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In particular, I would say: don't rely on shortcuts and use less leverage. Let me give two examples here.Many people in business will say they want to go “all-in” and end the battle at once. I think there is a big problem with teams that just say “all-in”. All-in is sometimes a type of mental laziness. If you have thought very clearly about the strategy, then there is no problem. But my feeling is that in many cases, it's just "I don't want to think about it anymore, let's just do it, let's just go all-in, let's just gamble."
Zhang Yiming’s Last Speech
interconnected.blog
In the war for tech talent, many companies are competing aggressively on employee benefits, and even the number of work days in the week. Rippling’s ambition demands excellence over balance, which is not for everyone. The company’s core value is to “push the limits of the possible”, a refreshing contrast to the muted values of modern-day startups.
Rippling and the Return of Ambition
luttig.substack.com
What if I can’t measure the thing I want to optimize? Generally, I say use the metric in your goal anyway and try to assess it by proxy. Better than setting the wrong goal entirely. As John Tukey said, “Far better an approximate answer to the right question, which is often vague, than an exact answer to the wrong question, which can always be made precise.” Plus, nothing motivates development of the right metric like using them to actually measure success across the team!
Scaling People
Claire Hughes Johnson
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