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← The best thing you can do for your team is to leave them alone
17 connected korrents · 13 moments from 23 Jan 2012 to 17 Sept 2026.
Everything filed under hiring
hiring
Everything filed under management
management
Everything filed under team size
team size
Everything filed under behavioural science
behavioural science 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: The best thing you can do for your team is to leave them alone The best thing you can do for your team is to leave them alone Last stated 4 years ago
25 Nov 2022
DH
David Heinemeier Hansson — holds since 2022-11-25 — tap for who they are
Same subject: Managers should not interfere with a team's momentum — tap to centre the map on it Managers should not interfere with a team's momentum Last stated 4 years ago
24 Feb 2023
DH
David Heinemeier Hansson — holds since 2023-02-24 — 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: There is no such thing as the best people; you are trying to hire the right people for this team at this stage. — tap to centre the map on it There is no such thing as the best people; you are trying to hire the right people for this team at this stage. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: The right posture toward your own team is verify then trust, not trust but verify. — tap to centre the map on it The right posture toward your own team is verify then trust, not trust but verify. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: When a team sees what needs to happen but does not want to be the bad guy, someone making the call saves enormous amounts of meetings and change management. — tap to centre the map on it When a team sees what needs to happen but does not want to be the bad guy, someone making the call saves enormous amounts of meetings and change management. Last stated 3 weeks ago
11 Sept 2026
TL
Tobias Lütke — holds since 2026-09-11 — tap for who they are
Same subject: Cutting someone from the team can be an act of mercy — tap to centre the map on it Cutting someone from the team can be an act of mercy Last stated 2 years ago
10 Apr 2024
DH
David Heinemeier Hansson — holds since 2024-04-10 — 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 6 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — 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 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 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 company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. — tap to centre the map on it A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — 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
At the centre
The best thing you can do for your team is to leave them alone
Holds Read this korrent →
Managers should not interfere with a team's momentum
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
There is no such thing as the best people; you are trying to hire the right people for this team at this stage.
Holds
The right posture toward your own team is verify then trust, not trust but verify.
Holds
When a team sees what needs to happen but does not want to be the bad guy, someone making the call saves enormous amounts of meetings and change management.
Holds
Cutting someone from the team can be an act of mercy
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
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 CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
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 company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first.
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