Tap a claim on the ring to put it at the centre.
← Employees who deliver results but cannot put the company first make it…
17 connected korrents · 18 moments from 14 Jul 2018 to 25 Sept 2026.
Everything filed under management
management
Everything filed under team size
team size
Everything filed under behavioural science
behavioural science
Everything filed under stock market
stock market
Everything filed under product management
product management
Everything filed under AI alignment
AI alignment 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: Employees who deliver results but cannot put the company first make it impossible to build trust and a culture of open, honest communication. Employees who deliver results but cannot put the company first make it impossible to build trust and a culture of open, honest communication. Last stated 4 years ago
22 Nov 2022
GB
Gibson Biddle — holds since 2022-11-22 — 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 11 months ago
17 Oct 2025
JE
Jason Evanish — holds since 2025-10-17 — tap for who they are
Same subject: Fast-growing companies will never achieve full pairwise trust between all employees. — tap to centre the map on it Fast-growing companies will never achieve full pairwise trust between all employees. Last stated 2 years ago
13 Jul 2024
BK
Ben Kuhn — holds since 2024-07-13 — tap for who they are
Same subject: An organization that demands trust ends up with less of it than one that shows its work instead. — tap to centre the map on it An organization that demands trust ends up with less of it than one that shows its work instead. Last stated 3 months ago
12 Jul 2026
BS
Balaji Srinivasan — holds since 2026-07-12 — tap for who they are
Same subject: A team of jerks almost never becomes a great team, in sport or in business is not the point, but rather being good in their given position is what earns a spot — tap to centre the map on it A team of jerks almost never becomes a great team, in sport or in business is not the point, but rather being good in their given position is what earns a spot Last stated 2 years ago
10 Apr 2024
DH
David Heinemeier Hansson — holds since 2024-04-10 — tap for who they are
Same subject: Someone who is not already product-first almost never becomes good at product afterwards. — tap to centre the map on it Someone who is not already product-first almost never becomes good at product afterwards. Last stated 4 months ago
9 Jun 2026
BG
Bill Gurley — holds since 2026-06-09 — tap for who they are
Same subject: A team of jerks almost never becomes a great team, in sport or in business. — tap to centre the map on it A team of jerks almost never becomes a great team, in sport or in business. Last stated a year ago
16 Jul 2025
JD
Jamie Dimon — holds since 2025-07-16 — tap for who they are
Same subject: Seeing exactly how an agent arrived at an outcome builds a different level of trust than receiving a polished result with no visibility into the process. — tap to centre the map on it Seeing exactly how an agent arrived at an outcome builds a different level of trust than receiving a polished result with no visibility into the process. Last stated 2 weeks ago
21 Sept 2026
LR
Lenny Rachitsky — holds since 2026-09-21 — tap for who they are
Same subject: A company needs someone who cares about the outcome above the effort — tap to centre the map on it A company needs someone who cares about the outcome above the effort Last stated 2 years ago
19 Mar 2025
DH
David Heinemeier Hansson — holds since 2025-03-19 — 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 2 weeks 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 8 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
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 2 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 6 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 "good business" now means one that can display quarter-on-quarter stock growth, not one that makes good products at a fair price. — tap to centre the map on it A "good business" now means one that can display quarter-on-quarter stock growth, not one that makes good products at a fair price. Last stated a year ago
21 May 2025
EZ
Ed Zitron — holds since 2025-05-21 — tap for who they are
Same subject: A high, stable dividend yield gives a stock's valuation a downside floor that growth stocks without dividends lack. — tap to centre the map on it A high, stable dividend yield gives a stock's valuation a downside floor that growth stocks without dividends lack. Last stated 7 months ago
3 Mar 2026
SB
Sanjay Bakshi — holds since 2026-03-03 — tap for who they are
Same subject: A society's prosperity comes from its productivity, not from the financial system or stock market. — tap to centre the map on it A society's prosperity comes from its productivity, not from the financial system or stock market. Last stated a week ago
25 Sept 2026
MM
Mr. Money Mustache — holds since 2026-09-25 — tap for who they are
At the centre
Employees who deliver results but cannot put the company first make it impossible to build trust and a culture of open, honest communication.
Holds Read this korrent →
Employees follow what their leaders actually do, not what they say to do.
Holds
Fast-growing companies will never achieve full pairwise trust between all employees.
Holds
An organization that demands trust ends up with less of it than one that shows its work instead.
Holds
A team of jerks almost never becomes a great team, in sport or in business is not the point, but rather being good in their given position is what earns a spot
Holds
Someone who is not already product-first almost never becomes good at product afterwards.
Holds
A team of jerks almost never becomes a great team, in sport or in business.
Holds
Seeing exactly how an agent arrived at an outcome builds a different level of trust than receiving a polished result with no visibility into the process.
Holds
A company needs someone who cares about the outcome above the effort
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
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 "good business" now means one that can display quarter-on-quarter stock growth, not one that makes good products at a fair price.
Holds
A high, stable dividend yield gives a stock's valuation a downside floor that growth stocks without dividends lack.
Holds
A society's prosperity comes from its productivity, not from the financial system or stock market.
Holds