leadership
If you work with platforms and infrastructure, you know the struggle to get long-term investment approved. People outside your domain don’t understand the benefit of the work, or they do understand but somehow other investments take priority, and you can only motivate short-term optimization when things start going wrong.
leadership
The practice of creating Objectives and Key Results links what you do to why you do it, a simple idea that Google popularized. When implemented correctly, it works brilliantly. The implementation, though, is another story. I’ve worked at companies that introduced OKRs, removed them, switched to initiatives, then back
leadership
I've been running remote all-hands meetings for distributed teams spanning multiple time zones, cultures, and disciplines (tech and product, data and design), and I've also helped a string of leaders set up their remote all-hands. If you're not familiar, an all-hands is when all