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.
tl;dr:The user shared three frameworks to understand growth phases of companies: Kent Beck's 3X (Explore, Expand, Extract), Wardley's PST (Pioneer, Settler, Town Planner), and Thiel's Zero to One. They found these useful for identifying their personal fit within a company's growth journey, thriving best in the scaling phase. Understanding one's optimal growth phase can guide career choices.
tl;dr:"Frame failures like a video game, and you'll not only iterate more and learn faster but also sweeten the taste of subsequent successes." Mike discusses how reframing failure as a learning opportunity and decoupling it from professional evaluations, businesses can foster an environment of boldness and innovation.
tl;dr:"Embracing failure, dissecting it, and learning from it not only builds stronger systems but also fosters an environment of psychological safety, creativity, and continuous improvement." Mike discusses his experiences at Etsy, where it was recognized that system failures are often the result of systemic issues rather than personal failures.
tl;dr:"I try to speak with a former colleague or acquaintance at least once per week... The benefit of this for me is the social aspect of catching up with an old friend and sharing some memories and some laughs. It is also a big benefit to me to hear what is happening in their industry or field. In this way I learn about emerging trends, hot topics, areas of concern, and opportunities." Mike discusses how this has helped his career.
tl;dr:“Most people want to work for their rewards. Promotions received after striving for it for years are the ones people are most proud of.” Mike illustrates how humans don’t want free rewards. He believes the three grand essentials of happiness - “something to do, someone to love, and something to hope for" is a valuable framework to manage your own or someone else’s career.
tl;dr:“It’s all about layering. The reason I can build a house is because I know what goes first, second, third, and fourth…” I think this is the same thing with great engineering organizations, it’s all about layering, knowing what goes first, second, third, and fourth.” Mike defines and describes these layers.