Earlier quoted context omitted.
but what happens if number #1 doesn't like the ship they built?
Then they hired the wrong people.
A good Casting is as important as a good script. Sometimes it is more important
Michael Seibel on Leadership Attributes in Successful Startup Leaders
21–30 of 45 posts
Re: Michael Seibel on Leadership Attributes in Successful Startup Leaders
#22Earlier quoted context omitted.
I see this pattern a lot: leadership advice in the form of general principles/first principles, but not a lot of advice on the nuts and bolts of how you accomplish those things. Human emotions, motivation, and communication are far fickler things than software, and it takes a lot of skill and work to create consistency and resilience from that mess. For example: how do you tell someone that they're underperforming wh…
> how do you tell someone that they're underperforming... MBA programs When you ask someone, "Describe the person you'd like to work for," I seriously doubt talented people say, "An MBA." So surely you'd see why so many mediocre people wind up working for them.
Talented people aren't going to decide on the basis of whether their manager-to-be has an MBA. Talented engineers will gravitate towards teams with likewise talented engineers and good leadership.
I'm suggesting that, as a reliable way to raise the bar on leadership, engineers who want to manage might benefit a lot from going through MBA training.
Re: Michael Seibel on Leadership Attributes in Successful Startup Leaders
#23The topic of leadership seems to come up frequently in these circles and I think it's great and important. It does strike me as odd though that there is almost no recognition or reference to the vast world of case study and literature about leadership, and technical leadership to boot. For example, Siebel talks about "Level 2" thinking as well as self awareness as important attributes to being a good leader. These at…
While I agree with your general desire to teach/learn leadership, I don't think true Leadership can be codified as easily as other skills/qualities can. As Siebel says at the end of the interview, the single biggest trait he looks for in a good leader is communication. How do you teach good communication? Is the combination of empathy, wit, general+specific knowledge, active listening, etc etc something you can reall…
In the spirit of the comment with the quote which includes this part: "teach them to long for the endless immensity of the sea", I think a lot of what you suggest can be learnt if one adopts a different mindset while communicating. I learnt a lot just by consciously practicing "what set of assumptions or circumstances would make this person's statements correct/valid" instead of "let me see how I can explain to this person that s/he is wrong". Even if the other person is holding on to a position which is objectively incorrect, it makes it much easier to see how s/he came to that position. Anyway, the gist of what I'm trying to say is that without a change in mindset, there is no motivation to function in a different manner. So, it might appear that some people will always work in a certain way but I think if they are motivated to change, then it's not really an extraordinary thing for them to undergo a notable transformation.
Re: Michael Seibel on Leadership Attributes in Successful Startup Leaders
#24“Level Two thinking is about creating an environment and empowering people such that they do produce great outcomes without you having to tell them. If they can get into a mental model of what’s good for the company, and if they can be motivated and feel empowered, then they start doing great things. You don’t have to direct them. ” “If you want to build a ship, don't drum up people to collect wood and don't assign t…
but what happens if number #1 doesn't like the ship they built?
Then they iterate? Nowhere does this say that the CEO stays out of the way. CEO can act as the editor, co-designer, arbiter, curator and whatever. Like you hear how Steve Jobs operated.
Mode two thinking does not mean you can't be critical. In fact, critique is critical for the best end result. It means you must understand how to skillfully switch between type 1 goal oriented and type 2 creative mode. That's the trick - you need BOTH. And utilizing mode 1 so that it does not kill mode 2 is really hard. You have to be compassionate, emphatic and work from the common understanding that everyone is striving towards the same goal.
It's "Build this my grandest design to me now!" vs. "Ok, hotshot, show me what you can build and we can tweak that into the ultimate ship".
Re: Michael Seibel on Leadership Attributes in Successful Startup Leaders
#25The problem with CEOs talking about inspiring people to get stuff done is... they write their articles in an inspiring way, leaving out the inevitably uninspiring parts of reality.
Visionary envisaging can easily become meaningless corporate speak, and L2, with its tendency to abstract ways of talking about things.... it opens more door for this... for example.
Re: Michael Seibel on Leadership Attributes in Successful Startup Leaders
#26Earlier quoted context omitted.
but what happens if number #1 doesn't like the ship they built?
Then they iterate? Nowhere does this say that the CEO stays out of the way. CEO can act as the editor, co-designer, arbiter, curator and whatever. Like you hear how Steve Jobs operated. Mode two thinking does not mean you can't be critical. In fact, critique is critical for the best end result. It means you must understand how to skillfully switch between type 1 goal oriented and type 2 creative mode. That's the tric…
Thanks, there must be several styles of switching between the modes/management styles that determine how one is interacting with his colleagues. What are your thoughts here?
Re: Michael Seibel on Leadership Attributes in Successful Startup Leaders
#27Earlier quoted context omitted.
I think I've reached acceptable level in all 6 categories however I definitely feel my communication skills could improve drastically.
Oh for sure there's much more after that, but I wanted to show that you can actually break down soft skills into teachable pieces.
Ah gotcha. I think the one skill that makes the difference is being able to communicate more with less words. Essentially mastering the elevator pitch technique.
Re: Michael Seibel on Leadership Attributes in Successful Startup Leaders
#28Earlier quoted context omitted.
Then they hired the wrong people.
Or there might have been a failure to negotiate requirements and priorities, or that different parties were pushing in different directions. Many choices exist. The endless sea may not appear to be the same to everyone.
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Re: Michael Seibel on Leadership Attributes in Successful Startup Leaders
#29Earlier quoted context omitted.
Then they hired the wrong people.
Or there might have been a failure to negotiate requirements and priorities, or that different parties were pushing in different directions. Many choices exist. The endless sea may not appear to be the same to everyone.
For the first part of your comment to make sense you have to assume there is a right answer and a correct solution both which don't make sense in the real world as you eluded to.
Re: Michael Seibel on Leadership Attributes in Successful Startup Leaders
#30Looks like leadership characteristics are mostly "manufactured" kind. For example, you manipulate (motivate) people into doing stuff you will benefit the most in the long run. This might go against the values of some people.
> manipulate (motivate)
> go against the values of some people
This reads like you have experience with bad leaders.
When I try to motivate colleagues or team members, it's not at all manipulation. It's helping them through issues that they're dealing with and getting them happy about what they're doing. I'd rather do that than let them be unhappy and unmotivated. When you manipulate, people will see through it, when you motivate, people will appreciate it and work harder because they want to. I'm not sure why that would be a bad thing.