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1/ Over the last 2 days, 3,000+ people pumped up a thread I wrote about ATL's success; but like all success, underneath lies a
grind. Over the last 18 mo's Iâve learned a lot running an org w/ 100+ FTEs. Hereâs 50 lessons I learned the hard way so you donât have to.
Thread
grind. Over the last 18 mo's Iâve learned a lot running an org w/ 100+ FTEs. Hereâs 50 lessons I learned the hard way so you donât have to. Thread
2/ Create an identity for your company
Itâs so easy to get enamored by shiny objects. Identify the value in your industry and decide strategically where you want to go. Thereâs a lot of ways to drive impact, but you canât do all of them at the same time. Focus is key.
Itâs so easy to get enamored by shiny objects. Identify the value in your industry and decide strategically where you want to go. Thereâs a lot of ways to drive impact, but you canât do all of them at the same time. Focus is key.
3/ When in doubt, just ask âWhy?â
Whenever I want to push deeply, Iâve found the easiest tactic is to ask âWhy?â Asking why either gets us to ground truth or it highlights a gap in our thinking. If we canât come up with a good answer, then I know we havenât yet cracked the nut.
Whenever I want to push deeply, Iâve found the easiest tactic is to ask âWhy?â Asking why either gets us to ground truth or it highlights a gap in our thinking. If we canât come up with a good answer, then I know we havenât yet cracked the nut.
4/ Allow things to sort themselves out
Iâve noticed one of three outcomes: (a) the situation sorts itself out, (b) someone else on the team comes in with a perspective, (c) if I need to provide perspective, Iâve had time to reflect and respond with something more meaningful.
Iâve noticed one of three outcomes: (a) the situation sorts itself out, (b) someone else on the team comes in with a perspective, (c) if I need to provide perspective, Iâve had time to reflect and respond with something more meaningful.
5/ Be true to yourself
You will be faced with imperfect information way more often than you like. You have to adopt your own style and have the confidence and courage to pursue it. This is the only way to develop instincts and not be paralyzed by decision making.
You will be faced with imperfect information way more often than you like. You have to adopt your own style and have the confidence and courage to pursue it. This is the only way to develop instincts and not be paralyzed by decision making.
6/ Listen to yourself
If you get advice from enough people, the advice will cancel out; you can find 2 smart people to take opposite sides of the argument on virtually every topic. Trust your intuition and instincts.
If you get advice from enough people, the advice will cancel out; you can find 2 smart people to take opposite sides of the argument on virtually every topic. Trust your intuition and instincts.
7/ You donât have to rely on yourself to develop instincts
The only way to close this gap is to adopt a continuous learning mindset. If there is a good idea from another company, I try to learn it and see if it fits my companyâs context. If so, I copy it â itâs outsourced R&D :)
The only way to close this gap is to adopt a continuous learning mindset. If there is a good idea from another company, I try to learn it and see if it fits my companyâs context. If so, I copy it â itâs outsourced R&D :)
8/ You donât have to rely on the business world to develop instincts.
The more senior leaders I talk to, the more I hear about the importance of learning about non-business topics. Horizontal learning builds depth into your mental models.
The more senior leaders I talk to, the more I hear about the importance of learning about non-business topics. Horizontal learning builds depth into your mental models.
9/ Always have a perspective
Having a perspective always pushes the ball forward. No matter the situation, you should always know enough to ask the right questions.
Having a perspective always pushes the ball forward. No matter the situation, you should always know enough to ask the right questions.
10/ Itâs okay not to know the answer. Itâs not okay not to have a path forward
More often than not you will not have the right answer. Whatâs important in that instance is to supply a framework and a hypothesis. If you donât, you paralyze your team.
More often than not you will not have the right answer. Whatâs important in that instance is to supply a framework and a hypothesis. If you donât, you paralyze your team.
11/ Sweat the details
If you let the details go, you slowly chip away at the core of your company. Doing 2% less each time has an outsized negative impact on your business. Imagine trying to put together a huge puzzle with a lot of slightly chipped pieces. Disaster.
If you let the details go, you slowly chip away at the core of your company. Doing 2% less each time has an outsized negative impact on your business. Imagine trying to put together a huge puzzle with a lot of slightly chipped pieces. Disaster.
12/ Letting go is important for everyoneâs sanity
Details matter, but learning to let go is just as important. Everyone does things in their own way. Itâs your job to provide a guideposts and structure, but one that is malleable and large enough to give flexibility to operate.
Details matter, but learning to let go is just as important. Everyone does things in their own way. Itâs your job to provide a guideposts and structure, but one that is malleable and large enough to give flexibility to operate.
13/ Use a decision matrix and say ânoâ often
Before engaging on a topic, I consider whether or not I should be involved. If Iâm personally involved in too many things, I turn into a bottleneck for the organization and turn into a crutch for my colleagues' judgement.
Before engaging on a topic, I consider whether or not I should be involved. If Iâm personally involved in too many things, I turn into a bottleneck for the organization and turn into a crutch for my colleagues' judgement.
14/ Follow the âmission to metricsâ framework
SpaceX is known for this. Everybody knows the North Star and it boils down to individual metrics that contribute to the North Star. Itâs really powerful when you know how your specific goals contribute to company success.
SpaceX is known for this. Everybody knows the North Star and it boils down to individual metrics that contribute to the North Star. Itâs really powerful when you know how your specific goals contribute to company success.
15/ Simplicity is beautiful
But donât overcomplicate the âmission to metricsâ exercise. This can get unwieldy quickly. Lists of three and broken down goals that roll up and aggregate is the best way to orient the team.
But donât overcomplicate the âmission to metricsâ exercise. This can get unwieldy quickly. Lists of three and broken down goals that roll up and aggregate is the best way to orient the team.
16/ Be extremely transparent and clear with others on how you like to work
Iâve encouraged everybody on my team to write their own Working Guides (shoutout @chughesjohnson for the inspiration) â you can only work well together if you know each other well.
Iâve encouraged everybody on my team to write their own Working Guides (shoutout @chughesjohnson for the inspiration) â you can only work well together if you know each other well.
17/ Encourage anti-perfection
If everything is perfect, it means you arenât taking enough risk. I donât think failure should be celebrated, but itâs critical to have an environment in which failure is acceptable.
If everything is perfect, it means you arenât taking enough risk. I donât think failure should be celebrated, but itâs critical to have an environment in which failure is acceptable.
18/ Only encourage anti-perfection after you have defined standards
Risk taking and standards should not be conflated âalways have a gauge for taking risk and a separate threshold for performance. Everyone should know what this bar is and strive to keep the company above it.
Risk taking and standards should not be conflated âalways have a gauge for taking risk and a separate threshold for performance. Everyone should know what this bar is and strive to keep the company above it.
19/ Curiosity is the best predictor of performance
I have noticed a direct correlation between the highly curious and high performers. Curiosity pushes you to continually evaluate how you are performing and what the mechanics that can be leveraged for improvement are.
I have noticed a direct correlation between the highly curious and high performers. Curiosity pushes you to continually evaluate how you are performing and what the mechanics that can be leveraged for improvement are.
20/ Work ethic canât be taught
Itâs not your job to teach work ethic. Itâs your job to find people that have work ethic and create an environment where they want to contribute it.
Itâs not your job to teach work ethic. Itâs your job to find people that have work ethic and create an environment where they want to contribute it.
21/ The best team has Rogers and Tigers
Tiger Woods was golfing as a 10 month old. Roger Federer's mom actively discouraged him from picking up a racket until his teens. Specialists + generalists by definition have different muscles. Together the best of them make magic.
Tiger Woods was golfing as a 10 month old. Roger Federer's mom actively discouraged him from picking up a racket until his teens. Specialists + generalists by definition have different muscles. Together the best of them make magic.
22/ Use non-obvious metrics as heuristics for culture
Define your own gauge to judge your companyâs culture. This is a highly personal exercise. I judge our culture by continuously asking myself, âHow much pride would X feel if asked, âhowâs work?â at a social event?â
Define your own gauge to judge your companyâs culture. This is a highly personal exercise. I judge our culture by continuously asking myself, âHow much pride would X feel if asked, âhowâs work?â at a social event?â
23/ Celebrate the small wins
Itâs too easy to keep pushing the baseline up. Small wins are critical to get you to where you want to go.
Itâs too easy to keep pushing the baseline up. Small wins are critical to get you to where you want to go.
24/ Keep small wins in perspective
Celebrating small wins is critical; confusing and conflating the larger company goals with small wins is dangerous. Be transparent about overall challenges and show how the wins, while critical, are one step to larger goals.
Celebrating small wins is critical; confusing and conflating the larger company goals with small wins is dangerous. Be transparent about overall challenges and show how the wins, while critical, are one step to larger goals.
25/ Donât get too high or too low.
Stay on an even keel: Running a business is a roller coaster. Things are never as great as they seem and they surely arenât as bad as they seem.
Stay on an even keel: Running a business is a roller coaster. Things are never as great as they seem and they surely arenât as bad as they seem.
26/ Always lead with a strong face
This is something I have had to learn. Body posture, verbal cues and excitement start with me. Itâs mandatory to bring high energy every day for your team.
This is something I have had to learn. Body posture, verbal cues and excitement start with me. Itâs mandatory to bring high energy every day for your team.
27/ Do what makes sense for your scale:
This goes back to #1 on the list of defining your identity. Implement practices that make sense for you; there is a balance in being agile versus being process oriented. At every stage itâs a different formula.
This goes back to #1 on the list of defining your identity. Implement practices that make sense for you; there is a balance in being agile versus being process oriented. At every stage itâs a different formula.
28/ Start with imagination, end with logic
Painting a vision of the world you believe in is critical. Rooting that vision in tactical plans is how you differentiate between being a dreamer and a builder.
Painting a vision of the world you believe in is critical. Rooting that vision in tactical plans is how you differentiate between being a dreamer and a builder.
29/ Push your team to think exponentially
It is really counter-intuitive to think exponentially. But itâs so possible to be a company that drives exponential returns. Exponential thinking starts with you; if you donât do it, nobody on the team will.
It is really counter-intuitive to think exponentially. But itâs so possible to be a company that drives exponential returns. Exponential thinking starts with you; if you donât do it, nobody on the team will.
30/ Push your team to put things on paper
Brainstorming is awesome. Itâs also incredibly susceptible to glossing over specifics. Push your team to get in the habit of putting the conversation down on paper and ironing out the kinks. This builds execution muscle.
Brainstorming is awesome. Itâs also incredibly susceptible to glossing over specifics. Push your team to get in the habit of putting the conversation down on paper and ironing out the kinks. This builds execution muscle.
31/ Business is a mind game
You have to believe youâre great to have a shot at being great: Draymond Green said it best.
You have to believe youâre great to have a shot at being great: Draymond Green said it best.
32/ Underweight position and overweight momentum:
Position is a static point in time and is highly visible from the outside in. Momentum is literally impossible to diagnose from the outside in.
Position is a static point in time and is highly visible from the outside in. Momentum is literally impossible to diagnose from the outside in.
33/ The days are long, but the months are short
You never see impact in one day. If you get discouraged by lack of movement on a day-to-day basis you will lose. You have to consistently drive the right work to see impact over protracted periods of time.
You never see impact in one day. If you get discouraged by lack of movement on a day-to-day basis you will lose. You have to consistently drive the right work to see impact over protracted periods of time.
34/ Inputs drive output 98% of the time
Itâs really important to separate inputs (process) from output (outcomes). Every so often you will have a great outcome that seemingly comes out of nowhere â this is luck. Do not get seduced by it, because it is not repeatable.
Itâs really important to separate inputs (process) from output (outcomes). Every so often you will have a great outcome that seemingly comes out of nowhere â this is luck. Do not get seduced by it, because it is not repeatable.
35/ Think of process as a function of misalignment
It prevents you from driving the wrong level of process for your organization. Itâs your job to use process as an accelerator, not detractor.
It prevents you from driving the wrong level of process for your organization. Itâs your job to use process as an accelerator, not detractor.
36/ Everyone hears you differently
Being a steward of alternative communication styles is not only powerful, itâs necessary. Effective communications causes you to take pause and look at the problem differently.
Being a steward of alternative communication styles is not only powerful, itâs necessary. Effective communications causes you to take pause and look at the problem differently.
37/ Say the same thing at least 10 times if you want it to stick
If something is important, you need to say it at least 10 times. Once you realize that everyone has 20+ things they are consumed by daily, you understand how important it is to consistently repeat your message.
If something is important, you need to say it at least 10 times. Once you realize that everyone has 20+ things they are consumed by daily, you understand how important it is to consistently repeat your message.
38/ Distinguish âthe snackâ from âthe full mealâ
Information digestion is a function of form and forum. This goes back to #13 and the beauty of simplicity. Know when to give the highlights and when to go deep. There are appropriate times for both.
Information digestion is a function of form and forum. This goes back to #13 and the beauty of simplicity. Know when to give the highlights and when to go deep. There are appropriate times for both.
39/ Quickly learn what you are good at and double down on it
Amplifying strengths aligns with outsized impact. Double down on what you are good at, make room to be the leader of those things and hire people that have that same spike in areas you are not as good at.
Amplifying strengths aligns with outsized impact. Double down on what you are good at, make room to be the leader of those things and hire people that have that same spike in areas you are not as good at.
40/ Self-awareness is an underrated mentality
Encourage everyone on your team to consistently take inventory of their strengths and weaknesses.
Encourage everyone on your team to consistently take inventory of their strengths and weaknesses.
41/ Writing is an underrated skill
Narrative and text based communication is an extremely high leverage activity. If there was one superpower I could instill overnight into everyone in our company it would be 10xâing writing ability.
Narrative and text based communication is an extremely high leverage activity. If there was one superpower I could instill overnight into everyone in our company it would be 10xâing writing ability.
42/ Pulse checks are an underrated company practice
Think of your company like a balance sheet, not an income statement. Consistently push for pulse checks to get a feel of how things are going; donât wait until the end of the quarter to ask.
Think of your company like a balance sheet, not an income statement. Consistently push for pulse checks to get a feel of how things are going; donât wait until the end of the quarter to ask.
43/ Manage your personal energy
Leading a company is a marathon, not a sprint. If you treat it like a sprint, you will burn out.
Leading a company is a marathon, not a sprint. If you treat it like a sprint, you will burn out.
44/ Take a step back and consistently reflect
You need to slow down to speed up. Extremely easy to say intellectually; incredibly difficult to appreciate in practice.
You need to slow down to speed up. Extremely easy to say intellectually; incredibly difficult to appreciate in practice.
45/ Adopt an âitâs my faultâ attitude
The more quickly you do this, the more quickly you orient your mind around problem solving, as opposed to being resentful. Encourage everyone on your team to always think this way.
The more quickly you do this, the more quickly you orient your mind around problem solving, as opposed to being resentful. Encourage everyone on your team to always think this way.
46/ Everything is quite literally not your (or your teamâs) fault
Be sure to distinguish these occurrences and make this clear to your team.
Be sure to distinguish these occurrences and make this clear to your team.
47/ Giving (deserved) praise is a LOT of fun and you can never do too much of it
Taking pride in company accomplishment is great; recognizing everyone who contributed to the accomplishment is 100x more gratifying. Iâve been most energized by recognizing and praising great work.
Taking pride in company accomplishment is great; recognizing everyone who contributed to the accomplishment is 100x more gratifying. Iâve been most energized by recognizing and praising great work.
48/ Humans all want the same fundamental thing
At the end of the day, everyone wants the same thing: to feel fulfilled, have a sense of pride and enjoy what they're doing. Apply this principle to every interaction you have and you can get through the toughest of conversations.
At the end of the day, everyone wants the same thing: to feel fulfilled, have a sense of pride and enjoy what they're doing. Apply this principle to every interaction you have and you can get through the toughest of conversations.
49/ Genuine relationships move mountains
You will inevitably go through highs and lows as a team. Even if you have kept your personal perspective in check, thereâs nothing quite like genuine relationships in the face of adversity.
You will inevitably go through highs and lows as a team. Even if you have kept your personal perspective in check, thereâs nothing quite like genuine relationships in the face of adversity.
50/ Create a support ecosystem for yourself
Iâm lucky to have a great family as my supporters. It always helps to have someone provide an outside-in perspective when the day has been tough; itâs equally enjoyable to have someone to share news with when the day has been great.
Iâm lucky to have a great family as my supporters. It always helps to have someone provide an outside-in perspective when the day has been tough; itâs equally enjoyable to have someone to share news with when the day has been great.
51/ Donât make lists of 50 because youâll always fall one short :)
Jokes aside, don't forget to laugh at yourself and enjoy the journey. The destination will be forgotten; the journey will forever live on.
Fin!
Jokes aside, don't forget to laugh at yourself and enjoy the journey. The destination will be forgotten; the journey will forever live on.
Fin!
52/ So grateful to all the friends that have supported me and taught me along the way. CC: @fendien, @jerseejess, @schlaf, @BrentBeshore, @KatColeATL, @mrsrobinson_a, @rubenharris, @ShaanVP, @shaanh, @davidtisch, @bradleytusk, @cohnhead, @seanobrienATL, @arjunsethi and many more!
53/ CCâing more friends - thank you for teaching/supporting me 
@mallun, @HarryStebbings, @jaltma, @JChillin, @saahilbigfoot, @MikeSlagh, @Keith_Wasserman, @lpolovets, @paul_arnold, @julien, @briannekimmel, @justindross, @AndrewYang
@mallun, @HarryStebbings, @jaltma, @JChillin, @saahilbigfoot, @MikeSlagh, @Keith_Wasserman, @lpolovets, @paul_arnold, @julien, @briannekimmel, @justindross, @AndrewYang
