In all cases, you should push decisions as far down your org chart as they can go. Consider how much pain and inefficiency you’re willing to take, in exchange for people feeling ownership over their goals and mission. I’d enjoy dictating exactly how our new dashboard should operate, but it’s in our organization’s best interest to let the dashboard team make those decisions. If I dictate their work, they’ll execute on it.

The best way to undercut a strategic initiative is to make it someone’s part-time job.

When you don’t create things, you become defined by your tastes rather than ability. Your tastes only narrow & exclude people. So create.

The sooner you make someone feel responsible and confident that they can do something, the better. Then, you wait to see if they respond. Then you know you have chosen the right one.

Some decisions are consequential and irreversible or nearly irreversible – one-way doors – and these decisions must be made methodically, carefully, slowly, with great deliberation and consultation. If you walk through and don’t like what you see on the other side, you can’t get back to where you were before. We can call these Type 1 decisions. But most decisions aren’t like that – they are changeable, reversible – they’re two-way doors.

If you can’t explain a solution, then you don’t really understand it.

8h per day for 3.5 years make you an expert 4h per day for 7 years make you an expert 1h per day for 28 years makes you an expert

When people are placed in positions slightly above what they expect, they are apt to excel.

When you buy integration tools, you are agreeing to build the actual integration itself. What you are buying is a promise that the integration can be solved more efficiently and more simply than using a general purpose language

Chesterton’s fence is the principle that reforms should not be made until the reasoning behind the existing state of affairs is understood.