Results First

Your first responsibility as a manager is to deliver results.
Not culture. Not vibes. Not endless check-ins. Results.
Too many new managers fall in love with the performance of management. They build dashboards, run meetings, create documentation, set up Slack channels. It feels like work. It looks like leadership. But it doesn’t move the needle. Teams can be busy all week and still achieve nothing.
Being a manager isn’t about activity. It’s abou... read more

Chasing Less

You don't need to unlock that new revenue stream or build another new product that will "definitely be a hit".

A lot of leaders fall into the trap of chasing every opportunity, thinking they can manage it all. Then they delegate putting more on the team's plate. The team gets overwhelmed. Bottlenecks get created. The progress stalls.

Instead, focus. Success comes from deliberate, intentional decisions.

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.

Emily Kramer - The Death of Marketing Channels

📘 Most marketers are solving the wrong problem. You don’t need a new channel. You need to know what makes you different. When you figure that out, the rest gets simple.
📘 The conversation tackles the myth of dying marketing channels and reframes the problem. The issue isn’t that SEO or LinkedIn is “dead.” The issue is everyone’s doing the same stuff, copying the same playbooks, pushing the same noise. Even worse—AI is now generating that same noi... read more

High Standards

Push others. Push yourself harder.

That’s the heartbeat of high standards. Not perfection. Not pressure. Just a shared refusal to let average become the norm.

Call it out when your peers slide. Remind them of what great looks like. Help your boss see where they’ve dropped the ball. Hold the mirror up. But don’t stop there. Hold yourself to a sharper edge. Show them what it looks like to care—about the work, the craft, the outcome.

Start small. Set one standard. Stick to it. Then raise another. Don't change everything overnight. That’s how you burn out or burn bridges. Instead, build it like a muscle. Layer by layer. Standard by standard.

High standards aren’t loud. They’re consistent. You live them, not shout them.

Patience wins. But only if you don’t lower the bar while you wait.

Criticism Fuels Growth

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.

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

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!

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.

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!

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.

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.

If you are struggling to write a blog post, write a tweet.
Struggling to write a tweet? Write a sentence.
Struggling to write a sentence? Write a shit sentence.

The quality is less important than quantity when you're starting out. You'll find your voice, but get the momentum first.

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.