Pawel Hajdan - tech leadership @pawelhajdan
I help CTOs increase productivity and tame busy schedules ◆ Ex-Google Tech Lead pawelhajdan.com London 🇬🇧 Joined July 2023-
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People who care too much about the wrong things are hard to work with because of their pedantry. People who don't care at all are hard to work with because of their apathy. But working with enthusiastic people with sound technical judgment and momentum is such a joy. ❤️
Beware the blame-shifting away from the problem to the person who sees the problem. Is it the person flagging a release-blocking issue responsible for your delayed launch, or is it the bug itself? Assuming shared early; last-minute surprises that don't have to be are different.
Don't be a 'bulldozer' - pushing through projects without making people feel heard. If you resort to sheer pressure and tenacity to get things done in a team, something's wrong. People have individual emotional tolerance for amount of change that makes them feel secure and in…
Better is cheaper. Why? Less rework.
People languish under excessive criticism, but flourish when recognized for their strengths.
High risk, (perceived) low complexity platform work is a self-fulfilling prophecy. "Cost center" thinking. But, when you put top-rate talent to it, the results can surprise you. That's engineering at its best. 👏👏
High risk, (perceived) low complexity platform work is a self-fulfilling prophecy. "Cost center" thinking. But, when you put top-rate talent to it, the results can surprise you. That's engineering at its best. 👏👏
❌ Old model: manager as a supervisor: focused on preventing mistakes and 'correcting' people. ✅ New model: manager as a leader: focused on articulating clear goals, playing to people's strengths, and fostering a rational, productive culture with abundant growth opportunities.
It's worth paying a premium to save time with rework, back-and-forth, and other BS. Working with people you don't have to prod, supervise closely, and things just work from the get-go is bliss.
Refreshing take. It's nuanced, as some level of 'social awareness' helps make things smoother: people seek a mutual fit where they can work together towards shared goals, rather than unnecessarily 'butt heads' for dubious rewards. However, too much and you get groupthink.
Refreshing take. It's nuanced, as some level of 'social awareness' helps make things smoother: people seek a mutual fit where they can work together towards shared goals, rather than unnecessarily 'butt heads' for dubious rewards. However, too much and you get groupthink.
One of my favorite compliments: “Can I get your advice?” ❤️
Managers evaluate candidates and employees based on what they can see: behaviors and verifiable results. However, many seem surprised that's what people do with company's culture and incentives: they're very observant who's promoted, who's driven out - actions, not words.
One of the challenges of turning around an eroded company culture or a struggling team is people inside see things as normal. All those who recognized problems either left, have been kicked out (!) or never joined. Sometimes fresh start is the best option.
Managers who routinely second-guess people and ask for complete rework (without intelligible criteria) will get the opposite of what they want: why would anyone put real effort on a draft in such an environment? 🤔 👉 Instead, give people context and consistent guidelines.
Before you challenge an inefficient process, make sure the person you're talking to is in position to change it.
Case study in why a large-scale improvement is hard. That's why I ❤️ making the right things easy - reducing friction, rather than using top-down mandates or giving in to the tragedy of the commons. For example, the 🇬🇧 UK banks I use have pretty seamless 3DS. It can be done.
Case study in why a large-scale improvement is hard. That's why I ❤️ making the right things easy - reducing friction, rather than using top-down mandates or giving in to the tragedy of the commons. For example, the 🇬🇧 UK banks I use have pretty seamless 3DS. It can be done.
In most places, where people say they wish for more kindness, it's one of these problems: ❌ hoping for more tolerance of their poor performance ❌ neglecting second-order effects of behaviors that drive out kindness (e.g. trying to take advantage)
Healthy teamwork habit: praise and recognize what colleagues are doing well. If you disagree with some aspects (which is normal), in public keep highlighting the good parts you do agree with. This is the way to avoid infighting and groupthink.
Many exhort leaders to have a heart (they're not wrong), but today I'll emphasize the urgent need to have a mind. Let's dive in. With @shreyas's recent brilliant pieces on "babies in the workplace" (lnkd.in/ei54iqAt), I started wondering how much of the emphasis on EQ…
Being honest is more than correctly pointing out faults. It's also about seeing the good. If you're painting a distorted picture based on cherry-picked worst data points, that's not honest even if each data point is technically correct.
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Sean McVay said, "We attack success. We don't fear failure." Are you playing to win or are you playing not to lose? People today are afraid to start because they're afraid to "fail". • It means taking risks. • It means trying new things. 5 Things to Know About Fear of…
Early in my career, I often assumed that established companies must have smarter, secret methods to tackle problems. But experience taught me that the straightforward, first-principles approach I was using was usually on point. There’s rarely a hidden playbook, just the…
For any truly important project, there needs to be exactly one senior person who, if the project doesn’t go well, for any reason, will definitely get a low score on their performance review.
It feels that too often these days, I'm having a conversation with someone about the problems they're having with their project / team / business / technology / funding / organisation etc that stem from stakeholders or behaviours or culture... ...they seem surprised (incredulous…
90% of VCs add no value to startups, 70% even harm them. just the fact that you got an MBA and joined a venture fund doesn't mean you can give useful advice to an entrepreneur if you never built an actual business, you're not qualified to give advice. * Vinod Khosla
@pawelhajdan 100% agreed. That’s how I’d be
"Don't run a train across a broken bridge" Some of the best stakeholder management advice I ever got. When a relationship is broken, pushing more information will only make things worse. Repair the relationship before continuing the conversation.
People who make you feel small are usually trying to hide their own insecurities-don't let them shrink you.
✨🔥"Migrations are just a form of advanced deployments."🔥✨ Fucking love that. Gonna borrow it from now on. 🫡
@mipsytipsy Migrations are just a form of advanced deployments and should be treated as such. If you don't have good deployment tooling and observability you are going to have a bad time
Late to the party, but watching Chernobyl. This disaster is a case study spot on to the findings of the book Accelerate, studies about organizational health. If you create a culture of fear or one where people can’t be honest about failure, all issues become worse.
But neither do employees go to work with the wish to produce money for their shareholders, nor do customers buy products with that intent. Employees want to help the customers and get paid for that. Customers want the value of the product. Money to shareholders is a byproduct.
WINNERS KNOW WHY THEY WIN 💯 “Cool does not win. We have to be willing to do the uncomfortable things that go into winning.” (Mick Cronin)
Most people talk "at" their teams or others, and don't speak "to" them...this changes how people hear you, how they connect, and how they respond...with a lot of practical examples. drgurner.substack.com/p/convincing-a…
@pawelhajdan Great point on connection being neutral. It’s the “how” that matters. Having shared mission or outlook on individual mission helps
Friendly reminder that it will cost you way more to replace a great employee than it will to just pay them what they're worth in the first place.
You won't hear this from your favorite LinkedIn influencer: Corporate culture shifts as profits dip. The very firms that championed "bringing your whole self to work" may now view nonconformity as a distraction. Always maintain professionalism in your communications.…
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