Managing people, culture, and hard calls as a company grows.
8 articles
Managing managers is a genuinely different skill from managing individual contributors, and most founders learn it entirely on the job, often while making avoidable mistakes.
Delaying a termination out of a sense of kindness usually just extends everyone’s discomfort — the person’s, the team’s, and the manager’s own.
Winging a difficult conversation almost always goes worse than having thought through, in advance, roughly what you need to say and how the other person might react.
The skills that get a company from zero to real traction are often genuinely different from the skills needed to run it at scale — recognizing that gap is harder than it sounds.
Most one-on-ones fail for the same predictable reason: they quietly turn into status updates instead of the one recurring space meant for the conversations that matter.
Real delegation requires staying genuinely accountable for the outcome. Handing off a task and disappearing from it entirely is a different thing, and it usually goes badly.
Culture problems rarely announce themselves with a dramatic incident — they show up first as small, easy-to-rationalize behaviors that compound if nobody names them.
The promotion that puts you above former colleagues changes the relationship whether you acknowledge it or not — here’s how to navigate it without pretending nothing changed.