Ditch Annual Reviews

Yearly performance reviews aren't good. You have probably seen neglected and outdated goals in performance reviews in your career. They become irrelevant pretty quickly. Worse, they do more harm than good.

The best teams ditch the annual review cycle. Instead, they focus on:

• Continuous feedback
• Small, actionable coaching
• Growth over grades
• Space for trial, error and mastery

Accountability

Accountability gets things done.

As your teams grow, responsibilities get messy. People step on each other’s toes (welcome to the storming phase!), priorities compete, and work starts to drag.

Clear and explicit ownership fixes that.

When someone is accountable for a specific area of a piece of work, it actually gets finished.

Make Feedback Obvious

People think they’re not getting feedback.

But they are—they just don’t recognise it.

A simple way to fix this? Make it obvious. Instead of letting feedback blend into daily conversations, label it: “Here’s some feedback for you.”

That small shift makes a big difference.

From draft to finished

What's shaping? See shaping the work.

Feedback That Builds

Feedback can trigger defensiveness.

If someone misreads your intention they might feel attacked not supported. That’s why be clear. When giving feedback be up front about your purpose. Make it clear you’re here to help not to criticise or tear someone down.

The Tech Debt Spiral

Like a snowball rolling downhill, technology debt simply gets bigger.

Cutting corners and patching things up work for a while. But eventually the codebase becomes a mess. Features take longer to build, and bugs pile up. The team becomes nervous about making changes. This triggers leadership demands speed, trapping everyone in a difficult cycle to break.

Strategies evolve in action

No one starts with a perfect strategy. That’s just not how it works.

You set a few goals, spot the obvious roadblocks and take your first steps. How about the rest you might ask? You figure it out along the way. Just keep an eye on the market and overall trends and adjust your strategy as needed. And yeah, unexpected problems will pop up. That’s normal though. They aren’t failures—just part of the process. Every setback teaches you something.

A plan points you in the right direction, but real clarity comes from doing the work. The teams that adapt, adjust, and keep moving—especially when things feel uncertain—are the ones that make real progress.

So don’t wait for the “perfect” plan. Just start. You’ll get there.

Build Thinkers, Not Just Features

To build great products you need to start asking great questions.

A simple question: “What problem are we solving?” will shift a team’s mentality from execution to purpose.
And you can feel the exact moment when task-doers start to solve problems.

It's when they talk less about delivery and shipping features and ask more about business challenges, user pain points and the market.

Questions fuel curiosity and curiosity drives collaboration. Teams that ask deeply create better products.

Results First

Your first responsibility as a manager is to deliver results.

Too many managers focus on processes, meetings and checklists. "Let's just keep things moving; let's be busy," they think. But none of that matters without results.

Set clear goals, align your team and remove blockers for them. Hold both yourself and the team accountable for results.

Let Go to Move Forward

Centralised decision-making will always create bottlenecks. Sooner or later, this will prevent your company from growing.

Traditional and rigid organisations value hierarchy, and leaders often think they need to control every decision.

But this slows innovation, delays time to market, and prevents teams from learning.

Create a culture of ownership at every level. Empower your team to make decisions within their areas of expertise. Trust fuels faster progress.

Starting Strong as a Leader

Joining a new company as a leader is tricky and sometimes it does feel like stepping into chaos.

There’s so much for you to process – new people, culture, challenges, expectations, competing and unclear priorities and pressure to deliver results.

I like to slow it down. I don’t try to fix everything on day one. I focus on the context, the big picture first, understand the team and what they need my help with. Once I get where we are going and why, I can focus on the culture and processes to get to the destination faster with stronger teams.

Know Your Team

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.

High Standards

Push the people around you - peers, colleagues, and your boss. Hold them accountable. Push yourself even harder.

Start small. Don't force all your standards overnight. Patience wins.

The Trust Battery Effect

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

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

Engagement Isn't a Number

What's the point of measuring employee engagement?

If you want to know if people are unhappy, ask them.

Then listen carefully.

You need insights, not stats.
You need truth, not pie charts.

The secret to a message that sticks

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

Outsourcing kills your product instincts

The best way to kill your product instincts is to outsource your customer research.

When you get answers neatly packaged in a fancy PDF with cool graphs and slick design, you feel good about it. It looks like the hardest part has been done, and you just need to look at the numbers and insights. On the surface.

As you go through the research prepared by someone else, you realise you only gain surface-level knowledge of the space.

Real research is about developing a good understanding of what your customers are experiencing - the small problems they face, along with all the nuances and frustrations.

You have to speak to them. No surveys or written responses will give you true insight into their challenges.

When you outsource research, someone else builds that understanding - not you.

Your product instincts start to fade over time.

Write It Down Before Misalignment Costs You

This is such a great example of how important written communication is. Misalignment happens all the time - on the problems, the solutions, the details and even the language we use. So, as soon as you sense there's misalignment and nothing is written down, the best move is to put it into words.

The Two Types of Product Teams

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.