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← Be confident in what you know and do well, because people want to believe in experts.
17 connected korrents · 16 moments from 28 Oct 2011 to 28 Oct 2026.
Everything filed under management
management
Everything filed under humility
humility
Everything filed under team size
team size
Everything filed under courage
courage
Everything filed under behavioural science
behavioural science
Everything filed under product management
product management
Everything filed under design
design 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: Be confident in what you know and do well, because people want to believe in experts. Be confident in what you know and do well, because people want to believe in experts. Last stated 4 days ago
28 Oct 2026
MD
Matthew Dicks — holds since 2026-10-28 — tap for who they are
Same subject: It makes sense to load up on the very few good insights one has rather than pretend to know everything about everything at all times — tap to centre the map on it It makes sense to load up on the very few good insights one has rather than pretend to know everything about everything at all times
CM
Charlie Munger — holds since c. 1994 — tap for who they are
Same subject: A leader has to hire people they would want to work for, strong talent trusted to go do the work and do it really well. — tap to centre the map on it A leader has to hire people they would want to work for, strong talent trusted to go do the work and do it really well. Last stated 6 months ago
28 Apr 2026
PD
Polly D'Arcy — holds since 2026-04-28 — tap for who they are
Same subject: Getting up in front of people gets less scary the more you do it, because confidence is built by competence. — tap to centre the map on it Getting up in front of people gets less scary the more you do it, because confidence is built by competence. Last stated 5 months ago
4 Jun 2026
RH
Ryan Holiday — holds since 2026-06-04 — tap for who they are
Same subject: Confidence in a belief reflects the coherence of the story the mind built, not the quality of the evidence — tap to centre the map on it Confidence in a belief reflects the coherence of the story the mind built, not the quality of the evidence
DK
Daniel Kahneman — holds since c. 2011 — tap for who they are
Same subject: If you hold on to a product's values through its life, people will believe in it and trust it. — tap to centre the map on it If you hold on to a product's values through its life, people will believe in it and trust it. Last stated 3 months ago
29 Jul 2026
CD
Charlie Deets — holds since 2026-07-29 — tap for who they are
Same subject: It matters more to create an environment where people can be their most excellent selves than to prescribe their precise moves. — tap to centre the map on it It matters more to create an environment where people can be their most excellent selves than to prescribe their precise moves. Last stated 9 months ago
18 Jan 2026
TL
Tobias Lütke — holds since 2026-01-18 — tap for who they are
Same subject: Be the best in the world at what you do, and keep redefining what you do until that is true. — tap to centre the map on it Be the best in the world at what you do, and keep redefining what you do until that is true. Last stated a year ago
6 Aug 2025
NR
Naval Ravikant — holds since 2025-08-06 — tap for who they are
Same subject: Experts should supply the facts and leave the methods to the people affected: a community will trust and implement a solution it chose itself, even one identical to the expert's. — tap to centre the map on it Experts should supply the facts and leave the methods to the people affected: a community will trust and implement a solution it chose itself, even one identical to the expert's. Last stated 7 years ago
23 Jul 2019
DN
Don Norman — holds since 2019-07-23 — tap for who they are
Same subject: A CEO grading themselves a failure for their mistakes does not help; every CEO makes thousands of mistakes — tap to centre the map on it A CEO grading themselves a failure for their mistakes does not help; every CEO makes thousands of mistakes Last stated 14 years ago
15 Jun 2012
BH
Ben Horowitz — holds since 2012-06-15 — tap for who they are
Same subject: A designer's assumption about where a component belongs is a personal assumption and does not mean that the market or the users will react to the component that way. — tap to centre the map on it A designer's assumption about where a component belongs is a personal assumption and does not mean that the market or the users will react to the component that way. Last stated 7 months ago
2 Apr 2026
MS
Marvin Schwaibold — holds since 2026-04-02 — tap for who they are
Same subject: A designer's PRs should be very small and manageable if the designer is not comfortable reviewing or writing the code themselves. — tap to centre the map on it A designer's PRs should be very small and manageable if the designer is not comfortable reviewing or writing the code themselves. Last stated 5 months ago
26 May 2026
AM
Andy Madrick — holds since 2026-05-26 — tap for who they are
Same subject: "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. — tap to centre the map on it "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. — tap to centre the map on it A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. Last stated 15 years ago
28 Oct 2011
PM
Patrick McKenzie — holds since 2011-10-28 — tap for who they are
Same subject: A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. — tap to centre the map on it A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. Last stated a year ago
28 May 2025
CF
Camille Fournier — holds since 2025-05-28 — 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
At the centre
Be confident in what you know and do well, because people want to believe in experts.
Holds Read this korrent →
It makes sense to load up on the very few good insights one has rather than pretend to know everything about everything at all times
Last stated c. 1994
Holds
A leader has to hire people they would want to work for, strong talent trusted to go do the work and do it really well.
Holds
Getting up in front of people gets less scary the more you do it, because confidence is built by competence.
Holds
Confidence in a belief reflects the coherence of the story the mind built, not the quality of the evidence
Last stated c. 2011
Holds
If you hold on to a product's values through its life, people will believe in it and trust it.
Holds
It matters more to create an environment where people can be their most excellent selves than to prescribe their precise moves.
Holds
Be the best in the world at what you do, and keep redefining what you do until that is true.
Holds
Experts should supply the facts and leave the methods to the people affected: a community will trust and implement a solution it chose itself, even one identical to the expert's.
Holds
A CEO grading themselves a failure for their mistakes does not help; every CEO makes thousands of mistakes
Holds
A designer's assumption about where a component belongs is a personal assumption and does not mean that the market or the users will react to the component that way.
Holds
A designer's PRs should be very small and manageable if the designer is not comfortable reviewing or writing the code themselves.
Holds
"Hire great people and get out of their way" is dangerous advice for anyone in a leadership role.
Holds
A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is.
Holds
A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills.
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