Dear Leaders,

Happy New Year! I hope 2025 brings you joy, growth, and success.

As I sit down to write this on the last day of the year, I can't help but think about where I was exactly one year ago. Last January, I wrote about being more intentional. I quoted Jeff Bezos: 'Good intentions don't work. Mechanisms do.' I had big plans - both for our Developer Relations organization at AWS and for The Pay It Forward Society, my leadership podcast.

2024 taught me more about leadership than I expected, just not in the ways I imagined. Sometimes growth comes from challenge rather than choice. Looking back at my journey through 2024, I want to share what I learned about leading through uncertainty, building trust, and staying true to your principles even when facing tough decisions.

Let me start with the early months of 2024...

A Tough Start of the Year

At work, the organizational transformation was driven by a need to better serve our developer community. Teams reported constant friction working across the org. Simple tasks became complex orchestrations - publishing a video could take up to five weeks. Inspired by 'Team Topologies' and its stream-aligned model, I envisioned uniting all Developer Advocates under one team, and create clear boundaries with other teams in the org. By defining clear 'APIs' between teams with explicit interactions, priorities, and responsibilities, my intent was to limit dependencies, reduce friction and accelerate our ability to deliver value to customers.

Reality proved more complex. While I “received” leadership of Developer Advocacy, the organization change wasn't communicated for three months. I found myself in an awkward limbo - meeting with managers and teams who didn't officially report to me, learning about their work but unable to properly inspect or influence it by engaging with stakeholders. My then-manager, concerned about team preservation in a time when changes were happening across the company, delayed the formal announcement of both our strategy and the org changes we wanted to operate- an understandable but costly decision that, in my view, contradicted Amazon's principle of working backwards from customer needs. Indeed, I felt that this was not optimizing for customers, but for keeping our organization untouched.

This delay had ripple effects. Teams began executing their plans without strategic alignment, because it was not clearly communicated. Rumors of reorganizations spread, while nothing was announced, and team morale suffered as leadership appeared misaligned. At a time where tech companies were letting their employees go, and many Developer Relations teams being disbanded, it increased the anxiety in the organization. The first quarter showed me how hard change can be. I had a clear vision for improving how we serve developers, but was not able to execute. Looking back, I made a mistake. I waited for formal authority when I could have led through influence. My peer and I were aligned on the next steps - I should have partnered with him to communicate more clearly with the teams, irrespective of reporting lines. Instead of waiting for an organizational announcement, we could have reduced uncertainty by sharing our aligned vision. This was a hard reminder that leadership isn't just about formal authority - it's about taking initiative, driving clarity, and building bridges.

Meanwhile, my podcast The Pay It Forward Society taught me valuable lessons about leadership. Each conversation with inspiring leaders gave me new insights about supporting teams, setting goals, and managing priorities. I applied these ideas with my own teams. But as my work demands grew, maintaining the podcast became harder, and harder. Each episode required multiple steps: finding the right leaders, connecting with them, planning conversations, recording, editing, publishing, promoting. With my increasing workload, I couldn't give the podcast, and the community, the attention they deserved. My initial plan to publish content regularly fell behind. This was frustrating. So much for being intentional…

Then came April, and everything shifted.

Weathering the Storm: Leading Through Turbulence

Just as we announced our organizational changes in Developer Relations, a larger transformation swept through AWS Marketing a few weeks later. We received a new leader who brought additional teams under the umbrella. In the midst of this transition, my manager moved to a different role. The timing was challenging - we hadn't fully explained our strategy and planned changes before this shift occurred.

The pace of change accelerated dramatically. New leadership brought a different operating rhythm, with shifting priorities and urgent requests becoming our new normal. The environment grew more intense, with frequent new initiatives requiring immediate attention and extensive documentation.

I made a conscious choice to shield my teams from the constant stream of changes and urgent requests, as much as I could. Like an umbrella in a storm, I absorbed the pressure of shifting priorities so they could focus on execution. While I shared our strategic direction, I filtered the numerous tactical demands that came our way. This protection came at a personal cost - I was caught between giving my teams clear direction while managing an increasing flow of pointed requests from above.

In May and June, our leadership team developed a new strategy. We took a collaborative approach, organizing numerous document reviews with teams across AWS. This process taught me a valuable lesson: sharing early and often not only improves ideas but builds crucial coalitions. Each round of feedback helped sharpen our message and create alignment with key stakeholders. We were building momentum through collaboration.

The CEO approved our strategy in early July - a significant milestone. Yet this victory brought new challenges. We were already in the second half of the year, and we needed the teams to adopt the new strategy. I tried to communicate as often as I could on the main topics that I was expecting not to change as we were going through all the reviews. So it would not come as a complete surprise.

As I reflected on the situation, I kept thinking about David Marquet's 'Turn the Ship Around.' Our challenge wasn't just about changing direction while maintaining full speed - it was about how to do this while fostering team empowerment. The stream of highly specific requests from above ('create six two-minute videos about this feature') left little room for team creativity and ownership. Instead of giving directional guidance ('create content that inspires developers to do X') and letting teams figure out the best approach, we were operating in a command-and-control mode. This went against everything I believed about enabling teams to think and innovate.

Bridging Strategy and Execution: Finding Room for Autonomy

While we had a high-level strategy approved, our teams faced a challenging paradox. On one side, they had broad strategic goals that weren't clearly connected to their daily work. On the other, they received a constant stream of tactical requests that felt disconnected from that strategy. How could we empower teams caught between these two extremes?

To bridge this gap, I launched an initiative with a small group of managers and team members. Our goal was ambitious: create a practical implementation plan that would reshape how we work, in collaboration with other internal organization to scale our effort. Building upon the stream-aligned model I had introduced in Developer Advocacy, I expanded this approach across Developer Relations worldwide. We went through an intensive collaboration process - 50 document reviews with team members, peers, and stakeholders. Each review provided an opportunity to refine our thinking, incorporate new ideas, and clarify our approach.

The resulting framework, approved by senior leadership, worked on multiple levels. Internally, it took inspiration from Daniel Pink's principles of 'Autonomy, Mastery, and Purpose.' Rather than prescribing specific tactics, it outlined key initiatives while giving local teams the freedom to determine how to execute them. The model clarified roles and responsibilities both within teams and with our partners. Externally, it created alignment with partner organizations across AWS, establishing shared goals and securing commitments for additional resources - both headcount and budget - to support our execution.

This wasn't just an implementation plan; it was a comprehensive operating model that gave teams the clarity, resources, and autonomy they needed to succeed. While execution is still in its early stages, two promising signs have emerged: teams have responded positively to this new way of working, and we've established strong partnerships with other internal organizations for 2025. These early wins suggest we're moving in the right direction - from strategy on paper to meaningful change in practice.

Just as we were gaining momentum with our new operating model, a significant announcement shook our remote-first world. In late September, Amazon CEO Andy Jassy mandated a return to office, emphasizing the importance of team collocation. For our globally distributed Developer Relations team, this created a new layer of complexity.

The RTO Challenge

This was one of the most stressful periods in my leadership journey. As a leader, knowing the profound impact our decisions would have on people's lives weighed heavily on me. The situation forced me to confront complex realities about workplace flexibility and equity.

I see clear benefits in physical collaboration. Team collocation can spark innovation through spontaneous interactions and strengthen relationships. Personally, I enjoy working from an office - it's a 35-minute commute from my San Francisco home, and my wife's flexible schedule makes this manageable. But I recognize my privilege in this situation. Not everyone has these circumstances.

Remote work has opened doors for many: women balancing career and family, people of color, professionals living outside of large cities, those caring for dependants. A return to office mandate disproportionately impacts workplace diversity. For readers interested in deeper analysis of RTO's broader impacts, Brian's work offers valuable insights. Follow his work.

In Developer 'Relations,' our work presents unique considerations. Building and nurturing relationships with developer communities is core to our mission. While virtual engagement serves a purpose, in-person connections often create deeper impact. Yet this raised a challenging question: how do we balance the benefits of team collocation with our need to be present in developer communities, all while considering the personal impact on our team members?

The implementation brought difficult decisions. We identified specific hubs and asked team members to relocate. Weeks of uncertainty followed as details about relocation packages and compensation were worked out. This period of ambiguity increased team anxiety and stress. Some talented team members chose to pursue new opportunities, both within Amazon and elsewhere. Others are still weighing their decisions, and I expect we'll lose more valuable teammates in the weeks ahead.

These changes will echo into 2025. We'll need to rebuild team capabilities, which takes time and energy. But the bigger challenge will be rebuilding trust - arguably the most precious and fragile asset in any organization.

Throughout this period, I maintained constant communication with my teams, even when I had no new information to share. Simply being present and transparent mattered. What touched me deeply was when team members - those facing difficult relocation decisions - checked in on my wellbeing. As someone living near a hub, not facing relocation myself, their concern for me was unexpected and humbling. Their thoughtfulness, especially during their own period of uncertainty, suggested that my efforts to lead with empathy had resonated. It was a powerful reminder that leadership isn't just about making decisions - it's about building human connections with authenticity.

A Year of Storms and Strength

Looking back at 2024, I can't deny the dark days - moments when I questioned whether to seek other paths. The challenges were relentless, from organizational changes to difficult team decisions. But like a captain in a storm, I felt a deep responsibility to my crew. Leaving during turbulent times wasn't an option.

Despite the challenges, I remain optimistic. Amazon is like a large ship - it may face rough seas, but its compass always points toward customers. Our leadership principles provide the mechanisms to stay on course and do the right things. I trust it will happen soon.

What fills me with the most pride is my team. Through every wave of change, they maintained their passion for our mission. Their commitment to engaging and delivering value to developers never wavered. Even in December, they continued to deliver with excellence.

We've made our case clear: developers remain critical for AWS's success. With strong support from our CEO and senior leadership, we're positioned to work across the organization to delight our customers in new ways. This alignment and support energizes me. As we enter 2025, I see more than just recovery - I see opportunity. We have the backing, the team, and the mission to make a real difference.

The storm may have tested us, but it also proved our resilience. I've never been more excited about what lies ahead.

Brian emphasized that the key to success in this new world of work is flexibility and intentionality. "It's not about where, it's not about when, it's about how you actually operate as an organization," he explained. "There are these things called team level agreements that are really helpful in terms of setting your own operating norms." By being intentional about establishing clear norms and agreements, we create a foundation for effective collaboration, regardless of location.

One powerful example of such a norm comes from another leader I spoke with recently, Daryl Hammett. Daryl's team dedicates every Wednesday to global collaboration, with meetings running from noon to 10pm to accommodate all time zones. By carving out this focused time for interaction, Daryl ensures that everyone feels included and engaged, no matter where they are in the world.

Brian also stressed the importance of sharing knowledge and context with our teams, so everyone has a clear understanding of where we're going and why. This ties into the key drivers of motivation that Daniel Pink outlines in his book "Drive" - autonomy, mastery, and purpose. As Brian put it, "A big part of managing people and helping them understand whether they're meeting, exceeding or behind the goals for their position is every week having that conversation. It's not a formal review, but it is a conversation about how last week went, what got done, what didn't get done, what this week's priorities are."

While async communication and documentation are powerful tools for keeping distributed teams aligned, Brian emphasized that they are not a substitute for live, human interaction. "Even if your team is geographically distributed, you need to find a way to get them together with each other and with their cross-functional peers at least three or four times a year," he stressed. "There is plenty of evidence to back up the fact that those quarterly gatherings have an impact on engagement and belonging that persists for four to five months afterwards."

Another key insight Brian shared is the importance of time management in a distributed setting. "Time matters more than place," he explained. "The problem with the mandate [to return to the office] is it's a top-down, one-size-fits-all type of message. One size fits all doesn't work because of distributed teams in the first place. So if you say to people you need to be back in the office three or four days a week to be with your team, but their team isn't in the same office, they understandably are going to look at you funny."

Ultimately, leading in this new world of work requires us to be more purposeful and proactive than ever before. As Brian put it, "We can't rely on the default rhythms and interactions of the office - we need to design them intentionally. But if we do so, with a focus on inclusion, context-sharing, and human connection, we can build teams that are not just productive, but truly thriving."

To dive deeper into Brian's insights on leading distributed teams, I highly recommend checking out our full conversation on The Pay It Forward Society. Whether you're a seasoned executive or a first-time manager, I'm confident you'll come away with valuable strategies and inspiration for navigating this new world of work.

Let's keep learning and growing together,

Romain

I invited Bryan to the podcast because I’ve noticed a trend: so many skilled professionals think the only way up is to become a manager. But what about the experts who fuel their teams with deep knowledge and passion without leading from an executive position? Bryan’s experience proves that there's significant room for growth and influence as an IC.

In our discussion, Bryan shared insights on how to climb the ladder while staying true to your role as an expert. Here are some golden nuggets from our conversation:

• Own your niche and your work will speak for itself.

• Sharing wisdom can make your entire team stronger, it is not a competition, everybody can win.

• Asking the right questions can sometimes be more impactful than providing all the answers.

• Leading by example is a silent yet powerful form of mentorship.

And here's why this matters: stepping up as an IC is stepping up for your team. It's about being a beacon of guidance and a pillar of support. As Simon Sinek puts it, “Leadership is not about being in charge. It is about taking care of those in your charge.” And as we learned from David Marquet, sometimes leading effectively means distributing control and creating leaders at all levels.

Bryan's experiences brought these lessons home for me, and they’ve shaped how I want to help my team mates step up in their roles, too. Leadership isn’t a one-size-fits-all, and the path to impact can wind through the ranks of individual contributors.

Before wrapping up, I want to hear from you:

• Have you ever taken the lead on something big, without being the boss?

• What’s something you’ve done that felt like a step up in leadership?

• Are there challenges you’re facing as you try to take on more leadership as an IC?

• Which areas of leadership as an IC would you like to explore further?

I’m all ears and want to hear your stories and questions. Your experiences matter and they could be the guide someone else needs to step up in their role.

So, let’s keep the conversation going. Reach out, share your thoughts, or suggest new topics you’re interested in. Our journey is shared, and every step you take as a leader enriches us all.

Until next time, remember that your impact isn’t measured by your title but by the actions you take and the lives you touch.

Romain

In this special episode, we sit down with James Colgan, a product leader guiding tech teams to success through innovative leadership and strategic frameworks. James, with his rich background at companies like Rackspace, Microsoft, Slack, and Spendesk, shares invaluable insights that are a goldmine for anyone looking to level up their leadership game in the tech world.

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One of the gems from our conversation is the W model, a strategic planning tool that's all about clarity and alignment used at Eventbrite, and AirBnb. Imagine planning not as a straight line but as a series of collaborative steps—this is the essence of the W model. It's a way to make sure everyone, from leadership to teams, is on the same page, contributing to a unified plan that drives the company forward.

Here’s a closer look at what we talk about:

• The W model in Action: A step-by-step approach to strategic planning that ensures every voice is heard and integrated into a cohesive plan.

• Communication is Key: How clear, effective communication can make or break decision-making processes.

• Leadership for Growth: James’s take on how leadership can actively fuel product-led growth within tech organizations.

• Cultural Shifts: The strategies James uses to navigate and instill cultural changes in tech environments.

• Aligning Goals: Techniques to ensure team objectives march in harmony with the overall goals of the organization.

James’s journey and the knowledge he shares make this episode not just a conversation but a masterclass in tech leadership. Whether you're a seasoned leader or just starting, there's something here for you. So, tune in and let’s dive deep into the world of strategic planning and leadership with James Colgan.

Please consider leaving us a comment, and start a conversation. Have you ever tried the W-Model? What is your experience with it? Any other framework you found useful?

Remember the first time you had to hire someone? If you were anything like me, it felt like being thrown into the deep end without a life jacket. From clueless beginnings and a few (okay, more than a few) missteps, to now actually getting a kick out of interviewing—trust me, if I can get here, so can you. Buckle up; you're about to become a hiring pro.

• Do your homework. Why are you hiring in the first place? Having received a headcount to open a role is great, but think why you’d need someone else in your team, how are they going to help you move the needle: unload the rest of the team, bridge a gap by bringing in different skills, being able to open up new opportunities… You need to be super intentional about the profile you want to bring in the team. So, you need a plan that describes why you need that profile, what you’d expect from them, the types of deliverables, and the skills and experience the candidate need to be successful in that role. This may sound counter intuitive: describe what you would not be able to do, if you could not hire for this role.

• Devote enough time, block time your calendar to hire. As a manager, this should be a priority for you. But don’t rush it!

• Work in partnership with your recruiter (when you have one). There is so much upside in working closely with them, and it took me time to realize this... Thanks to your homework (point #1), you can clearly explain to the recruiter what you are looking for. What works well for me is to show them potential candidates and explain why I think they are a match. Then I have regular 1:1s to review the pipeline of candidates, and share my feedback about them. I also invite recruiters to shadow my “informal” discussions with candidate (see next point). This helps recruiters to better calibrate, and source better qualified candidates. So much worth the time investment, don’t miss that opportunity. Also, ask recruiters to highlight candidates that they sourced, vs those who applied without any touchpoints, that is super important for the next point…

• Don’t start the interview process before they are excited to join you. I interviewed so many candidates who told me very bluntly, in the middle of the interview, that they did not apply, they were chased by the recruiter, and basically, they were playing the “I did not ask for anything, you want me” act. Most of the time, it is a loose-loose situation, everyone is frustrated. The candidate is not yet interested enough in the role, they don’t know enough about your company, and the opportunity you are offering. On your side, as the hiring manager, you expect to talk to a candidate who is super motivated. Ask your recruiter, if they sourced the candidate, make sure you have informal discussion to introduce yourself, and get to know the candidate. Explain what you are looking for, and what you think their profile could be a match. I have had up to three informal discussions with candidates that I found would be a great match, and tried to win them over. In those few cases, I was the one being interviewed, and that’s fair.

• Be specific about what you are expecting from the candidate during the interview process. Describing the process makes it less stressful for the candidate. Amazon is very transparent about the process, and as a candidate I found it super helpful. Check it out: Interviewing at Amazon. Candidates can prepare accordingly, and also be ready to give the data that you are looking for. If they don’t have the right experience, or technical depth, if they have not operated at the level of complexity, or ambiguity you are looking for, you will find out quickly, even if they are “professional interviewers”.

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• Hire as a team. Form a group comprised of your teammates, as well as peers and/or even stakeholders. Thanks to your homework, you can clearly explain to them why you are recruiting, what you are looking for, the functional and other skills required for the role, etc… Assign to each of the interviewers a set of skills, data to look for during the process. Ideally, get a blind vote from everyone, and rejoin to discuss about the candidate. Based on all the data, you make the decision. Don’t forget, this is your responsibility in the end, take ownership.

• Make sure you can manage the candidate. This is a tough one to figure out during an interview, and the best approach in my opinion is to check how they handle conflict. Ask the candidate to tell about a time they disagreed with a decision made by their manager, and how they handled it. Seek for their ability to manage their own frustrations, while remaining respectful and opinionated. Are they using data to challenge a decision, and offering alternatives? What about you? Are you ready to have someone in your team challenging you? How would you handle that?

• Don’t ask generic technical questions. In technical roles, asking a very pointed question about a particular topic might not be relevant. I like to ask candidates to tell me about the most complex technical problem they have solved recently. This is a good way to assess their technical depth, and understand how they approach a problem. If they lack the knowledge, are they taking actions to close that gap? Have they got a growth mindset?

• Don't ignore the red flags. If something feels off during the interview process, it's crucial to address it rather than dismissing it. Ask follow-up questions to better understand what the candidate is sharing. Check with other interviewers whether they got similar signals.

• Avoid prioritizing credentials over potential. A candidate with less experience but a willingness to learn can sometimes be a better choice than a candidate with impressive credentials but less adaptability.

• Don’t neglect the candidate experience. Remember, the interview process is also a chance for the candidate to assess your company. Strive to make it a positive experience.

• Don't forget to communicate. Clear and timely communication throughout the hiring process can prevent misunderstandings and keep candidates engage

An interesting trend that I see in the industry is to offer paid trials to candidates. I don’t know whether it is always practical. Imagine you are trying to poach someone from the competition, they can’t leave their job for a short mission at your company. And why would they? There are some cases where it can make sense though. Read Lenny’s newsletter on the topic.

Lenny's Newsletter

Adding a work trial to your interview process

👋 Hey, I’m Lenny and welcome to a 🔒 subscriber-only edition 🔒 of my weekly newsletter. Each week I tackle reader questions about building product, driving growth, and accelerating your career. P.S. Don’t miss Lennybot ✨ (an AI chatbot trained on my newsletter posts, podcast interviews, and more) and my new…

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2 years ago · 63 likes · 1 comment · Lenny Rachitsky

You've just unlocked twelve powerful strategies to revolutionize your hiring process, each one a stepping stone towards building the exceptional team your organization deserves. But knowledge alone isn't power, action is. Begin your journey towards hiring excellence now.

Your next hire could transform your team. Let’s make every hiring decision count.

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Hello Leaders!

Delegating is a key skill for leaders, one that I have found difficult to master, and a continuous growth area for many, including for myself. Again in 2023, I felt into some of the traps of giving work to my team, but not truly empowering them. As I approach 2024 with more intentionality, I want to be more intentional about how I can scale through my teammates, and increase our collective impact. In this release, I am going to share some of my notes for effective team empowerment.

Before I delve into this exciting topic, let me share an exciting opportunity offered by my friend Alison, a leadership workshop called “Take the Reins: Be the CEO of Your Life”. In her own words:

I built this workshop for a number of reasons, but a significant reason is that I was observing too many good, smart, creative leaders get sick because they had such a lack of balance in their life. Relationships, joy, wellness, personal growth, fun experiences were being pushed aside in favor of the never-ending pressure to work, work, work - more, more, more - to what end? And ultimately - work suffers too! I was certainly a culprit of this too. I want to help people find their fire again, find their joy again! In this experiential, 3-hour workshop, time goes fast (like life)! Attendees experience what it is to be the CEO of their Life by 'taking the reins' and owning their life like it's a corporation. They walk out of the workshop with a Visionary, Inspired, and Structure Plan for the year ahead, and even get some options for Accountability and Support. You can register Here and send your questions to The Lens Leadership here: info@thelensleadership.com

Delegate vs Empowerment

To be honest I don’t really like this word. Somehow ingrained in our language, “delegate” is synonymous to give non-important work to others when you don’t have time to do yourself. Look at the Eisenhower Matrix - a useful tool to prioritize your work - and how Delegate is defined.

I prefer Britannica’s definition:

to give (control, responsibility, authority, etc.) to someone : to trust someone with (a job, duty, etc.)

Delegation is about trusting and empowering your team to deliver, and a way to increase your impact by scaling through your teammates.

Benefits of Delegating

A obvious benefit for you as a leader is to get more time to work on bigger things. More importantly, when done with intentionality, delegation can lead to more innovative solutions, increased team engagement, promote a growth mindset, and develop new leaders.

I often recommend "Turn the Ship Around!" by L. David Marquet, one of my favorite books about leadership, and empowering teams. Marquet emphasizes that "Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves". This underscores the idea that effective delegation involves not just assigning tasks but also instilling a sense of ownership and capability in team members.

Marquet observes, “People who are treated as followers treat others as followers when it’s their turn to lead". When you give opportunities to teammates to grow in their role, and take on more responsibilities, you are building a virtuous circle that cultivates future leaders, as people tend to replicate the leadership styles they experience.

Common Barriers to Delegation

Letting go is hard, even more when you have been a successful Individual Contributor, then moved to a manager role. You may fear that you are losing control on the way things are done, planned, or the quality of deliverables.

The net-net is that you won’t be successful as a leader, and will fail your team if you are not able to delegate effectively. You will have too much on your plate, work insane hour, and potentially will be facing burnout as Ryan Johansen explained recently on the podcast. So you have to accept this reality, recognize the situation when you should delegate, and put in place the mechanisms to empower your team to deliver to acceptable standards.

When to Delegate

Effective empowerment will only be possible when you know your team enough as it is important to match tasks with team members' strengths and development goals. To get there, I like Daryl Hammett's perspective on leadership. He emphasizes that exemplary leaders focus on serving others rather than themselves, and being fully present and authentically engaged with their team's needs. So be curious, learn what motivates them, and also assess what they are capable of delivering.

Of course, let’s be honest, it is not possible to only assign work that will inspire your team. Some tasks are “necessary evils” to run a business, like reporting. When you don’t have time to deliver on those, or you don’t have the skill set but they have, you must delegate effectively.

How to Delegate Effectively

I was inspired by Daniel Pink’s work about team engagement that he captured in his book Drive, and a famous TED Talk. He explained three innate psychological needs – competence (Mastery), Autonomy, and relatedness (Purpose) – and how satisfying these needs leads to motivated, productive, and happy teams. With those principles in mind, be intentional about how you assign work:

• Start with Why, the Purpose. Provide context, and help teammates understand how this work accrue to bigger things your team aspire to deliver.

• Be a servant leader by opening doors, facilitating access to the necessary tools, data, and resources to be able to deliver (Mastery).

• Be crystal clear about expectations. Ensure there's no ambiguity about what's expected: level of quality, who the customers are, deadlines, metrics, etc…

• Inspect what you expect with mechanisms. Agree on having regular checkpoints by scheduling follow-up meetings, or other reporting mechanisms.

• Be patient and keep your door open. On their path to mastery, team mates may make mistakes. This is the time when you put your coach hat on, and help them grow.

• Celebrate achievements and acknowledge hard work.

• Always follow up. Summarize what's been agreed.

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Going to the next level

In addition to those core steps described previously, I have learned a few things at Amazon that I found extremely valuable. First of all, the concept of mental models. Those models describe how to approach a problem in your team, so that when you are not in the room, and team mates have to make a decision to deliver on the project, they can make it with confidence. This is what Amazon describes as a framework for High-Velocity Decisions.

One mental model is identifying One-Way Door vs Two-Way Door. Two-Way Door decision have limited risk, and can be easily reversed. As opposed to a One-Day Door Decision that have bigger impact, and are much harder to get back from. Give examples to your teams of what each type of decision would look like in your team, and how to approach them.

Escalate quickly is a core element of the Amazonian culture. The definition of escalation is very different from many other companies, where it is seen as a way to bypass someone to raise a problem. At Amazon, escalation are used to identify blocking points, disagreements that are slowing the team down, or could put the project at risk of being stalled. In those case, all parties would write a decision document together to explain the reason for disagreements, and offer potential paths so that leaders can make the final decision to unblock to the situation.

Making decision with 70% of data is another mental model that is very powerful for leaders to give to their teammates to avoid delaying decisions because of a lack of data.

It is your turn to empower your team

True engagement comes from within, as Marquet notes, "You may be able to buy a person’s back with a paycheck, position, power, or fear, but a human being’s genius, passion, loyalty, and tenacious creativity are volunteered only." Delegation should be done in a way that taps into the intrinsic motivation of team members, as described by Daniel Pink.

Don’t forget that this is a journey, keep a growth mindset, reflect on what works, and what does not work, and seek for feedback from your team mates so you can work better together.

I wish you Happy New Year, and all the best for 2024: health, joy, sense of achievement, and continuous growth! Thank you for joining the Pay-It-Forward Society, and making it a thriving community where leaders can learn and grow together.

Before I dive deeper on this exciting topic, let me share an exciting opportunity offered by my friend Alison, a leadership workshop called “Take the Reins: Be the CEO of Your Life”. In her own words:

I built this workshop for a number of reasons, but a significant reason is that I was observing too many good, smart, creative leaders get sick because they had such a lack of balance in their life. Relationships, joy, wellness, personal growth, fun experiences were being pushed aside in favor of the never-ending pressure to work, work, work - more, more, more - to what end? And ultimately - work suffers too! I was certainly a culprit of this too. I want to help people find their fire again, find their joy again! In this experiential, 3-hour workshop, time goes fast (like life)! Attendees experience what it is to be the CEO of their Life by 'taking the reins' and owning their life like it's a corporation. They walk out of the workshop with a Visionary, Inspired, and Structure Plan for the year ahead, and even get some options for Accountability and Support. You can register Here and send your questions to The Lens Leadership here: info@thelensleadership.com

There are those moments in life when you get this feeling of discovering something new that has the potential to change your life, what we also call Eureka or aha! moments. Those times where you feel that something clicked in your mind. I remember vividly when I watched for the first time Simon Sinek’s famous “Start With Why” TED Talk. At that time, I got recently promoted in a larger role as Director of Solutions Engineering, responsible for a group of 20+ technical pre-sales engineers spread across Germany, Austria, and Switzerland (a.k.a. DACH). To be honest, I was struggling. There were great talents in the team, but we went through one or two rounds of layoffs, reorgs, and also the company went private in less than a year. I felt that the team was not super engaged anymore, felt loss, and there were a few challenges working with the new sales leaders. When I watched Simon’s talk, I felt that every piece of the puzzle finally started to fall into place. The very same day I watched probably 10 times the video, and started to think how to re-engage the team. The rest is history (and could be a topic of a further post).

A more recent Eureka moment is the conversation I had with Daryl Hammett, where he explained the power of being intentional. If you listen to this episode, you may sense how mind blown I felt by what Daryl shared.

During our conversation, Daryl highlighted several key values and reasons underlying the importance of intentionality, both in personal and professional contexts:

1. Enhancing Effectiveness and Focus: By being intentional, Daryl points out that one can significantly increase their effectiveness in any endeavor. Intentionality allows for a focused approach, ensuring that efforts are directed towards meaningful and impactful activities rather than being dispersed or diluted across less significant tasks.

2. Improving Personal Relationships: In his personal life, Daryl underscores the value of intentionality in nurturing and strengthening relationships. By being intentional in his interactions, such as regularly communicating affection and dedicating quality time, he demonstrates a committed and thoughtful approach that fosters deeper connections and mutual understanding.

3. Leadership and Team Management: In the realm of leadership, intentionality is depicted as a crucial element for effective management and global team coordination. Daryl 's practice of dedicating specific days for focused leadership tasks illustrates how being intentional can aid in managing complex, multifaceted responsibilities more efficiently. This approach ensures that key leadership activities receive the attention and priority they require.

4. Global Engagement and Inclusion: Daryl emphasizes the importance of being intentional in global engagement, ensuring inclusivity and meaningful interaction across different regions and cultures. This intentional approach to global leadership facilitates better collaboration, understanding, and harnessing of diverse perspectives, ultimately leading to more innovative and effective outcomes.

5. Strategic Planning and Execution: Intentionality in planning and execution, as highlighted by Daryl, is about deliberate decision-making and action-taking. It involves consciously setting goals, making strategic plans, and following through with focused execution, which is critical for achieving desired results and objectives.

Daryl definitively inspired me to become more intentional. But how can you become more intentional on the long run? I was kind of left alone with this question for several weeks after the episode, and it took me some time to put in place the mechanisms to make it happen. Yes, mechanisms are important!

On the personal side, I started to create routines to keep me intentional. As many of you, with COVID, and work from home, I did not do much exercise, and consequently did not feel well in my body. The intention was to get better, and take care of my mind, and my body. The mechanism that I use is closing the rings on my Apple Watch, every day! To do this, I start the day with a 20-minute Yoga session, as soon as I wake up, before the breakfast or anything else. During the day, I make sure to walk enough (not 10k steps though), and squeeze another 10 min exercice. All small activities that add up at the end of the day, and even more at the end of the week or month.

Another intention is to be more in the moment. There are many distractions, that are keeping me away from my goal. The discussion that Lenny had recently with Nir is full of actionable pieces of advice, that I have put in place. I highly recommend giving it a listen.

Lenny's Newsletter

Strategies for becoming less distracted and improving focus | Nir Eyal (author of Indistractable and Hooked)

Brought to you by Vanta—Automate compliance. Simplify security | Jira Product Discovery—Atlassian’s new prioritization and roadmapping tool built for product teams | Teal—Your personal career growth platform — Nir Eyal is the author of two best-selling books…

Listen now

2 years ago · 185 likes · 2 comments · Lenny Rachitsky

Finally, for this community, I also want to be more intentional, create content more often, put the effort to deliver maximum value to you, and increase the impact being engaging with even more people. For this I have defined two mechanisms. One is a simple agenda item, 30 minutes slot every day to work on a piece of content, that will be released over the weekend. The second mechanism is to learn more from you about your needs, and what you want me to dive deeper on. So here is a survey, please help me deliver more value to the community!

You can expect to read more about being intentional this year, I will keep referring in 2024!

Thanks for the read, and keep learning!

In this digital age, social media platforms can often exacerbate the problem. Our feeds are inundated with distractions that can derail us from our true goals and inner peace. The compulsion to present an always-positive façade on these platforms can distance us from our authentic selves, creating an additional layer of stress.

But what happens when the pressure mounts, and the constant race leaves us feeling trapped in an endless cycle? This state of overwhelming stress can lead to burnout – a term that, despite becoming more common, still carries a stigma and is often seen as a sign of weakness.

In my own journey, there have been moments when I felt perilously close to burnout. It was the support of my family and friends that provided an outlet for relief, helping me to step back from the brink just in time.

A few months ago, I had the opportunity to interview Steve Cuss, whose experience with burnout led him to become a “liberated leader.” This episode resonated deeply with our audience, achieving remarkable viewership and retention rates. Steve's story is a testament to the transformative power of overcoming such a profound challenge.

This week, I had an enlightening conversation with Ryan Johansen, who also faced and recovered from burnout. His journey is not just one of recovery but of empowerment. Ryan now dedicates his efforts to guiding leaders and teams away from the precipice of this downward spiral.

These conversations are more than mere stories; they are lifelines thrown into the tumultuous sea of our hectic lives. They encourage us to pause, reflect, and engage in introspection amidst the chaos. Ryan’s episode, in particular, offers invaluable insights into recognizing the signs of burnout and implementing strategies to avoid it. His journey from burnout to becoming a beacon of guidance for others is a narrative that many of us can relate to and learn from.

Tune in to “The Pay-It-Forward Society” this week to hear Ryan Johansen’s inspiring story. You'll find practical advice, heartfelt experiences, and perhaps a new perspective on managing the demands of our fast-paced world.

• Great leaders show up holistically - they care about their people mentally, physically, emotionally and spiritually. Jo aims to understand where her people are at and meet them there.

• EQ is as important as IQ. Jo strives for a balance between connecting with people (EQ) and technical expertise (IQ).

• Zoom out and zoom in intentionally. Jo talks about the need to strategically zoom out to grasp the big picture then zoom back in on critical details. Leaders can get stuck zooming in too much and lose sight of the overall goals.

• Create mechanisms to move fast enough. Speed is important but safety and quality are non-negotiable.

• Develop trust and community between leaders. Jo cultivates trust with peers who sharpen each other, not compete. She wants to complement strengths, not combat over territory.

• Hold people accountable with empathy. Regular check-ins allow Jo to understand what's really happening before acting on underperformance. The goal is learning and improvement, not punishment.

Her faith and desire to show love also shape her inclusive, compassionate leadership style.

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In our conversation, we mentioned several books:

• The Five Dysfunctions of a Team by Patrick Lencioni

• Escape Velocity by Geoffrey Moore

• Books by Stephen Covey (such as The 7 Habits of Highly Effective People )

• Servant leadership books

• Atlas of the Heart by Brené Brown

• The Light We Carry by Michelle Obama

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Where to follow Jovonia Thibert:

LinkedIN: https://www.linkedin.com/in/jovoniathibert/

Twitter/X: https://x.com/JovoniaThibert

Where to find Romain Jourdan:

LinkedIN: https://www.linkedin.com/in/rjourdan/

Twitter/X: https://twitter.com/rjourdan_net

The Pay-It-Forward Society

Lessons of leadership from the trenches

By Romain Jourdan

• Apple Podcast

• Spotify

• and many others

Vincent Moindrot, CEO of French car rental startup carlili.fr, shares his journey through a leadership crisis. 

Vincent reacted poorly when cash flow issues required layoffs. He abruptly fired staff without empathy. This destroyed employee trust and led to 50% turnover.

With coaching, Vincent rebuilt trust through weekly reconnect meetings and transparent communication. He learned to align actions with values instead of perceived business needs.
This experience taught Vincent the importance of vulnerability, authenticity and courage in leadership. He focuses on clearly conveying Carlyle's vision and improving communication as the company scales. Vincent's story offers a cautionary yet hopeful tale of losing trust rapidly through poor leadership decisions, then gradually regaining it by recommitting to transparency.
A great lesson of humility, redemption, and continous improvement.

Vincent credits Let My People Go Surfing by Patagonia's Yvon Chouinard.

Where to follow Vincent Moindrot:

LinkedIN: https://www.linkedin.com/in/vincentmoindrot/

Twitter/X: https://twitter.com/Vincent_M

Where to find Romain Jourdan:

LinkedIN: https://www.linkedin.com/in/rjourdan/

Twitter/X: https://twitter.com/rjourdan_net

Meg described her zig-zag career path starting in sales and working across various functions like enablement, product management, and partner marketing. A key moment was joining Riverbed as Director of Operations where she had excellent managers who saw her potential and provided opportunities to develop into a VP.

Having an executive coach helped Meg shift from being a manager focused on control to being a true leader. Her coach taught her to "step into the gap" in conversations by defining the problem and solution without taking on all the work. This helped Meg learn to think bigger about the company instead of just her own team's needs.

As an introvert, Meg gains energy from small groups and data analysis. She had to learn the confidence to make faster decisions. Meg believes leaders need both visionary extroverts and data-driven introverts to make thoughtful choices. Extroverts provide inspiration while introverts supply helpful analysis.

Meg champions bringing more women into technology even though it can be lonely as a woman leader in tech. Men need to help by taking on diversity work, checking biases, and proactively mentoring women. Meg remains optimistic that even small actions by "good guys" can drive change.

Providing clarity, through constant communication on priorities, is vital to empower teams. Eliminating conflicting goals lets people align to a shared mission. Meg emphasizes the importance of hiring different thinkers and not just people like yourself. Diversity of thought leads to better ideas and solutions.

The name of the book I could not remember during the recording is Move Fast and Fix Things 

Meg recommended Quiet: The Power Of Introverts and Multipliers 

This time, it is as if I interviewed myself. I discuss the challenges I've faced, the importance of communication and team dynamics, and highlight some of the inspiring guests who have appeared on the show. I also reveal my plans for the future, including launching a newsletter and creating a community space for listeners. This is the beginning of Season 2, I am very excited by what's coming next!

Join me as we explore leadership and learn from each other's experiences.

Shannon emphasized the importance of challenging traditional norms and breaking barriers in order to create opportunities for oneself. She discussed her early career, where she took on roles that were unconventional for women at the time. Despite facing initial resistance, she demonstrated her passion, drive, and commitment to her community, which eventually led to breakthrough opportunities.

Mentorship and sponsorship played a crucial role in Shannon's journey. She highlighted the impact of individuals who believed in her potential and took a chance on her, even when she lacked the traditional qualifications or experience. She emphasized the need for men and women to support each other in the workplace and provide opportunities for growth and development.

Shannon also emphasized the importance of diversity in leadership. She highlighted the benefits of having diverse voices at decision-making tables, as it leads to better outcomes and a broader perspective. By fostering inclusive environments and creating high-performing teams, organizations can unlock the full potential of their workforce.

Continuous learning and personal growth were key aspects of Shannon's leadership journey. She mentioned the value of seeking out new sources of information, engaging in discussions, and challenging oneself to step out of comfort zones. Shannon acknowledged the need to find a balance between work and personal life, highlighting the importance of taking time off to recharge and engage in activities outside of work.

Throughout the conversation, Shannon's passion for equality and her commitment to empowering others shone through. Her story serves as a powerful example of perseverance, resilience, and the transformative impact of diversity and inclusion in leadership.

For those interested in having Shannon speak at events, they can visit the LeadHERboard website or email info@theleadherboard.com

As a recommended read, Shannon suggests "Everything is Figureoutable" by Marie Forleo.

He talks about the initial introduction of half-day Fridays and later transitioning to a full day off on Fridays. Dominic mentions that client satisfaction and business retention have remained strong, while productivity rates have actually improved. He addresses the challenges of the creative industry, such as finding uninterrupted time for deep work and managing teams in different time zones. Dominic also shares insights from books he has read, including "Death by Meeting" and "The Five Dysfunctions of a Team," which have influenced his leadership approach.

Throughout the conversation, Dominic's passion for creating a positive work environment and fostering a healthy work-life balance shines through. His experience in the corporate world has shaped his commitment to finding meaningful work and the importance of letting go of certain responsibilities as a leader. Dominic's openness to learning, staying curious, and embracing change have been key factors in his success as a leader.

Throughout the discussion, Paloma emphasizes the importance of maintaining a growth mindset. She highlights the significance of setting clear goals and continuously seeking personal and professional development. Paloma's own experiences navigating challenges and overcoming obstacles serve as valuable lessons for listeners.

Additionally, Paloma discusses her coaching and training experiences, emphasizing the power of storytelling in effectively conveying messages. Her ability to connect with others through compelling narratives is a skill she encourages aspiring leaders to cultivate.

Paloma provides valuable recommendations for personal growth resources, such as Brené Brown's video "The Call to Courage" on Netflix and Frank Slootman's book "Amp It Up" which focuses on leading for hypergrowth.

This engaging conversation with Paloma Garcia serves as a powerful source of inspiration for listeners, offering practical advice, personal anecdotes, and a wealth of knowledge gained from Paloma's journey into leadership.

Understanding Neurodiversity

Holly emphasizes the importance of understanding neurodiversity and how it can manifest in different ways. She encourages leaders to educate themselves on the topic from various different avenues and not just take one person's word for it. She also stresses the need to be accountable for one's biases, whether conscious or unconscious.

Lived Experience

Holly stresses the importance of listening to people's lived experience and how it can offer a more heartfelt and empathetic understanding of neurodiversity. She recommends reading books such as "Why I Jump"  and "Dirty Laundry " to gain a deeper understanding of the experiences of people with autism and ADHD respectively.

Being an Inclusive Leader

Holly emphasizes the need for leaders to be more inclusive and to create a culture where everyone feels supported. She suggests that leaders ask for help and learn from people who have walked in the shoes of neurodivergent individuals. She also recommends that leaders make neurodiversity a boardroom subject and ensure that it is spoken about as a strategic movement from the top down.

Steve's journey to becoming a liberated leader began when he took time off to reflect on his leadership style and recognize the need for change. This experience led him to develop a new approach to leadership, one that emphasizes self-awareness, personal authenticity, and emotional intelligence.

As the founder of The GamePlan Consultancy, Steve now provides executive expertise, drawing on his invaluable insights on liberated leadership. Additionally, he hosts The Liberated Leadership Interview Series, a podcast featuring inspiring leaders from diverse backgrounds.

Throughout the episode, Steve shares his perspective on creating hyper-engaged teams that deliver world-class results through liberated leadership. He emphasizes the importance of empowering teams to take ownership and fostering an environment of trust and psychological safety.

Steve believes that true leadership involves finding out what people need and getting it for them, while also recognizing that you are never the finished article. He believes that the currency of leadership is decision-making and judgment, and that this should be based on an individual's need.

From Steve's perspective, leadership is not about finding out what everybody wants and getting it for them. It's about finding out what people need and getting it for them.

Podcast The Liberated Leadership  

Steve's talk at 2018 GDC Give up control: Zen and Art of Leadership 

The main ideas of the episode include:

1. Resilience is key to success: Sam discusses the importance of picking oneself up after failure and using those learnings to push forward.

2. Fostering creativity in others: Sam encourages leaders to restrain themselves from always putting their own ideas forward and instead encourages creativity and innovation within their team.

3. Passion is infectious: Sam emphasizes the importance of being passionate about one's work and how that can motivate a team and inspire customers.

Tune in to this episode for more insights from Sam on leadership, learning, and growth, but also getting to learn more someone trully exceptional! 

Sam recommended reading Nelson Mandella's memoirs  

With nearly 40 years of experience building and managing companies as a CEO, Remi has spent years researching company structure and organization to improve employee engagement, customer satisfaction, and sustainability.

In this  episode, Remi discusses his path as a leader, the challenges he faced earlier in his career, and what brought him to find new ways of organization. He also dives deep into employee engagement and how to build that environment, and shares the data behind why companies with better work environments for their employees yield better retention rates and improve engagement for the benefit of customers.

Remi recommends two books, "Resonant Leadership" and "The Power of Positive Deviance".