You are about to lead a Web3 development effort. Maybe you have just been given responsibility for a new product. Maybe your company is adopting smart contracts or integrating wallets. Maybe you have shipped dozens of systems before, and this… Continue reading

What it is, what it can do, and why I started paying attention I did not set out to become a Web3 expert. In fact, I spent a long time tuning it out. Whenever it came up, the conversation seemed… Continue reading

A final reflection on management teams that stop working This series began with a simple observation: most management teams aren’t dysfunctional in obvious ways. They still meet. They still discuss. People show up, contribute, often with skill. But something isn’t… Continue reading

When we forget what we’re here to do Leadership teams rarely fall apart because people stop working. They fall apart because the work stops meaning anything. Everyone stays busy. Meetings fill the calendar. Updates are given. Metrics are hit. And… Continue reading

When no one calls it out Accountability is not performance management. It is not about control or punishment. In a leadership team, accountability is something quieter and harder. It is the moment when something slips and no one says anything.… Continue reading

When the decision doesn’t hold Most leadership teams do not fail at deciding. They fail at committing. A topic is raised, discussion happens, the tone is respectful, and eventually someone says, “So, do we all agree?” Heads nod. The meeting… Continue reading

How to create a space where people say what matters Most management teams do not avoid conflict because they are weak. They avoid it because conflict feels costly, and the space around them is not strong enough to carry it.… Continue reading

A management team can run without trust. It can hold meetings, track actions, make decisions, and report alignment. On the surface, it can look fine. But underneath, it is stuck. The real questions never get asked. The real issues never… Continue reading

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När jag insåg att det inte bar längre Jag ledde en produkt- och systemorganisation med över tvåhundra personer i Kina. Organisationen var full av kompetens: erfarna arkitekter, självgående systemingenjörer, ambitiösa QA-team och en komplex teknisk plattform med global leverans. Mycket… Continue reading