It's crazy how many leaders don't know much about their team. They are not curious about their motivations or aspirations, not only professionally but also on a personal level.

Get to know your team. What are their hobbies? What are they exploring? How are their families? Where are they planning their next trip? What are they watching? What are they reading?

Make it a weekly session. It takes just half an hour but builds a much stronger connection. This is important. Stronger connection = more trust. More trust = better feedback, better communication, higher quality of work and more motivation.

Set the Tone

Push others. Push yourself harder. High standards beat perfection. They beat pressure. They are built on one thing - refusing to let average settle in.

Raise the Bar Around You

Call it out when your peers drift. Remind them what great looks like. Challenge your boss to reach higher. Hold the mirror up. Then hold yourself to an even sharper edge. Show them what it means to care - about the work, the craft, the outcome.

Build Incrementally

Pick one standard. Nail it. Then raise another. Layer it like muscle. Burnout comes from trying to change everything at once. Strength comes from building it piece by piece.

Quiet Consistency Wins

High standards are not loud. They are lived. Patience wins. But only if you refuse to lower the bar while you wait.

Kindness Isn't Compliance

Most people confuse kindness with acceptance. Being kind doesn't mean tolerating mediocrity. Great teams grow because someone had the courage to raise the standard when it was easier to stay quiet.

Watch Out for “Good Enough”

Average is always looking for a way back in. It hides in phrases like “good enough” or “we'll fix it later.” Kill that thinking. Make high standards the default - not the exception.

Lead By Example

Start small. One line of copy. One slide. One handover doc. Show the difference. Set the bar by example. Then hold the line. Hold it when no one's watching. Hold it when others let it slip.

Make Quality Contagious

That's how you lead without the title. That's how you make quality contagious. High standards are built in silence. But their results speak loud.

Yes, It's hard to hear criticism.

When someone points out your flaws, your gut reaction is 'WTF?!' - or in business terms, 'defensiveness.'

Of course, you want to protect your ego. You want to explain yourself, prove them wrong, or even tell them to f*** off. Tempting, isn't it?

But defensiveness kills growth. Pause. Breathe. Ask yourself: 'What can I learn from this - even though I hate it?' Growth starts the moment you listen instead of emotionally react.

Nothing to learn from it? That's also ok but still thank the person who gave you feedback.

I don't like running in the morning. Or rather, I don't like the idea of it. What I really want is to have breakfast first, drink my coffee and then, a couple of hours later, think about exercise. But once the run is done, it feels great - like I've earned that big breakfast.

This morning, I went for an easy, scenic 10km run. My legs were still sore from Thursday's hill session, so I didn't (and honestly couldn't) push too hard.

Overall, I'm pretty happy with my progress (112km) in January. I've built up mileage quickly, especially considering I was struggling to run 3km at the end of December.

And I snapped a few pics of beautiful Sydney along the way.

The concept of a Trust Battery is that it typically starts at 50% and then every interaction charges or drains the trust battery.

It's interesting how, once you pass a certain percentage - let's say 80% (mind you, it's a bit abstract) - on the other person's Trust Battery, a shift happens. Walls drop. And suddenly the next level of collaboration unlocks.

Love these moments.

Progress motivates action. It's not just the reward; it's the feeling of progress that drives commitment.

Two groups of customers were given punch cards awarding a free car wash once the cards were fully punched. One group was given a blank punch card with eight squares; the other was given a punch card with ten squares that came with two free punches. Both groups still had to purchase eight car washes to receive a free wash; however, the second group of customers - those that were given two free punches - had a staggering 82 percent higher completion rate. Hooked: How to Build Habit-Forming Products

It's Thursday, which means hill running day. I can feel the gradual improvement compared to my last two hill runs - I'm feeling much stronger. It's still tough, but I'm covering more distance and tackling more elevation.

Today I did 12km, 437m elevation. The first 9km, I didn't switch to walking - I ran all the hills, which is a huge improvement! Looking forward to an easy run on the flats this weekend though!

Most engagement surveys don't measure engagement.

They measure vibes.

The problem isn't the intent - it's the output. You run a survey. You get a 67.8% “engagement score.” Someone builds a deck. Charts go up, comments stay anonymous, nothing changes.

That number doesn't tell you who's struggling. It doesn't tell you why trust is low. It doesn't tell you where the rot is starting. It just tells you people clicked a box.

Real engagement isn't a metric. It's a conversation.

Ask them how they're feeling. Ask what's blocking them. Ask what's making their work better - or worse. Then shut up and listen. Not just in surveys. In 1:1s. In retros. In offhand comments. The signal's already there. You don't need a dashboard. You need ears.

Pie charts don't build trust. Conversations do.

A quick training session tonight: SkiErg, rowing machine, plus some shoulders and arms work. Went all out on the SkiErg 500m, then rowed 500m too. Hit a PB on the SkiErg at 1:42.7!

Strangely enough, I'm actually looking forward to the hills session tomorrow!

Success comes from repeating the right words, not just saying them once.

Getting used to running hills is definitely going to take some time. Feeling good about building up to running them without needing to switch to walking.

On Thursday, I had a decent go at the hills in my local area. Did 9km in 1h 8m with 307m of elevation. I ran more this time compared to the week before, cutting my walking time down to 7m 24s. Last week, for the same distance, my walking time was 19m 50s, so that's already solid progress.

Yesterday, I tackled the Bondi Beach to Coogee Beach run and back - on tired legs. There are plenty of hills and steps along that route, adding up to 283m of elevation. It was just over 14km in total. I managed to run all the way to Coogee but walked the hills on the way back. Calves were sore. Legs felt a bit heavy, which makes sense as I'm ramping up both mileage and intensity.

Overall, I'm pretty happy with the progress, but there's still plenty of hard work ahead before UTA50.

110 days to go!

Struggling to write? Shrink the task.

Blog post too much? Write a tweet. Tweet too hard? Write a sentence. Sentence still suck? Write a shit one.

Start small. Start ugly. Start anyway.

The point isn't brilliance. It's movement. You don't find your voice by thinking. You find it by writing. Quantity leads to clarity. Bad drafts build muscle.

Write badly. Then write better.

There are two types of product teams - the slow-learning and the fast-learning.

The slow-learning team wants to deliver. They manage projects, write tickets, attend internal meetings and ask colleagues for design feedback. They mostly care about delivery and managing expectations.

The fast-learning team wants to learn. They talk to customers, read market news, push hacky code to production, and sometimes break things. They embrace ambiguity, but they learn fast.

The difference? The slow-learning team builds products for their bosses, and the fast-learning team builds products customers actually need.

Shift your focus. The best products come from deep insight, not just efficient delivery.

It's Tuesday - sprint day, yay! I mixed things up a bit this time and here's how it went:

• 2km warm-up
• 400m x 3
• 200m x 3
• 100m x 3

I hit a PB for the 200m (39.5s @ 3:18 pace) but couldn't quite beat my PBs for the 400m or 100m, even though it felt like I was flying!

The 400m x 3 was brutal. It's basically an all-out sprint the whole way.

Next Tuesday, I'm thinking of switching things up again and focusing on training for a 5km PB. The plan:

• 2km warm-up
• 1km @ 5:00 pace x 6, with 2 min rest in between

Let's see how it goes!

Recently I wrote about the most important skill for Product Managers.

Regardless of whether you are a Product Manager or not, the communication will help you with all aspects of your career. If you want to manage or be a leader, you have to be a good communicator. Specifically, you need to get better at framing.

What's your goal? Are you looking for feedback, sharing information, wanting to influence, asking for approval or something else entirely?

What are you sharing? Is it a problem? Maybe a solution? A vision? Or a mix?

How much detail are you planning to share? Is this a helicopter or detailed view? Or perhapse, both?

Who's your audience? Your team, the entire organisation or the executive group?

Your communication needs to be adjusted depending on the answers.

Early in your career, you use the same message no matter the context.

To grow, you need to get better at tailoring your message - what you say, how you say it and when to say it.

Sometimes I walk past the Sydney General Post Office - it's a cool spot right in the centre of Sydney.

Underneath it, there's this whole network of tunnels and basements (not sure if the public has access to it). Back in the day, they were used for postal operations and deliveries.

These days, though, it's now there: the Fullerton Hotel Sydney, shops and restaurants.

Caught the UFC at on of the pubs in Manly. I was supporting the Russian fighters, Umar and Islam. Absolute machines. They're incredible athletes, sharp and relentless.

Watching with my mate, we couldn't get over how insanely well they understand movement - both their own and their opponent's. Every single move is calculated and lethal.

Me in the cage? I wouldn't last 10 seconds.

Trust breaks when promises break. People notice, even in silence and they remember. Honour commitments - trust depends on it.