How rapid change results in a workforce that is compliant, running at full speed, with no idea where the road leads.

Drive change through being highly involved until things happen the way you expect

You can't change someone's mind with data alone. Help people generate counter-arguments themselves to drive change

...or in life in general. Take control of your own future with three simple behaviours

What a P&L statement can tell you about company growth and health

How do you explain the benefit of your new project to an exec? Tell a story about how you're going to spend / make money

Good politics is just being strategic about relationships and influence in the service of good outcomes.

How to raise objections when you strongly disagree, but you're not the decision maker

To hold someone accountable, tasks need to be clear, there must be psychological safety, and the relationship must go in both directions.

Make it easy for people to help you by reducing the amount of effort it takes for them to make a decision.

How to insert yourself in to places, deliver well and communicate so that everyone knows that it was you

Buy-in is not binary. You need to get buy-in on a continual basis

Engineer positive interactions, even if you have to invent them

Prioritise, ship and communicate effectively by choosing your "Headlines" up front

How to work with executives that are directionally correct, but specifically wrong

Senior executives are direct, go fast, want to drive the agenda and have questions. The best thing you can do is answer the question.

Set time based constraints rather than scope based constraints, then see what you can deliver in that time.

Know the top three questions your audience wants answered, and state the answers as clearly as possible.

What it means to be a Director, and why it's not just Senior Manager++

Improve your writing with a list of 7 widely applicable tips

Rich Lafferty talks about the four kinds of dates: estimates, targets, soft deadlines, and hard deadlines.

Understanding what you can change, and what's down to other people is a lesson I learned far too late. Camille Fournier lays it out in flowchart format.

Editing content is a skill. It takes deep knowledge of the audience, their behaviours, and their capabilities. It involves being able to see what's not there in addition to what is present. Eva shares accessible tips to take your writing to the next level

Doing the work is the easy part. You need to make sure people know it's available and can easily use it.

Ever wondered how some people seem to effortlessly convince people to go along with their plans?
Lenny Rachitsky walks us through how to get better at influence

Feedback is a good thing, but sometimes it can come at the worst time. There's always that one person nit-picking grammar when you're trying to define what the project actually is. The 30/60/90% framework helps.

A short post on how to communicate to executives effectively from Will Larson, who's been an executive at many companies that you may have heard of (Carta, Stripe, Uber).

Shipping a project with a team of 100 is one thing. Shipping that same project with a team of 10 is another.

Glue work is important, and rewarding, and it won't get you promoted.