Barrels take initiative. They don’t wait for approval or consensus. Barrels ship high-quality work. They constantly looking for ways to improve. Barrels value speed. They get the proof of concept out the door quickly and iterate on it. Barrels take accountability. They are not only willing but excited to own the plan and the outcome. Barrels are seen as a resource. Teammates frequently seek them out for help and advice. Barrels work well with others. They know how to motivate teams and individuals alike. Barrels can handle adversity. They push through friction and obstacles.
I keep thinking of this model that contrasts between barrels—“someone who can take an idea from conception to live and it’s almost perfect”—and ammunition.
Try to become a barrel. It’s a lot more fun.
Hugely thought provoking charts of how much time fathers and mothers have spent with their children in various countries.
I am immensely happy to see two friends launch Branch, a magazine about creating a sustainable internet. The way they put the magazine together mirrors the best practices of the future we should live in right now.
De Toeslagenaffaire laat zien dat de Belastingdienst en grote delen van de Nederlandse politiek (en hier ook het journaille, specifiek de Correspondent) verrot zijn.
I welcome all of these Quotenfrauen and many more like them. We are all missing out with the way businesses are run currently.
It sounds like a great idea here by Albert Wenger to force all major web properties to provide full read and write access to their APIs and in doing so promote the much needed competition.
A Twitter, Instagram or Whatsapp with full-featured commercializable third-party clients would be much better than what we have now.
A lovely interview about the magic bus and the hippie period in Istanbul revolving around the Lale Pudding Shop which is still in business.
“So if, as a product leader/CEO, you think your team isn’t 1 working on things that truly matter, or 2 achieving results that justify the investment, it is first ON YOU to figure out which of the 4 strategy problems you have, and fix them.”
A very solid thread on product as we are used to get from Shreyas.
Apple is not a company where general managers oversee managers; rather, it is a company where experts lead experts. The assumption is that it’s easier to train an expert to manage well than to train a manager to be an expert.
In a 1984 interview [Jobs] said, “We went through that stage in Apple where we went out and thought, Oh, we’re gonna be a big company, let’s hire professional management. We went out and hired a bunch of professional management. It didn’t work at all….They knew how to manage, but they didn’t know how to do anything. If you’re a great person, why do you want to work for somebody you can’t learn anything from? And you know what’s interesting? You know who the best managers are? They are the great individual contributors who never, ever want to be a manager but decide they have to be…because no one else is going to…do as good a job.”