Still confused about in which of the 25 rooms Gemma had to constantly endure pain by being trapped in the cast of Australian soap opera Neighbours. I spotted Adelaide, but not Ramsay Street #severance

https://t.co/qToGFP1REU

At @linear we’ve been doing great product work, growing fast & profitably, with the lowest employee attrition I’ve seen — as a remote company. Remote is way of operating, not a mode you can flip on or off. You have to design the company around it and hire the people for it.

By creating room for people with expertise but connected and trusted to work together on the same problem, it might develop much more ownership throughout the team.

I hope that any founder thinking this is a need as the company scales considers how they can instead consistently point people back to why they are doing this, and why this is so important to them, in a unique way that only they can. 5/6

However, that is a far cry from hoarding key work and decisions, and setting an impossible bar for trust and action without their own involvement, that the post seems to be advocating. 4/6

Of course any leader should not treat their org as black boxes - they should be engaged in the work to a useful level of detail, providing active support, and developing trust with people who have expertise - this does not amount to micromanagement. 3/6

Surely this is a recipe either for burnout or at best a complete lack of ownership from the team you’ve hired to take the company forward. 2/6

Lots of interesting takes on the Founder Mode post. What stood out to me in the original post was the attitude taken towards trust and delegation - that autonomy only came after trust was earned, and that there’d be some amount of delegation, but only what should be delegated 1/6

People will be like, “generative AI has no practical use case,” but I did just use it to replace every app icon on my home screen with images of Kermit, soooo

I would soften this a bit. Managers are *not* the only ones who can transform the culture of an org, but their buy-in and support are fundamental. Good managers are channelers. They use their power to filter, amplify and leverage voices around the org to shape company culture.

Crocodile reference had to be in there somewhere

How has nobody invented an intercom for kids noise cancelling headphones yet

Possible sports to be added to the 2032 Summer Olympics

Trying to fathom how @Internode's default DNS servers have been refusing replies for servers on Apple's CDN for days and nobody complained already...

Tense match tie breaker in the Olympic doubles tennis final. I’m sure the American pair won’t mind either result since gold and silver count for the same on the table :p

https://t.co/qMG0SeIfa4

Grok's automated news feature is batting 1000 today

CrowdStrike deploying today’s update

Every time