You have to embrace organizational failure. You have to sit down and debrief when things go wrong. Why did they go wrong? What can we learn, and what can we do better? It’s organizations that hide things under the rug that don’t create the resilience because they don’t learn.”
…ou embrace it. So, what does that mean? You have to get real feedback for yourself, for each other. You have to be open to feedback. You have to ask for feedback. You have to build in a culture where, when I think you need to do something better, or you think I need to do something better — we tell each other, and tell each other directly, and work it out.
every company turn,… seen companies swap upwards of a third of their managers in 18 months. In the early startup stage, you need all-rounders who love to get their hands dirty. Later on, you need polished managers who know how to delegate. Not everyone makes it through every company turn, and not everyone is destined to be a manager. Some people are best as individual contributors — as an engineer, not as a VP of Engineering. The key to keeping a happy team as you scale is to give your employees a frame to understand what’s going on.