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.

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 Cost of Indecision

Misaligned leadership hurts teams. It's unintentional though. But still when leaders can’t align or make the call ("disagree and commit"), their teams suffer. The damage is often invisible to leadership but felt deeply by those executing.

It’s not disagreement that breaks teams. It’s hesitation.

Make the fucking decision!

Trust breaks when promises break

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

Empowering Without Overdirecting

This afternoon I spoke with the team about the challenges for any leader and their team in finding the balance between telling them what/how to do (Directive Leadership) and letting the team figure it out themselves, make some mistakes and learn (Empowering Leadership).

The balance is hard.

You definitely wouldn't want to over-index on either side. So you’ve got to find a sweet spot.

But it also could be multidimensional, and the balance might shift depending on the area.

For example, you might want to give more direction in terms of the problem the team is solving compared to how the problem is solved. Or you might want to give less direction in the team's communication style but more direction in terms of the standards of produced work.

Regardless, it might be helpful to be open about that balance and have a regular conversation about it.

Because that balance isn't static either. As the team gets better and better, it requires you to adjust the balance.

Tough Love, Strong Teams

Currently refreshing my memory on Radical Candor by Kim Scott. These quotes are amazing:

The best way to keep superstars happy is to challenge them and make sure they are constantly learning.

As you probably know, for every piece of subpar work you accept, for every missed deadline you let slip, you begin to feel resentment and then anger. You no longer just think the work is bad: you think the person is bad. This makes it harder to have an even-keeled conversation. You start to avoid talking to the person at all.

Trust Over Control

Most people think leadership is about control. They assume great leaders are the ones who tell people what to do, make all the calls and keep everyone in line.

That’s outdated thinking.

The best leaders don’t control. They share context & intent, inspire, empower and trust their teams to make mistakes.

Control stifles. Trust unleashes potential.

Impact Over Firefighting

Bad leaders like convenience over value.

They push those who make their lives easier - small tasks, fire drills and ego bosts. Problem solvers, whose work eliminates chaos, go unnoticed because their success erases the memory of the problem itself.

Leaders fear losing their “firefighters” more than those who ensure a fire never starts. The latter rarely gets rewarded.

You join a team meeting and just listen.

The team is in control - they cover the options, ask thoughtful questions and share feedback.
You watch them gelling, getting in the flow.
They are considering all the right angles: customer, business and tech.
The conversation moves naturally. They are calm and focused.

They don’t even need you there and it feels amazing!

Leadership Doesn’t Need an App

You don't need a fancy tool to manage your team.

Complex software won’t fix miscommunication or misalignment. Tools often distract, leading to over-documentation, micromanagement and wasted focus on processes over outcomes.

Management is clarity. Set expectations, align on what's important and build trust with open, honest conversations. Keep the focus where it belongs—on the work itself.

Cultivate and Cut

Leadership thrives on creating fertile ground for growth. The right conditions allow potential to flourish, much like farming.

Not every seed yields the harvest you expect. Some turn out to be weeds, others the wrong crop for the soil. Identifying and addressing those misfits is just as critical as nurturing the right ones. Leadership isn't just about cultivating—it’s about culling when necessary.

Growth depends on balance. The wrong elements choke the good ones but thoughtful pruning strengthens the whole.

Leading Without a Crowd

A leader’s journey starts alone.

Leadership needs the courage to push boundaries and challenge norms. It feels great and is fulfilling and, at the same time, isolating.

When driving change, the slow pace of buy-in or lack of immediate support can feel like standing alone. But that solitude is a marker of progress. This is how it should feel at first.

That's when you need patience. You are just creating space for others to join when they are ready. They just need time to process.

Feeling lonely as a leader isn’t failure. Every great idea starts with someone bold enough to stand alone until others see the path forward.

Step Back to Lead

Good managers know when to step back.

Intervening too often stifles creativity, ownership and morale. Teams thrive when leaders provide clear direction, trust their abilities and give them space to execute. Micromanagement creates bottlenecks, while autonomy pushes innovation and accountability.

The best work happens when leaders empower, not overshadow.

Leaders thrive on connection. Taking time to engage with teams builds trust and fuels collaboration.

The risk lies in misreading commitment. Valuing late nights over outcomes sends the wrong message, tying effectiveness to hours rather than impact.

Great leadership doesn’t trade presence for results. It inspires through balance and focus.

One of the smartest things the new CEO did was start an “open door” policy. His version of that was walking around and getting to know people, but also inviting anyone and everyone to stop by his office after 4 p.m. to talk; there was no agenda. He let them know that he would stay as late as necessary if they wanted to chat. Many nights he didn’t leave the office until 8 or 9 p.m.

David Rohlander, The CEO Code

Sharing your mistakes with your team can speed up everyone’s growth. Be honest about your errors, even when your boss is around.

Just don’t overdo it - finding the right balance helps maintain trust and confidence in your leadership.

Think Like a Farmer

I can’t recall where I found this picture, but it’s such an interesting analogy. Leadership is like farming—nurture the right conditions and growth will follow.

That said, sometimes you end up with the wrong crops or weeds mistaken for crops and it’s just as important to weed those out.