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← When things change, the manager personality type does not know how to deal with the change.
17 connected korrents · 18 moments from 23 Jan 2012 to 29 Sept 2026.
Everything filed under management
management
Everything filed under agency
agency
Everything filed under hiring
hiring
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 things change, the manager personality type does not know how to deal with the change. When things change, the manager personality type does not know how to deal with the change. Last stated 8 months ago
15 Mar 2026
MA
Marc Andreessen — holds since 2026-03-15 — tap for who they are
Same subject: Managing change has always been the manager's whole job; the only thing AI changed is how fast the change now arrives. — tap to centre the map on it Managing change has always been the manager's whole job; the only thing AI changed is how fast the change now arrives. Last stated a year ago
21 Sept 2025
JZ
Julie Zhuo — holds since 2025-09-21 — tap for who they are
Same subject: Change management in a company is human rewiring, not technical. — tap to centre the map on it Change management in a company is human rewiring, not technical. Last stated 10 months ago
28 Dec 2025
SB
Scott Belsky — holds since 2025-12-28 — tap for who they are
Same subject: Switching between managing and individual-contributor work is nearly impossible, so people have to pick one path. — tap to centre the map on it Switching between managing and individual-contributor work is nearly impossible, so people have to pick one path. Last stated 2 months ago
10 Sept 2026
EV
Elena Verna — holds since 2026-09-10 — tap for who they are
Same subject: A manager does not reconsider fundamental assumptions unless under duress. — tap to centre the map on it A manager does not reconsider fundamental assumptions unless under duress. Last stated 8 months ago
15 Mar 2026
MA
Marc Andreessen — holds since 2026-03-15 — tap for who they are
Same subject: New managers are more likely to under-manage (be too hands-off) than to micromanage. — tap to centre the map on it New managers are more likely to under-manage (be too hands-off) than to micromanage. Last stated 2 years ago
1 Apr 2025
BK
Ben Kuhn — holds since 2025-04-01 — tap for who they are
Same subject: Engineering and management cannot both be improved at once, so a new manager has to stop trying to be the senior engineer as well. — tap to centre the map on it Engineering and management cannot both be improved at once, so a new manager has to stop trying to be the senior engineer as well. Last stated 5 years ago
9 Oct 2021
CM
Charity Majors — holds since 2017-05-11 — tap for who they are
CF
Camille Fournier — holds since 2021-10-09 — tap for who they are
Same subject: The people who adapt fastest in a crisis are largely the ones who have started a company before. — tap to centre the map on it The people who adapt fastest in a crisis are largely the ones who have started a company before. Last stated 9 months ago
18 Jan 2026
TL
Tobias Lütke — holds since 2026-01-18 — tap for who they are
Same subject: Managers who are not deep in IC work should worry, because there will not be much middle management; managers will build just like ICs. — tap to centre the map on it Managers who are not deep in IC work should worry, because there will not be much middle management; managers will build just like ICs. Last stated a month ago
23 Sept 2026
GT
Geoff Teehan — holds since 2026-09-23 — 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
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 business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly. — tap to centre the map on it A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly. Last stated a month ago
21 Sept 2026
CC
Chris Coyier — holds since 2026-09-21 — tap for who they are
Same subject: A company can produce a good commercial without a large budget — tap to centre the map on it A company can produce a good commercial without a large budget Last stated 4 years ago
21 Mar 2023
DH
David Heinemeier Hansson — holds since 2023-03-21 — tap for who they are
Same subject: A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing. — tap to centre the map on it A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing. Last stated 5 months ago
19 May 2026
TG
Tommy Geoco — holds since 2026-05-19 — tap for who they are
At the centre
When things change, the manager personality type does not know how to deal with the change.
Holds Read this korrent →
Managing change has always been the manager's whole job; the only thing AI changed is how fast the change now arrives.
Holds
Change management in a company is human rewiring, not technical.
Holds
Switching between managing and individual-contributor work is nearly impossible, so people have to pick one path.
Holds
A manager does not reconsider fundamental assumptions unless under duress.
Holds
New managers are more likely to under-manage (be too hands-off) than to micromanage.
Holds
Engineering and management cannot both be improved at once, so a new manager has to stop trying to be the senior engineer as well.
Holds
The people who adapt fastest in a crisis are largely the ones who have started a company before.
Holds
Managers who are not deep in IC work should worry, because there will not be much middle management; managers will build just like ICs.
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 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 business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly.
Holds
A company can produce a good commercial without a large budget
Holds
A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing.
Holds