tl;dr:“Nike’s story serves as a powerful example of how an overreliance on measurable outcomes can lead to the erosion of the very elements that once made a company great. While the road to recovery for Nike may be long and costly, the lesson for leaders is clear: not everything that matters can be measured, and not everything that can be measured matters.”
tl;dr:“Writing forces me to structure my thoughts, test my ideas, and refine my arguments. It is a way of holding myself accountable to the discipline of thinking deeply. Writing clarifies the ambiguous, reveals the gaps in logic, and uncovers assumptions that might otherwise go unchallenged. This is particularly important in my role as a leader where decisions have far-reaching consequences. A well-articulated argument not only influences but also educates and inspires. Through writing, I can communicate complex ideas in a digestible format that can be revisited, scrutinized, and built upon.”
tl;dr:Mike shares his 90-day plan for starting a new role as an executive. “These types of plans are not set in stone. You probably know very little about the company, the people, the operations, the issues, etc. despite numerous rounds of interviews. You will learn more in the first week of full time work than you will in all your interviews. You need to be nimble on your feet and prepared to deviate from your plan when necessary. If you were hired because of a crisis and you can’t wait a month or two to make a critical decision, obviously make the decision. Don’t wait just because your plan says so.”
tl;dr:“I’m a big fan of eponymous laws such as Conway’s law, that software reflects the organizational structure that produced it, named after Melving Conway” Mike discusses his own laws: (1) The more you deny, the more you implicate. (2) If you hire a skill, you will get more of that skill demonstrated. (3) Everyone thinks they can improve on others' works. (4) The complexity of a system increases with each new feature. (5) Change becomes harder as organizations grow.
tl;dr:Conflict within teams can be productive or destructive. Steve Jobs likened constructive disagreement to a rock tumbler that polishes ideas. Cognitive conflict, in moderation, facilitates learning and innovation. However, relationship, goal, and process conflicts often hinder team performance. Mike discusses each.
tl;dr:The ability to ask the right questions is a real superpower for executives and leaders. It demonstrates curiosity, intelligence, and the ability to rapidly get to the core of complex issues. Developing this skill requires conscious effort, humility and practice, but yields major benefits in decision making and innovation. Mike shares insights into how to develop this skill.
tl;dr:Mikes discusses the concept of a Level 5 leader: “They defy conventional expectations. They are a paradox in that they are humble yet determined and modest yet fearless. This potent blend fuels their ability to inspire unwavering dedication in their teams towards a shared vision. Their quiet confidence and strong convictions propel them to elevate organizations from good to great.” He discusses how we can build our willpower by regulrly doing difficult things.
tl;dr:Mike, former CTO at Etsy, discusses how he navigates leadership styles - the under-importance of listening, the over-emphasis on speaking, and examples of how effective leaders leverage both. “While I still prefer a leadership style of listening before speaking, other than in emergency situations, the convergence of speaking and listening are complementary forces in leadership. The dynamic balance between the two crafts a leader who not only inspires but also empowers. Such leaders create environments where dialogue thrives, ideas flourish, and consensus is reached without compromising the vision or the drive needed for action.”
tl;dr:Mike delves into the challenges technology leaders face in carving out time for deep thinking, essential for tasks like strategic visioning or major architectural changes. The article explores innovative leadership structures, like Telstra's division into 'leaders of work' and 'leaders of people' and the U.S. military's pairing of commissioned and noncommissioned officers. For tech leaders, a proposed approach is pairing an engineering manager with an architect or tech lead. Mike explores the potential benefit of shared leadership responsibilities, allowing for both transactional interactions and deep strategic thinking.
tl;dr:The authors stress the significance of a culture of excellence in promoting product innovation and success. Empowering teams with authority and accountability, focusing on meaningful metrics rather than vanity ones, strategic hiring, nurturing team dynamics, encouraging experimentation, and setting clear objectives are vital factors in fostering exceptional results and maintaining a competitive edge.