LEADERSHIP01
The decision nobody wants to own
Organizations rarely suffer from a shortage of meetings. They suffer from ambiguity about who actually gets to decide—and what happens after the decision is made.
DISCUSS THIS IDEA →INSIGHTS
Ideas from the work.
Notes on building companies, leading people, making consequential decisions, creating value and owning more of what you help build.
LEADERSHIPBUILDINGCAPITAL & OWNERSHIPDECISION-MAKING
LEADERSHIP02
Don’t ride alone
The people around you are not a soft factor. They change your speed, your endurance, your judgment and the opportunities you can see.
DISCUSS THIS IDEA →BUILDING03
The contract nobody wrote down
Every company runs on assumptions that live in people’s heads, old processes and institutional memory. Building well starts by making the invisible contract visible.
DISCUSS THIS IDEA →BUILDING04
Leaving it better is a strategy
The best operators create value that remains after they leave: stronger leaders, clearer systems, better economics and fewer dependencies on heroic effort.
DISCUSS THIS IDEA →CAPITAL & OWNERSHIP05
From fees to ownership
There is a point where selling expertise by the hour stops matching the value being created. The long game is participation in the upside you help create.
DISCUSS THIS IDEA →LEADERSHIP06
Range is underrated
Deep expertise matters. So does the ability to cross boundaries when the real problem refuses to respect the org chart.
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