If we want work to be better, we need possibility, not futility.

The thing you can’t do, even when the entire world is upside down, is freeze.

If we all show up with different ick, whose wins? How do we break ties?

The core theory any time any organization hires anyone — employee, intern, contractor, law firm, outside agency — is leverage.

There is no narrative arc more dystopian than insecure people with power and limited accountability.

Attaching the word performance to something doesn’t automatically make it a good idea.

A lot of stuff lives in the “about work and not about work at the same time” bucket. Turns out that organizing humans around complex tasks is messy.

There was a hard call to be made. And Jeff made it. That’s not abnormal. Jeff makes a lot of hard calls. He has trained his whole life for just this moment.

The longer you’re in a culture of niceness and side-channels and things left unsaid, the more you have to wonder about the conversations happening out of earshot.

“Don’t worry, we have a slackbot that does weekly micro-learning prompts on how to use the brakes” is a transparently bad idea.

The number one rule of leadership development is that there’s no growth without reflection.

We have been to a lot of corporate all-hands, gatherings, conferences, and un-conferences. Some of them have been incredibly well-run. Some of them have been a rolling shit-show.