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← When cutting jobs, communicate decisions only once every detail is…
17 connected korrents · 16 moments from 28 Oct 2011 to 29 Sept 2026.
Everything filed under documentation
documentation
Everything filed under hiring
hiring
Everything filed under management
management
Everything filed under ambition
ambition
Everything filed under patience
patience
Everything filed under MCP
MCP
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: When cutting jobs, communicate decisions only once every detail is settled, because partial transparency can make things worse. When cutting jobs, communicate decisions only once every detail is settled, because partial transparency can make things worse. Last stated 6 years ago
5 May 2020
BC
Brian Chesky — holds since 2020-05-05 — tap for who they are
Same subject: Decisions often require an extra level of awareness than you expect, and taking a beat to reconsider the deeper set of options before deciding sometimes prevents you from going down a bad path. — tap to centre the map on it Decisions often require an extra level of awareness than you expect, and taking a beat to reconsider the deeper set of options before deciding sometimes prevents you from going down a bad path. Last stated 2 months ago
29 Jul 2026
CD
Charlie Deets — holds since 2026-07-29 — tap for who they are
Same subject: When a decision is called too complex to make, the real explanation is almost always weak leadership. — tap to centre the map on it When a decision is called too complex to make, the real explanation is almost always weak leadership. 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 slight inconsistency makes something significantly clearer, choose clarity — tap to centre the map on it When a slight inconsistency makes something significantly clearer, choose clarity
SK
Steve Krug — holds since c. 2000–2014 — tap for who they are
Same subject: Thinking harder about a decision has diminishing returns because reality is inherently unknowable. — tap to centre the map on it Thinking harder about a decision has diminishing returns because reality is inherently unknowable. Last stated 5 years ago
22 Feb 2022
NN
Neel Nanda — holds since 2022-02-22 — tap for who they are
Same subject: A basic rule for better decisions is to slow down, especially when there is an immediate conviction. — tap to centre the map on it A basic rule for better decisions is to slow down, especially when there is an immediate conviction. Last stated 7 years ago
12 Oct 2019
DK
Daniel Kahneman — holds since 2019-10-12 — tap for who they are
Same subject: Making internal decision-making legible is critically important, so that previous decisions can be found by simply asking an agent. — tap to centre the map on it Making internal decision-making legible is critically important, so that previous decisions can be found by simply asking an agent. Last stated 5 months ago
12 May 2026
KB
Katarina Batina — holds since 2026-05-12 — tap for who they are
Same subject: Needing to gather everyone in the same room to make a decision indicates that too many people are involved in that decision. — tap to centre the map on it Needing to gather everyone in the same room to make a decision indicates that too many people are involved in that decision. Last stated 6 years ago
22 May 2020
TB
Thorsten Ball — holds since 2020-05-22 — tap for who they are
Same subject: Spreading scarce hiring evenly across every team that needs it is indecision dressed as fairness; staff one team to health at a time. — tap to centre the map on it Spreading scarce hiring evenly across every team that needs it is indecision dressed as fairness; staff one team to health at a time. Last stated 8 years ago
17 Jun 2018
WL
Will Larson — holds since 2018-06-17 — tap for who they are
Same subject: A company that deviates from open standards in its data exports without documenting the deviation creates an artificial vendor lock-in. — tap to centre the map on it A company that deviates from open standards in its data exports without documenting the deviation creates an artificial vendor lock-in. Last stated 2 years ago
3 Mar 2025
TS
Tobias Sjösten — holds since 2025-03-03 — tap for who they are
Same subject: A design proposal should describe the feature as though it already existed — once as a tutorial and once as reference documentation. — tap to centre the map on it A design proposal should describe the feature as though it already existed — once as a tutorial and once as reference documentation. Last stated 5 months ago
20 May 2026
AR
Alice Ryhl — holds since 2026-05-20 — tap for who they are
Same subject: A performance test without an explanation of its limiting factor should be treated as unanalyzed and possibly bogus. — tap to centre the map on it A performance test without an explanation of its limiting factor should be treated as unanalyzed and possibly bogus. Last stated a year ago
3 Aug 2025
BG
Brendan Gregg — holds since 2025-08-03 — 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 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 2 weeks 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
At the centre
When cutting jobs, communicate decisions only once every detail is settled, because partial transparency can make things worse.
Holds Read this korrent →
Decisions often require an extra level of awareness than you expect, and taking a beat to reconsider the deeper set of options before deciding sometimes prevents you from going down a bad path.
Holds
When a decision is called too complex to make, the real explanation is almost always weak leadership.
Holds
When a slight inconsistency makes something significantly clearer, choose clarity
Last stated c. 2000–2014
Holds
Thinking harder about a decision has diminishing returns because reality is inherently unknowable.
Holds
A basic rule for better decisions is to slow down, especially when there is an immediate conviction.
Holds
Making internal decision-making legible is critically important, so that previous decisions can be found by simply asking an agent.
Holds
Needing to gather everyone in the same room to make a decision indicates that too many people are involved in that decision.
Holds
Spreading scarce hiring evenly across every team that needs it is indecision dressed as fairness; staff one team to health at a time.
Holds
A company that deviates from open standards in its data exports without documenting the deviation creates an artificial vendor lock-in.
Holds
A design proposal should describe the feature as though it already existed — once as a tutorial and once as reference documentation.
Holds
A performance test without an explanation of its limiting factor should be treated as unanalyzed and possibly bogus.
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 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