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← Talent density is self-protecting: once a team is made of A players it…
17 connected korrents · 17 moments from 17 Jun 2018 to 29 Sept 2026.
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design
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management
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product management
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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: Talent density is self-protecting: once a team is made of A players it will only hire more of them and will not tolerate anyone who is not performing. Talent density is self-protecting: once a team is made of A players it will only hire more of them and will not tolerate anyone who is not performing. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: A team made up of people with similar personality traits ends up lacking the strengths that more varied traits would provide. — tap to centre the map on it A team made up of people with similar personality traits ends up lacking the strengths that more varied traits would provide. Last stated 3 months ago
6 Aug 2026
GR
Gretchen Rubin — holds since 2026-08-06 — tap for who they are
Same subject: Talent density is the non-negotiable first ingredient — without it you cannot trust decisions made at every level or let people take risks. — tap to centre the map on it Talent density is the non-negotiable first ingredient — without it you cannot trust decisions made at every level or let people take risks. Last stated 3 months ago
19 Jul 2026
ES
Elizabeth Stone — holds since 2026-07-19 — tap for who they are
Same subject: Talent density is the one thing to bet on when building a lab, because it compounds by itself: the more talented people you have, the more the best want to join you. — tap to centre the map on it Talent density is the one thing to bet on when building a lab, because it compounds by itself: the more talented people you have, the more the best want to join you. Last stated 3 months ago
29 Jul 2026
AW
Alexandr Wang — holds since 2026-07-29 — tap for who they are
Same subject: Not every team has to have the same composition of people and skill sets. — tap to centre the map on it Not every team has to have the same composition of people and skill sets. Last stated 6 months ago
28 Apr 2026
PD
Polly D'Arcy — holds since 2026-04-28 — tap for who they are
Same subject: Hire for a person’s unique strengths rather than for their lack of weaknesses, because a team exists to cover what any one person is not. — tap to centre the map on it Hire for a person’s unique strengths rather than for their lack of weaknesses, because a team exists to cover what any one person is not. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: The organising rule under extreme growth is that no team may block another — even when honouring it means adding to the very monolith you are trying to dismantle. — tap to centre the map on it The organising rule under extreme growth is that no team may block another — even when honouring it means adding to the very monolith you are trying to dismantle. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: Because one person has more leverage than ever, a team can hire fewer people and give the ones it hires better salaries. — tap to centre the map on it Because one person has more leverage than ever, a team can hire fewer people and give the ones it hires better salaries. Last stated 3 weeks ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: Fixing an understaffed team by moving people off other teams does not work, because people are not fungible and the argument inevitably turns political. — tap to centre the map on it Fixing an understaffed team by moving people off other teams does not work, because people are not fungible and the argument inevitably turns political. Last stated 8 years ago
17 Jun 2018
WL
Will Larson — holds since 2018-06-17 — tap for who they are
Same subject: A $1,299, 100-gram pair of slip-on glasses seems far more enticing than a $3,699, 700-gram headset strapped to the face. — tap to centre the map on it A $1,299, 100-gram pair of slip-on glasses seems far more enticing than a $3,699, 700-gram headset strapped to the face. Last stated 4 weeks ago
24 Sept 2026
MS
M.G. Siegler — holds since 2026-09-24 — tap for who they are
Same subject: A baby-step version of eval-driven design is to sketch out 10 to 20 hero flows and run the feature or interaction through them to see where it falls apart. — tap to centre the map on it A baby-step version of eval-driven design is to sketch out 10 to 20 hero flows and run the feature or interaction through them to see where it falls apart. Last stated a month ago
9 Sept 2026
EB
Ed Bayes — holds since 2026-09-09 — tap for who they are
Same subject: A blank chat box is lazy: it violates the first rule of a good user experience, that it is obvious what you can do. — tap to centre the map on it A blank chat box is lazy: it violates the first rule of a good user experience, that it is obvious what you can do. Last stated a year ago
12 May 2025
JZ
Julie Zhuo — holds since 2025-05-12 — tap for who they are
Same subject: "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. — tap to centre the map on it "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: A company captured by ideology will produce useless products — tap to centre the map on it A company captured by ideology will produce useless products Last stated 3 years ago
8 Mar 2024
DH
David Heinemeier Hansson — holds since 2024-03-08 — tap for who they are
Same subject: A company should define what great looks like for its own role rather than borrow another company's definition. — tap to centre the map on it A company should define what great looks like for its own role rather than borrow another company's definition. Last stated 2 months ago
9 Aug 2026
AW
Adam Ward — holds since 2026-08-09 — tap for who they are
Same subject: "Too expensive" is never the real reason a customer cancels, because they already decided the price was acceptable when they bought. — tap to centre the map on it "Too expensive" is never the real reason a customer cancels, because they already decided the price was acceptable when they bought. Last stated 9 months ago
25 Jan 2026
JC
Jason Cohen — holds since 2026-01-25 — tap for who they are
Same subject: A $100,000 enterprise deal needs an executive sponsor to sign off and allocate the budget. — tap to centre the map on it A $100,000 enterprise deal needs an executive sponsor to sign off and allocate the budget. Last stated 2 months ago
23 Aug 2026
JA
Jen Abel — holds since 2026-08-23 — tap for who they are
Same subject: A best-in-class product should be priced at the point where customers say it is starting to get expensive, not at the point where they would call it a bargain. — tap to centre the map on it A best-in-class product should be priced at the point where customers say it is starting to get expensive, not at the point where they would call it a bargain. Last stated 2 years ago
23 Mar 2025
RV
Rahul Vohra — holds since 2025-03-23 — tap for who they are
At the centre
Talent density is self-protecting: once a team is made of A players it will only hire more of them and will not tolerate anyone who is not performing.
Holds Read this korrent →
A team made up of people with similar personality traits ends up lacking the strengths that more varied traits would provide.
Holds
Talent density is the non-negotiable first ingredient — without it you cannot trust decisions made at every level or let people take risks.
Holds
Talent density is the one thing to bet on when building a lab, because it compounds by itself: the more talented people you have, the more the best want to join you.
Holds
Not every team has to have the same composition of people and skill sets.
Holds
Hire for a person’s unique strengths rather than for their lack of weaknesses, because a team exists to cover what any one person is not.
Holds
The organising rule under extreme growth is that no team may block another — even when honouring it means adding to the very monolith you are trying to dismantle.
Holds
Because one person has more leverage than ever, a team can hire fewer people and give the ones it hires better salaries.
Holds
Fixing an understaffed team by moving people off other teams does not work, because people are not fungible and the argument inevitably turns political.
Holds
A $1,299, 100-gram pair of slip-on glasses seems far more enticing than a $3,699, 700-gram headset strapped to the face.
Holds
A baby-step version of eval-driven design is to sketch out 10 to 20 hero flows and run the feature or interaction through them to see where it falls apart.
Holds
A blank chat box is lazy: it violates the first rule of a good user experience, that it is obvious what you can do.
Holds
"Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work.
Holds
A company captured by ideology will produce useless products
Holds
A company should define what great looks like for its own role rather than borrow another company's definition.
Holds
"Too expensive" is never the real reason a customer cancels, because they already decided the price was acceptable when they bought.
Holds
A $100,000 enterprise deal needs an executive sponsor to sign off and allocate the budget.
Holds
A best-in-class product should be priced at the point where customers say it is starting to get expensive, not at the point where they would call it a bargain.
Holds