David Loftesness

At a certain scale, you’re growing so fast that you might have five to 10 or more employees starting in a given week. Take advantage of these new hire cohorts and help them to bond like a freshman class at college. Even without team rotations, they can use these personal connections to learn more about other teams. It’s a particularly effective way to formalize onboarding … [ Read more ]

David Loftesness

Know the difference between crutches and training wheels. If a new manager serves as “training wheels,” he’s done something to enable his team to execute better and faster in the future. But he’s a “crutch” if he rushes in to do the job himself — removing the opportunity for somebody else to learn.

David Loftesness

Empathy isn’t natural for everyone, but I have a way I like to test for it. I ask people to recount a conflict on the job. Then I ask them to describe what was going on inside the other person’s head. If they can explain why the other person wanted them to do something, that’s the sign of empathy — and a manager.