While this article and the letter come from a good place, if I had been Uber’s leadership at the…
Christina Kelly

Christina, thanks for your comments. I appreciate the feedback, which is how I take this. A couple of responses: You might not have noticed that I mentioned in my post above the letter that I would have done this differently today (and have!) than I did two years ago. I think the letter could have been much clearer, more direct, and addressed to one individual, not to the Board. Always be learning! — to sound again like a self-help book’s jacket. :)

I also mentioned that I removed the appendix of the letter which described our firm Evolution’s ways of working and service offerings, which I believe spoke to some of the details you think would have been more helpful. And we also had some existing relationship with some people at Uber so we did not write this like a “cold” email without any context. I thought they would understand the reference to Maslow’s Hierarchy of Needs, for example.

I completely agree that having a compelling business reason for any decision in a business is essential. Drawing the lines between the benefits of developing a culture that effectively reflects the essence of a company and keeps its shadows in check is essential. Luckily, most companies with which we have had the privilege of working already made that connection before we arrived. That’s often the reason we began to work together.

It is just like with individual coaching, which we also do. People come to us when they recognize that they would benefit from support at knowing themselves better and working on developing the parts of themselves that are important for their leadership and their lives. If they aren’t ready or willing, we cannot support them.

Hope this helps clarify!

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