Adam Leventhal

Got it. You're creating potentially some perverse incentives in empire building to encourage the manager mode you've already embraced. Exactly.

I mean, it would be like the most founder mode end to this email would be, I myself have terminated 15% of my reports.

I mean, it would be like the most founder mode end to this email would be, I myself have terminated 15% of my reports.

That was already in place. Yeah. I mean, that was like a tenet of management by the time I got to Sun, I believe.

That was already in place. Yeah. I mean, that was like a tenet of management by the time I got to Sun, I believe.

With like one person doing the work.

With like one person doing the work.

I think we're strong on leadership and a little bit light on follow-through. Very light on follow-through.

I think we're strong on leadership and a little bit light on follow-through. Very light on follow-through.

What I appreciate is he is putting his arm around us, walking us right up to the edge of the cliff. which we think he's going to push us off. And then he's like, actually, could you just come to the office more? Like, Oh, thank you. You're not pushing me off the cliff. It's like, no, I'm not pushing you off the cliff. No, it's not like that at all.

What I appreciate is he is putting his arm around us, walking us right up to the edge of the cliff. which we think he's going to push us off. And then he's like, actually, could you just come to the office more? Like, Oh, thank you. You're not pushing me off the cliff. It's like, no, I'm not pushing you off the cliff. No, it's not like that at all.

No, I mean, you figure like the folks for whom going to the office three days a week was great. They're maybe going four or five days a week. Like if you're actually seeing that benefit, you know, and so much of it comes down to trust.

No, I mean, you figure like the folks for whom going to the office three days a week was great. They're maybe going four or five days a week. Like if you're actually seeing that benefit, you know, and so much of it comes down to trust.

Like if you trust your folks are doing the right thing for themselves and for the team and for the product and for their teammates and so forth, they're doing what they need to do. They're going in four or five days a week, whatever.

Like if you trust your folks are doing the right thing for themselves and for the team and for the product and for their teammates and so forth, they're doing what they need to do. They're going in four or five days a week, whatever.

But for the folks who are going in three days a week to sit on Zoom calls, for the other folks who are in three days a week in some other location, it just sounds crazy.

But for the folks who are going in three days a week to sit on Zoom calls, for the other folks who are in three days a week in some other location, it just sounds crazy.

Yeah. I mean, all about seaball and cherry races. I mean, or, or it could be, maybe we'll have a dedicated episode for that, but yeah. But now having read the full context, I'd love to hear what other people are seeing in other organizations and how things are changing if there's a return to office mandate or if there's something more progressive and what's motivating these things.

Yeah. I mean, all about seaball and cherry races. I mean, or, or it could be, maybe we'll have a dedicated episode for that, but yeah. But now having read the full context, I'd love to hear what other people are seeing in other organizations and how things are changing if there's a return to office mandate or if there's something more progressive and what's motivating these things.

Oh, we're not even done? Holy smokes.