It's so tempting to meet every customer's need, especially if they're paying you a lot of money. But all revenue is not created equally. Revenue that's based on building and tweaking things for specific customers is a game you can never win that results in an unmanageably complex product.
Being dogmatic with product development is a great thing and critical to building a product more people can use.
A major lesson I've learned over the past couple of years is that you're never too busy for the things you really value. Saying you don't have time for certain things or that you're "too busy" is a copout. Start saying "no" more often.
This line hit me right in the gut, because it's so true: "For many of us, our ego soars when people make demands on our time."
I need to say "no" more.
Your employees aren't magically happy. It requires real, concerted effort. They're people, not machines. Getting regular feedback from your team isn't something you do once or twice a year in a review session...it's a mandatory, regularly occurring activity that needs to be a priority.
Pandora is known for its scrappy beginnings, pulling off huge things with a relatively small team. Tom Conrad, CTO at Pandora, breaks down the system they used in the early days to decide what to work on next and it's fascinating.
The general consensus is that multitasking kills productivity, but a new study suggests that may not always be the case. What matters is the context you learned the task in. So, if you learned to type while multitasking, then apparently you can do that task just fine in a "multitasking" context.
If anything, this makes me want to multitask even less as the only way to do it is to relearn how to work in a multitasking context. Seriously...stop multitasking.
My brain now hurts from working in the word "task" nine times. I apologize.
In the past four months I've started undoing 10 years of do-it-yourself mentality. I’ve moved from a pure maker to more of a manager…an enabler. Instead of doing all the “making”, it’s now my job to make sure my team is well equipped and fully supported to do what they do best and for me to stay out of their way.
Here are six lessons I’ve learned along the way.