Tag: leadership
September 3, 2026
Argue Hard, Then Build
Sometimes the business makes a decision you disagree with. Your job is to make the strongest argument you can, then help make the decision work.
August 8, 2026
The Plan Is Not the Work
Some organisations want managers to arrive with a complete plan. I think the plan is what you build after you understand the people, the work, and the first collision with reality.
May 24, 2026
Local Rules Create Complex Systems
If starlings don’t use telepathy to move as one, why do so many leaders still think complex systems need a central brain?
May 16, 2026
Evil People Don't Exist
Most harm is not caused by people who think they are evil, but by people whose conviction has stopped receiving feedback.
April 16, 2026
You get what you tolerate
Small compromises don’t stay small. In business and personal relationships, what you allow quickly becomes the baseline.
April 8, 2026
Teams need a shared identity
Tom DeMarco's gelled team is real. Applied without care, shared identity can harden into a faction that works against the organisation that needs it.
March 13, 2026
Professional Credibility Is Engineered
Most people cannot assess technical work directly, so credibility is built through visible signals of order, clarity, reliability, and professional presentation.
January 20, 2026
The Board Is Not Your Enemy, Unless You Make It One
Boards don't become adversarial by default. They become adversarial when founders avoid structure and force governance to emerge through intervention instead of design.
January 18, 2026
When Structure Fails, Conflict Fills the Gap
Most conflicts between technical leadership and business development aren't personality clashes. They're structural failures caused by unclear authority, blurred domains, and leaders who won't respect boundaries.
January 16, 2026
Let Them Own the Call
If you want ownership, you have to give people the authority to make decisions; even when you think they might choose wrong.
November 2, 2025
Why Founders Struggle With Letting Go
Founders often believe their personal involvement is what keeps the company alive. That may be true early on, but it becomes the bottleneck that stops the organisation from maturing. Letting go isn’t emotional; it’s structural.
October 20, 2025
The Cost of Technical Debt Isn’t Technical
Technical debt shows up in code, but its real impact is on how people work, think, and interact. The cost is paid in trust, morale, and predictability long before anyone starts refactoring.
September 7, 2025
Startups Don’t Fail from Lack of Vision; They Fail from Lack of Structure
Most startups don’t die because they lack big ideas. They die because they never build the structure needed to turn those ideas into reality.