/Management

Learn What Role Based Access Control Is And How To It Simplifies B2B Permission Management

tl;dr: Managing permissions in large SaaS applications can be a nightmare. Providing team owners a way to grant functionality to users in a simplified way can be the difference between companies purchasing your software or going with a competitor. Clerk provides you with a way to build this functionality with minimal effort.

featured in #565

What Finesse Looks Like When Reading People And Situations

- Wes Kao tl;dr: Wes covers: (1) Share bad news effectively. (2) Understand power dynamics. (3) Know when to call someone out. (4) Understand intention vs impact. (5) Recognize the question behind the question. (6) Consider what’s advantageous for both parties. (7) Realize popular adages aren’t fully accurate. 

featured in #564

Managing Irritating People

- Dan Rockwell tl;dr: Record the top three strengths of everyone on your team. Discuss your observations publicly in a team meeting. “I notice three important strengths in Mary.” Before Mary speaks, ask team members what strengths they notice in her. Check in with Mary. “On a scale of 1:10 how accurate are we?” Use your strengths list in one on ones. Explore ways to apply each person’s strengths to organizational goals. Ask, “How could you maximize your strengths?”

featured in #564

When Is Systems Modeling Useful?

- Will Larson tl;dr: “Modeling makes it possible iterate your thinking much faster than running a live process or technology experiment with your team. I sometimes hear concerns that modeling slows things down, but this is just an issue of familiarity. The more you practice, modeling can be faster than asking for advice from industry peers.”

featured in #564

To Build A Meritocracy

- Max Levchin tl;dr: “High-performance culture is pretty easy to define: a culture of individuals doing productive work for the company in the most efficient way possible and helping others do the same, while generally having a good time. But what do you actually do to have such a culture? And what do you not do?” Max jotted down a few incomplete one-liners of what that means to me him as a founder and CEO. 

featured in #564

To Build A Meritocracy

- Max Levchin tl;dr: “High-performance culture is pretty easy to define: a culture of individuals doing productive work for the company in the most efficient way possible and helping others do the same, while generally having a good time. But what do you actually do to have such a culture? And what do you not do?” Max jotted down a few incomplete one-liners of what that means to me him as a founder and CEO. 

featured in #563

The Measurement Trap

- Mike Fisher 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.”

featured in #563

Solving Staffing Challenges With Concentric Circles

- James Stanier tl;dr: “When you are faced with no obvious way to solve a staffing challenge, it can be helpful to think about the problem differently. One way to do this is to think about the situation in terms of concentric circles. What I mean by concentric circles is imagining that the team asking for more people is at the center of a series of circles.”

featured in #563

Decision-Making Pitfalls For Technical Leaders

- Chelsea Troy tl;dr: “In my experience, it is at least the case that when programmers become trial-by-fire managers, they realize they don’t know how to do their jobs. Technical leadership — tech lead roles, principal eng roles, and even the dreaded “player-coach” role—those sneak up on people. A lot of times there’s still programming involved, so folks feel prepared. Their experience has exposed them to technical decisions and it got them promoted, so the way they do it is probably fine. Right?” Chelsea discusses 3 pitfalls she commonly sees. 

featured in #563

Decision-Making Pitfalls For Technical Leaders

- Chelsea Troy tl;dr: “In my experience, it is at least the case that when programmers become trial-by-fire managers, they realize they don’t know how to do their jobs. Technical leadership — tech lead roles, principal eng roles, and even the dreaded “player-coach” role—those sneak up on people. A lot of times there’s still programming involved, so folks feel prepared. Their experience has exposed them to technical decisions and it got them promoted, so the way they do it is probably fine. Right?” Chelsea discusses 3 pitfalls she commonly sees. 

featured in #562