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.
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