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← A leader's stressed decision can become a company mini-tsunami, so the PM playbook does not scale to leadership.
17 connected korrents · 15 moments from 23 Jan 2012 to 21 Oct 2026.
Everything filed under behavioural science
behavioural science
Everything filed under hiring
hiring
Everything filed under team size
team size
Everything filed under empathy
empathy
Everything filed under open source
open source
Everything filed under design
design
Everything filed under management
management
Everything filed under agency
agency
Everything filed under product management
product management Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: A leader's stressed decision can become a company mini-tsunami, so the PM playbook does not scale to leadership. A leader's stressed decision can become a company mini-tsunami, so the PM playbook does not scale to leadership. Last stated 8 months ago
16 Feb 2026
PW
Petra Wille — holds since 2026-02-16 — tap for who they are
Same subject: When the leadership of a technology someone depends on makes a decision they dislike, forking is rarely a realistic option. — tap to centre the map on it When the leadership of a technology someone depends on makes a decision they dislike, forking is rarely a realistic option. Last stated a year ago
29 Aug 2025
AK
Andrew Kelley — holds since 2025-08-29 — tap for who they are
Same subject: You cannot make good macro decisions without the micro, which means a leader has to sit alongside the individual contributors. — tap to centre the map on it You cannot make good macro decisions without the micro, which means a leader has to sit alongside the individual contributors. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: When a decision is called too complex to make, the real explanation is almost always weak leadership. — tap to centre the map on it When a decision is called too complex to make, the real explanation is almost always weak leadership. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: It is emotionally hard for leaders to change a strategy that made them successful. — tap to centre the map on it It is emotionally hard for leaders to change a strategy that made them successful. Last stated 2 weeks ago
21 Oct 2026
PT
Phyl Terry — holds since 2026-10-21 — tap for who they are
Same subject: Mapping out exactly what will happen in uncertain times probably locks you out of trying new things; leaders should frame the chaos so it feels safe to engage with. — tap to centre the map on it Mapping out exactly what will happen in uncertain times probably locks you out of trying new things; leaders should frame the chaos so it feels safe to engage with. Last stated 2 months ago
10 Sept 2026
AV
Ami Vora — holds since 2026-09-10 — tap for who they are
Same subject: Faster building has not made the PM role go away; it now demands more operational excellence than before. — tap to centre the map on it Faster building has not made the PM role go away; it now demands more operational excellence than before. Last stated 2 months ago
10 Sept 2026
MK
Mike Krieger — holds since 2026-09-10 — tap for who they are
Same subject: Leading right now requires talking about and normalizing the overwhelm people are feeling. — tap to centre the map on it Leading right now requires talking about and normalizing the overwhelm people are feeling. Last stated a month ago
27 Sept 2026
MG
Molly Graham — holds since 2026-09-27 — tap for who they are
Same subject: A leader can force people's behaviour to change, but not their thinking. — tap to centre the map on it A leader can force people's behaviour to change, but not their thinking. Last stated 2 years ago
6 Mar 2025
KG
Kapil Gupta — holds since 2025-03-06 — tap for who they are
Same subject: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. — tap to centre the map on it A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. Last stated a month ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — tap for who they are
Same subject: A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. — tap to centre the map on it A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. — tap to centre the map on it A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. — tap to centre the map on it A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
Same subject: A belief system combining cosmic stakes, privileged knowledge, personal vocation and an imperative to act can license extraordinary behavior when it conflicts with ordinary constraints. — tap to centre the map on it A belief system combining cosmic stakes, privileged knowledge, personal vocation and an imperative to act can license extraordinary behavior when it conflicts with ordinary constraints. Last stated a month ago
17 Sept 2026
VR
Venkatesh Rao — holds since 2026-09-17 — tap for who they are
Same subject: A cancellation-reason drop-down measures list order rather than reasons: randomise the options and every one of them gets picked equally. — tap to centre the map on it A cancellation-reason drop-down measures list order rather than reasons: randomise the options and every one of them gets picked equally. Last stated 9 months ago
25 Jan 2026
JC
Jason Cohen — holds since 2026-01-25 — tap for who they are
Same subject: A decision cannot be judged by its outcome, because good decisions fail through no fault of the decider and bad ones succeed by luck. — tap to centre the map on it A decision cannot be judged by its outcome, because good decisions fail through no fault of the decider and bad ones succeed by luck. Last stated 4 years ago
9 Aug 2022
GK
Gary Klein — holds since 2022-08-09 — tap for who they are
At the centre
A leader's stressed decision can become a company mini-tsunami, so the PM playbook does not scale to leadership.
Holds Read this korrent →
When the leadership of a technology someone depends on makes a decision they dislike, forking is rarely a realistic option.
Holds
You cannot make good macro decisions without the micro, which means a leader has to sit alongside the individual contributors.
Holds
When a decision is called too complex to make, the real explanation is almost always weak leadership.
Holds
It is emotionally hard for leaders to change a strategy that made them successful.
Holds
Mapping out exactly what will happen in uncertain times probably locks you out of trying new things; leaders should frame the chaos so it feels safe to engage with.
Holds
Faster building has not made the PM role go away; it now demands more operational excellence than before.
Holds
Leading right now requires talking about and normalizing the overwhelm people are feeling.
Holds
A leader can force people's behaviour to change, but not their thinking.
Holds
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
Holds
A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth.
Holds
A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance.
Holds
A belief system combining cosmic stakes, privileged knowledge, personal vocation and an imperative to act can license extraordinary behavior when it conflicts with ordinary constraints.
Holds
A cancellation-reason drop-down measures list order rather than reasons: randomise the options and every one of them gets picked equally.
Holds
A decision cannot be judged by its outcome, because good decisions fail through no fault of the decider and bad ones succeed by luck.
Holds