When you run into a complex problem, slow down to bring many different perspectives into consideration before you push to solve the problem. When you get good at this, it doesn’t take much more time, and rather speeds up problem solving by skipping the contentious debate around assigning blame.
Executives who practice this skill of bridging narratives are acting as company-first problem solvers rather than operating from a place of loyalty to the function they lead. This leadership creates a culture–and expectation–of cross-functional partnership, and is the most effective way that I’ve personally found to build supportive relationships across functions and executive peers.
Balancing your CEO, peers, and Engineering.
from Irrational Exuberance
- Rigid adherence to any prioritization model, even one that’s concep...from Irrational Exuberance
- Time is not money. Time is beans. It was as serious as many jokes ...from Alexis Madrigal
- A great framework for delegating work or encouraging a team member ...from Ken Britton
- We're talking about a guy who in all seriousness has said on ma...from gist.github.com
- I designed the RAMBO Model as a simple framework to lead a great en...from thecodecompany.com
- These constraints create better decisions both because constraints ...from Irrational Exuberance
- In 2023, our universe has shifted. There’s little hiring happening,...from Irrational Exuberance
- **THE PRIORITIZATION MATRIX** All of the projects and activities o...from review.firstround.com