Adam Leventhal

That's a great point because I think there is a... People like to provide autonomy, or at least it sounds nice, right? I trust the person, I'm going to provide autonomy. But if you don't show them what true north is, Yes. Then everyone will try to figure it out and they'll figure it out a little bit differently and you're not going to be happy with the results.

It was great. I think that's great. I think when there's autonomy without as strong a sense of true north, you can get people unclear about prioritization. With so many things, especially at a startup, When it's like, actually for any given task, there's no owner. It's not that everyone's standing shoulder to shoulder and everyone has their lane. For any given task, there might be no owner.

It was great. I think that's great. I think when there's autonomy without as strong a sense of true north, you can get people unclear about prioritization. With so many things, especially at a startup, When it's like, actually for any given task, there's no owner. It's not that everyone's standing shoulder to shoulder and everyone has their lane. For any given task, there might be no owner.

So knowing which of the 25 things I could do, should I prioritize? And how does that tie to what the objectives are? And when objectives are changing, as they will, how do I know it's fine that I'm still doing this other thing?

So knowing which of the 25 things I could do, should I prioritize? And how does that tie to what the objectives are? And when objectives are changing, as they will, how do I know it's fine that I'm still doing this other thing?

100%.

100%.

Yeah. You know, this is actually almost exactly the pathology at my wife's last job for her that caused her to leave. And part of what led to it.

Yeah. You know, this is actually almost exactly the pathology at my wife's last job for her that caused her to leave. And part of what led to it.

But that came about in her organization because of growth. Growth where leaders previously did have the bandwidth to have the level of involvement that they wanted to be able to be comfortable with all these programs. And then as the organization grew, they didn't have the time to do it. They didn't have the bandwidth to do it. There was too much stuff going on.

But that came about in her organization because of growth. Growth where leaders previously did have the bandwidth to have the level of involvement that they wanted to be able to be comfortable with all these programs. And then as the organization grew, they didn't have the time to do it. They didn't have the bandwidth to do it. There was too much stuff going on.

And they had not taken the lesson that they needed to like changed the way that they interacted with some of these priorities.

And they had not taken the lesson that they needed to like changed the way that they interacted with some of these priorities.

a buddy of mine said of like, as he was assigning the ranks at a bigger company, he said, you know, the more you get promoted, like the roads tend toward CFO, like all roles, which I thought was a great insight. Cause his point was, you know, you, you start losing the ability to, to be involved with projects at a level of detail that matters.

a buddy of mine said of like, as he was assigning the ranks at a bigger company, he said, you know, the more you get promoted, like the roads tend toward CFO, like all roles, which I thought was a great insight. Cause his point was, you know, you, you start losing the ability to, to be involved with projects at a level of detail that matters.

And all you really get to do is pull the levers of who gets money, who gets staffing. Those are the kinds of things that you have control over.

And all you really get to do is pull the levers of who gets money, who gets staffing. Those are the kinds of things that you have control over.

I mean, first, my understanding is that people write a memo of five pages or something. I think that's of a fairly prescribed length. And then people sit down in the meeting, they read it. I guess they raise their pencils when they're done or whatever and discuss it. Slowly, the hands go up. God, I'm the slowest reader in here. It's like, oh, boy. You come 15 minutes early. That's right.

I mean, first, my understanding is that people write a memo of five pages or something. I think that's of a fairly prescribed length. And then people sit down in the meeting, they read it. I guess they raise their pencils when they're done or whatever and discuss it. Slowly, the hands go up. God, I'm the slowest reader in here. It's like, oh, boy. You come 15 minutes early. That's right.

But I think it's great. I mean, I think it also... Well, they famously write the press release too. Oh, yeah.