Business
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π«‘ for startup founders
My respect for startup founders has grown a lot since I tried it myself. When I worked for an early-stage startup and watched the CEO make decisions, I used to think, βIf it were me, Iβd handle it differently and probably be less stressed.β But I was just fooling myself. Running a startup is real Continue reading
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What’s your biggest skill?
For most people, their biggest skill is complaining. I’m talking about employees whose entire energy and focus are on complaining about managers, the company, and almost everything around them. You have to understand a very simple thing: there is no perfect organization, no perfect manager, no perfect CEO, and no perfect people. Everywhere you go, Continue reading
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Are you treating everyone the same?
Having worked in very different companies and startups, I’ve observed one recurring mistake: treating everyone the same and making the same rules for everyone. There’s a simple fact: if you have to set stupid rules in your company, it means you have stupid people around who need those rules. These stupid rules only frustrate or Continue reading
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CEOs Mistake #2
In my ten-year career, I’ve seen many CEOs make the mistake of keeping their vision to themselves or sharing it only once, thinking everyone understood and is working towards it. Sometimes, I talked to upper management and compared their vision with what lower-level employees understood. Often, the differences were shocking. If, as a CEO, you Continue reading
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The Best Lesson I learnt from a book
When asked about the most valuable lesson I’ve learned from a book, the first thing that comes to mind is a life and business principle from Jim Collins’ Good to Great, specifically in the chapter ‘First Who, Then What.’ Please listen to it as the author describes it himself in less than 3 minutes. Continue reading
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Are You Harnessing Your Team’s Full Potential?
“Until 1989, Jack Welch and his colleagues had doubted there was much to learn from their employees, believing instead that the workers, like drones, were just supposed to carry out management’s decisions. They were not supposed to show initiative; after all, they were workers, not managers. But eventually the chairman began to realize that GE’s Continue reading
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Managers Mistake #1
“Criticism is often met with π«ππ¬π’π¬πππ§ππ and π«ππ¬ππ§ππ¦ππ§π. Instead, understanding and patience can lead to more positive outcomes.” – this is in the first chapter of “How to win friends and influence people” by Dale Carnegie Especially if you are a manager, ππ¨π§’π ππ«π’ππ’ππ’π³π. On my experience I’ve seen that criticism rarely leads to positive Continue reading
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The Hidden Time-Wasters in Tech Meetings: My 2,000-Hour Insight
Since I began my career in tech, I’ve spent over 1,000 hours in technical meetings. I’ve seen two frequent issues often lead to longer meetings: 1: Topic Switching In some companies, topic switching was almost unconscious. A planned 15-minute meeting can stretch to 30, and finally to 45, as we drift into unrelated topics. 2: Continue reading
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CEOs mistake #1
When I worked with a CEO who had big dreams and a great vision, he tried to use that vision to motivate people to do more. But in the end, it was all about him. He wanted to win and forgot to include others in that winning, so no one could fit into his vision. Continue reading
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