As a manager, it’s hard to look at these two columns and not ask yourself where your people would place you.

This is a five-alarm fire in terms of human connection.

How do you check power that’s not-presently-checked?

The shift in this model is that we’re no longer talking about a cofounder or a bestie or work spouse.

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.

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

No one wants to work in an org that’s hopeless or doomed.

And pretending it’s a title or a pay bump without a new set of responsibilities is a disservice to everyone.

Culture handbooks don’t produce culture, people do.

So much of the hard work of management is unsexy. Unglamorous. It is a grind, and often thankless. And nowhere is this more true than in performance reviews.

For many bosses, it’s clear that the more you look and talk and vibe like Elon, the more permission you’ll get to be capricious and abusive and cynical.