to find your big levers, not just pull the small ones harder. 2. Marketing tactics alone are never a big lever, not for long. Levers inevitably cut across functions. Are your teams working together on this, or pulling in different directions? 3. Big levers are seldom obvious, they come from specific unexpected customer insights. Is your team learning? How often do they challenge your strategy with new information about the market? 4. Bullets before cannonballs - are you able to test big ideas quickly with “minimum viable tests?” Start by identifying your riskiest assumption, and only testing that. 5. Identify your rate-limiting step, and focus the entire team on it - is everyone focused on the most impactful work? This all starts with learning – if the current strategy isn’t working, and you’re not learning... then it’s down to hope, which is not a strategy. 𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝗯𝗲𝘀𝘁 𝘄𝗮𝘆 𝗳𝗼𝗿𝘄𝗮𝗿𝗱? You could keep hiring, but that’s going to cost another year and another million (salary, equity and budget). Or you could check out my new book “Growth Levers and How to Find Them.” It’s only 112 pages. ”𝘞𝘩𝘢𝘵 𝘦𝘷𝘦𝘳𝘺 𝘧𝘰𝘶𝘯𝘥𝘦𝘳 𝘯𝘦𝘦𝘥𝘴 𝘵𝘰 𝘬𝘯𝘰𝘸 - 𝘳𝘦𝘢𝘥 𝘵𝘩𝘪𝘴 𝘣𝘦𝘧𝘰𝘳𝘦 𝘺𝘰𝘶 𝘩𝘪𝘳𝘦 𝘢 𝘩𝘦𝘢𝘥 𝘰𝘧 𝘨𝘳𝘰𝘸𝘵𝘩.” - Sean Ellis You can download the first 2 chapters for free here: https://lnkd.in/ewXykJWH . | 161 comments on LinkedIn

Maybe I don’t like working from home?