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← Change initiatives usually lose steam because leaders stop retelling…
17 connected korrents · 17 moments from 23 Jan 2012 to 21 Oct 2026.
Everything filed under empathy
empathy
Everything filed under hiring
hiring
Everything filed under management
management
Everything filed under team size
team size 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: Change initiatives usually lose steam because leaders stop retelling the story, not because the team does not get it. Change initiatives usually lose steam because leaders stop retelling the story, not because the team does not get it. Last stated 3 months ago
11 Aug 2026
ND
Nancy Duarte — holds since 2026-08-11 — 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: If every growth initiative is an experiment, the team has a paralysing disease rather than a process. — tap to centre the map on it If every growth initiative is an experiment, the team has a paralysing disease rather than a process. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: When institutional transformation keeps failing, leaders should start fresh with new entities rather than keep reforming the old ones. — tap to centre the map on it When institutional transformation keeps failing, leaders should start fresh with new entities rather than keep reforming the old ones. Last stated 3 months ago
7 Aug 2026
JP
Jennifer Pahlka — holds since 2026-08-07 — tap for who they are
Same subject: Employees follow what their leaders actually do, not what they say to do. — tap to centre the map on it Employees follow what their leaders actually do, not what they say to do. Last stated a year ago
17 Oct 2025
JE
Jason Evanish — holds since 2025-10-17 — 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: Changes to an agent's project instructions should be driven by the agents' session logs, not by what the author remembers being annoyed by. — tap to centre the map on it Changes to an agent's project instructions should be driven by the agents' session logs, not by what the author remembers being annoyed by. Last stated 2 months ago
23 Aug 2026
KC
Kun Chen — holds since 2026-08-23 — tap for who they are
Same subject: A leader announcing a change should show the team the thinking that led to it before pressing urgency. — tap to centre the map on it A leader announcing a change should show the team the thinking that led to it before pressing urgency. Last stated 3 weeks ago
15 Oct 2026
ND
Nancy Duarte — holds since 2026-10-15 — tap for who they are
Same subject: Flat or leaderless organizational structures eventually give way to some form of leadership. — tap to centre the map on it Flat or leaderless organizational structures eventually give way to some form of leadership. Last stated 3 months ago
10 Aug 2026
ML
Michael Lopp — holds since 2026-08-10 — tap for who they are
Same subject: Abolitionists who felt the slave's wrongs were blind to the equal legal wrongs of their own mothers, wives and sisters — tap to centre the map on it Abolitionists who felt the slave's wrongs were blind to the equal legal wrongs of their own mothers, wives and sisters
ES
Elizabeth Cady Stanton — holds since c. 1898 — tap for who they are
Same subject: Assuming stupidity rather than malice changes the response: empathy and clarity instead of defensiveness. — tap to centre the map on it Assuming stupidity rather than malice changes the response: empathy and clarity instead of defensiveness. Last stated 2 years ago
16 Nov 2024
SP
Shane Parrish — holds since 2024-11-16 — tap for who they are
Same subject: Being an excellent programmer is a burden rather than an advantage when learning to work with coding agents. — tap to centre the map on it Being an excellent programmer is a burden rather than an advantage when learning to work with coding agents. Last stated 9 months ago
12 Feb 2026
LF
Lex Fridman — holds since 2026-02-12 — 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
At the centre
Change initiatives usually lose steam because leaders stop retelling the story, not because the team does not get it.
Holds Read this korrent →
It is emotionally hard for leaders to change a strategy that made them successful.
Holds
If every growth initiative is an experiment, the team has a paralysing disease rather than a process.
Holds
When institutional transformation keeps failing, leaders should start fresh with new entities rather than keep reforming the old ones.
Holds
Employees follow what their leaders actually do, not what they say to do.
Holds
A leader can force people's behaviour to change, but not their thinking.
Holds
Changes to an agent's project instructions should be driven by the agents' session logs, not by what the author remembers being annoyed by.
Holds
A leader announcing a change should show the team the thinking that led to it before pressing urgency.
Holds
Flat or leaderless organizational structures eventually give way to some form of leadership.
Holds
Abolitionists who felt the slave's wrongs were blind to the equal legal wrongs of their own mothers, wives and sisters
Last stated c. 1898
Holds
Assuming stupidity rather than malice changes the response: empathy and clarity instead of defensiveness.
Holds
Being an excellent programmer is a burden rather than an advantage when learning to work with coding agents.
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