The hottest Management Substack posts right now

And their main takeaways
Category
Top Business Topics

My Path to CTO, Part I

The Engineering Manager • 7 implied HN points • 26 Nov 25
💼 Business Management
  1. It's important to explore your interests and be open to new opportunities, even if they seem random. This can guide your career path unexpectedly.
  2. Different experiences and passions can help you stand out in your field. Being unique can lead to new chances and growth.
  3. Listening to your gut and knowing what you want from work is crucial. Sometimes, experiences show you what you want to avoid in your career.

Weekly Notes

Rethinking Software • 99 implied HN points • 07 Oct 24
🕹 Technology Management
  1. Different voting strategies can impact both worker democracies and government systems. It’s interesting to see how this science is evolving, especially in companies without managers.
  2. Nature has unique ways of organizing itself which can inspire how we think about teamwork and collaboration. Reading about these ideas can spark new ways of working.
  3. Management often sticks to the status quo with common excuses. It's important to question these justifications to improve work and foster innovation.

Why does Tech Hire and Fire so quickly [Finance Fridays]

Technology Made Simple • 59 implied HN points • 04 Mar 23
💼 Business Management
  1. Tech companies hire and fire quickly due to the boom and bust cycle - the economy goes through periods of growth and recession, affecting staffing decisions.
  2. Big tech companies compete aggressively, leading to hiring for unprofitable projects and mass layoffs later on.
  3. Hiring in tech can sometimes be driven by ego and market image, leading to quick layoffs as well. Stay aware of trends and project impact to protect your job.

Blame the Crew

Gordian Knot News • 190 implied HN points • 01 Mar 24
💼 Business Management
  1. In industries like shipping and nuclear power, there is a tendency to blame the crew or contractors for mistakes rather than holding the owners or regulatory systems accountable.
  2. There is a disparity in performance between building coal plants and nuclear plants, with the nuclear contractor performance often not meeting expectations.
  3. The main difference in performance is attributed to the regulatory system rather than any lack of special technical skills in building nuclear plants.
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How to speed up your group decisions

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 12 Mar 24
💼 Business Management
  1. Group decisions can take a long time, especially with remote work. It's important to find ways to make these decisions quicker.
  2. Using decision maps can help clarify the decision-making process. They can guide groups through their choices more efficiently.
  3. Understanding how long decisions take in your organization can highlight where improvements are needed. This awareness can help teams speed things up.

Preventive decisions are underrated

Ruben Ugarte's Growth Needle™ • 39 implied HN points • 28 Nov 23
💼 Business Management
  1. Preventive decisions are often overlooked but can save a lot of trouble later. It's better to act early to avoid bigger problems in the future.
  2. Building and maintaining strong relationships with your team or board is essential for effective leadership. Good communication can prevent misunderstandings and conflicts.
  3. Learning from the experiences of companies like OpenAI can provide valuable insights into making better strategic decisions. Watching their ups and downs can teach important lessons for everyone in business.

The 5 intensity zones of software teams

Leading Developers • 59 implied HN points • 11 Feb 25
💼 Business Management
  1. Software teams can operate in different 'intensity zones' ranging from very light to maximum effort. Understanding these zones helps managers know when their team can relax or when they need to ramp up work.
  2. Switching between intensity zones is important for a team's success and well-being. It's crucial to have a balance and prepare the team for high-pressure times while also allowing them to unwind afterward.
  3. Effective 'intensity management' is key to keeping a team adaptable and preventing burnout. Setting clear expectations about workload and work intensity helps everyone understand what to expect.

How do you go so fast?

Sunday Letters • 119 implied HN points • 17 Jan 23
💼 Business Management
  1. In bigger companies, things can slow down because there are many people involved and a lot of requirements. It's easy to get used to this slow pace, but it's important to push for speed when working on new projects.
  2. People often mistake being busy with actually making progress. Sitting in meetings and creating documents doesn’t always mean you are building something valuable for users.
  3. Moving quickly can be challenging because you have to adapt and learn while you go. It requires a different mindset and the willingness to take risks while focusing on what matters most.

Movers, Shakers, & Money Makers #4

Human Capitalist • 19 implied HN points • 01 Apr 24
💼 Business Management
  1. There are 10 noteworthy job changes each week that highlight shifts in the business world. These changes often show where companies are heading and who is taking on important roles.
  2. Some of the job moves involve leaders from well-known companies. Their experiences and skills may bring fresh ideas to their new roles, impacting industry trends.
  3. Monitoring job changes can provide insights into potential investment opportunities and emerging talent in various sectors, especially in tech and finance.

My Markdown personal management system

normality’s Substack • 3 HN points • 25 Jul 24
🕹 Technology Management
  1. This personal management system uses plain text in Markdown format, making it easy to use and modify. You can adjust it to suit your own workflow without getting overwhelmed.
  2. It provides flexibility while still offering helpful structure, so you can prioritize your tasks effectively. You can customize it to include sections for today, this week, and even future tasks.
  3. Though it's a personal tool, it can help you keep track of your projects and milestones. You can also use it to document completed tasks, which can be handy for remembering what you’ve accomplished.

The Hagakure #86: One Job

The Hagakure • 61 implied HN points • 27 Jan 25
💼 Business Management
  1. Giving control to your team is important, but first, you need to make sure they understand their tasks clearly. This way, people can make better decisions without relying on just one person.
  2. To help your team succeed, they need competence in their roles. This includes being good at problem-solving, communication, and understanding processes.
  3. As a leader, your job is to create a clear vision and help develop your team's skills. This allows everyone to work better together and feel more empowered.

Imposter Syndrome

Fish Food for Thought • 21 implied HN points • 06 Aug 25
💼 Business Management
  1. Imposter syndrome is when people doubt their success and feel like they don't deserve it. This feeling can happen to anyone, regardless of their achievements.
  2. Many leaders struggle with imposter syndrome because there's no one right way to lead. Every leadership style works differently, and it's easy to doubt yourself by comparing to others.
  3. To overcome imposter syndrome, it's important to focus on your strengths and how your unique leadership style helps your team succeed, instead of trying to copy someone else's approach.

Managing the Employee Incentive Pool

Nathan’s Substack • 39 implied HN points • 15 Nov 23
💼 Business Management
  1. Managing the Employee Stock Option Pool (ESOP) is crucial for startup founders to prevent further dilution and attract key talent
  2. Equity distribution should be an integral part of your hiring plan, considering factors like vesting periods, refresh grants, and employee turnover
  3. Negotiating for a lower Employee Incentive Pool (EIP) percentage in subsequent fundraising rounds can help minimize dilution impact and improve share price

What Company Earnings Calls Should Be About (But Are Not)

Behavioral Value Investor • 193 implied HN points • 08 Jan 24
💰 Finance Management
  1. Over 50% of an earnings call focuses on short-term demand trends, which is not helpful for long-term investors.
  2. Earnings calls should address long-term value, competitive environment changes, and management's strategies for improving competitive advantage.
  3. Investors and CEOs should prioritize questions that affect the business's value in the long term, rather than short-term fluctuations.

✅ Status report: artificial intelligence in public relations

Wadds Inc. newsletter • 39 implied HN points • 13 Nov 23
💼 Business Management
  1. Public relations is using AI mainly for testing new ideas, but there's a need for better tools and data management. Companies need to be more organized with their use of AI technology.
  2. AI can help create basic drafts but often lacks quality and can make mistakes. As AI gets better, the quality of its writing is improving.
  3. Jobs at the entry level may be at risk because AI can automate basic writing tasks. Skills like adaptability and managing relationships will be important for staying relevant in the industry.

Why CEOs are the very last job that AI will replace

The Future of Life • 19 implied HN points • 29 Feb 24
💼 Business Management
  1. CEOs are more than just financial managers; they serve as agents of the owners and have a broad range of responsibilities. Their main job is to implement the company's mission and make key value judgments that drive the business's success.
  2. AI may become very smart, but it can't replace the human ability to make complex value judgments. For example, deciding which products align with a company's values requires deep understanding and insight that AI doesn't have.
  3. Maximizing profits is not just about cutting costs; it's about pursuing a clear mission. Just like individuals find success by following their goals, businesses need a strong mission to guide their decisions.

Nico Harrison's Dončić Disaster

House of Strauss • 57 implied HN points • 04 Feb 25
🎾 Sports Management
  1. Nico Harrison, the Mavericks' GM, made a surprising trade that shocked everyone, trading superstar Luka Dončić for Anthony Davis. It seemed so unbelievable that even reporters thought their sources were hacked.
  2. Many people are trying to understand why the trade happened, but some believe it might be related to the team's ownership wanting to tank for better casino deals.
  3. Critics think that hiring someone from a sneaker marketing background like Harrison for a GM role was a mistake, as he's had previous failures that could impact the team's future.

Applying Socratic Wisdom to Engineering Management

The Healthy Engineering Leader • 39 implied HN points • 08 Nov 23
💼 Business Management
  1. Humility is important in engineering. Recognizing that you don’t know everything helps create a culture where everyone feels valued and can share ideas.
  2. Being a leader means being a lifelong learner. It’s vital to keep learning about your team and technology to support them effectively.
  3. Taking time to reflect on actions and decisions can lead to better results. Regular team retrospectives can help improve processes and boost team morale.

How to find your own best practices

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 27 Feb 24
💼 Business Management
  1. Look for best practices inside your own organization first. You've already tested these ideas, so you know they can work for you.
  2. Using what you already have saves you the trouble of making big changes or learning new systems.
  3. Finding internal best practices helps you build on your own successes instead of starting from scratch with outside ideas.

Acceleration over Position

Deeply Nested • 83 implied HN points • 17 Oct 24
💼 Business Management
  1. Focus on improving your team's acceleration instead of just hitting short-term goals. This will help you achieve better long-term outcomes.
  2. Hiring more people won't solve issues caused by technical debt or poor processes. Instead, it can actually make problems worse.
  3. Identify and address real obstacles to progress, like code complexity or support issues, so you can change direction effectively and make real progress.

Burning Time

The Radar • 19 implied HN points • 26 Feb 24
💼 Business Management
  1. Unpaid time theft from employees is normalized in business culture, but it's essentially stealing from them.
  2. Leaders need to proactively manage and respect their employees' time to avoid burnout and ensure mutual respect.
  3. Time is a valuable asset for everyone, not just senior leaders, and should be honored and acknowledged in all aspects of work.

✅ Planning for sustainable agency growth

Wadds Inc. newsletter • 19 implied HN points • 26 Feb 24
💼 Business Management
  1. Using the Traction business planning model can help agencies grow sustainably. It aligns everyone in the team around shared goals and values.
  2. Agencies should aim to reduce the reliance on founders for daily operations. This makes the business more efficient and allows for smoother growth.
  3. Many companies are seeing positive results from a four-day work week, improving employee well-being and job satisfaction. This change could be a sustainable management strategy.

AI-Shoring

davidj.substack • 23 implied HN points • 10 Jul 25
💼 Business Management
  1. The future of engineering may involve fewer people doing more work with the help of AI, making teams more efficient and reducing costs.
  2. Off-shoring might disappear because local engineers can now handle bigger workloads, eliminating the need for remote teams in different countries.
  3. Even though the tech job landscape is changing, it could create new opportunities in industries we can't imagine yet, as job seekers adapt to the evolving market.

6 secrets for never being blocked again

Leading Developers • 57 implied HN points • 21 Jan 25
🕹 Technology Management
  1. Developers can avoid being blocked by working directly on DevOps tasks themselves, like opening Pull Requests instead of just making requests. This way, they learn and the DevOps team gets involved faster.
  2. Instead of just asking for help, it's better to ask intriguing questions that engage the DevOps team. It makes them think more creatively and motivates them to assist.
  3. Developers should create their own alerts for their applications. This helps them understand their changes better and ensures that they take responsibility for their work.

Safe vs ALL-IN Engineering Management

Leading Developers • 70 implied HN points • 26 Nov 24
💼 Business Management
  1. There are two main styles of engineering management: Safe and All-In. Safe managers stick to the rules and like a structured work environment while All-In managers push for change and challenge the status quo.
  2. All-In managers are seen as demanding and sometimes annoying by others, as they constantly seek improvement and advocate for their team's needs. They care deeply about their team's success and fight for resources.
  3. The big clash happens because Safe managers prefer a calm, methodical way of working, while All-In managers bring energy and chaos. Both styles can struggle to cooperate effectively.

Smaller meetings are more productive than larger meetings

Respectful Leadership • 54 implied HN points • 25 Jan 25
💼 Business Management
  1. Smaller meetings are better than larger ones because they keep people engaged. In big meetings, many attendees often feel bored or have nothing to contribute.
  2. You should only invite the people who are essential for the meeting. This helps everyone stay focused and avoid distractions from their actual work.
  3. Frequent large meetings can waste a lot of time. It's more effective to communicate via email or messages for announcements instead of gathering everyone together unnecessarily.

The Hagakure #85: In The Trenches

The Hagakure • 61 implied HN points • 28 Dec 24
💼 Business Management
  1. The author recently took a new job as a startup CTO and is sharing his real experiences in this role. It's a change from coaching others to being hands-on again.
  2. He wants to provide honest insights about the challenges he faces instead of polished advice. It's about showing the true ups and downs of the job.
  3. The author invites readers to join him on this journey and share what they want to learn about being in a leadership position. It's a way to connect and engage with everyone interested.

How to weaponize your experience

Bad Software Advice • 164 implied HN points • 12 Feb 24
💼 Business Management
  1. Using past prestigious experiences to feel superior can be harmful to workplace dynamics.
  2. Referencing past experiences from top companies or universities can create a divide and make others feel inferior.
  3. Constantly criticizing current workplace practices without proper context can hinder professional growth and reputation.

getting stuff done

Midnight Musings • 19 implied HN points • 19 Feb 24
💼 Business Management
  1. It's really important for everyone on a team to be clear about what success looks like. When everyone understands the goals and expectations, it helps avoid frustration and saves time.
  2. Planning is key before starting projects. When people know their roles and the project scope from the beginning, things go smoother and it's easier to stay on track.
  3. Good communication can make a big difference. Sharing information openly helps build trust and keeps everyone on the same page, leading to better teamwork and collaboration.

How to work with the best people

Sunday Letters • 39 implied HN points • 22 Oct 23
💼 Business Management
  1. Working with skilled people helps you learn and grow because they can show you what you don't know. It's important to surround yourself with those who excel in their field.
  2. To attract top talent, you need to bring something valuable to the table. Just asking to work with them isn't enough; you have to offer something they want.
  3. Understanding the needs of others is key. Whether it's in a jam session or a workplace, showing that you can add value makes you a desirable collaborator.

Engaging Your Staff to Drive Success

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 13 Feb 24
💼 Business Management
  1. Most strategies fail during implementation because the planning phase is fun, but putting plans into action is hard. Engaging staff is vital to convert plans into reality.
  2. Engaging staff before creating a strategy helps gather useful feedback and ideas. This can be done through surveys, townhalls, or one-on-one conversations.
  3. After a strategy is made, leaders should support staff by explaining how it benefits them personally and providing the tools they need. Keeping changes simple helps everyone adapt better.

Middle management lessons

Logos • 39 implied HN points • 17 Oct 23
💼 Business Management
  1. Relying on your gut feeling can sometimes be better than overthinking with too much data. Sometimes common sense leads to clearer, quicker decisions.
  2. Managing upwards is key; keeping your boss informed about your work helps them understand your efforts and successes better. Regular updates are more helpful than you might think.
  3. Hard work is usually more important than just being smart. At work, showing your effort often matters more than your natural talent or intelligence.

Conquering the Dreaded Annual Plan

Build To Scale • 39 implied HN points • 17 Oct 23
💼 Business Management
  1. Annual planning is crucial but understand that it's a flexible roadmap, not a rigid rulebook for the year ahead
  2. Using SWOT analysis can help identify internal strengths, weaknesses, and external opportunities, threats to guide strategic initiatives
  3. Evaluate your team's readiness to scale, recognize their strengths, weaknesses, and consider bringing in new talent as needed

The Talent Wasteland

Ways of Working • 39 implied HN points • 17 Apr 23
💼 Business Management
  1. Talent is often wasted within organizations due to internal dynamics like bureaucracy and bad incentives.
  2. Excessive work-around-work can hinder productivity due to low trust culture, friction, and rewarding optics over delivery.
  3. Lacking an appreciation for good management can lead to demoralized teams and talent being overlooked for opportunities within the organization.

✅ AI in corporate communications and public relations

Wadds Inc. newsletter • 39 implied HN points • 18 Sep 23
💼 Business Management
  1. AI is changing the conversation in public relations by highlighting reputational risks and strategies that companies need to consider. It has become an important topic for discussions in management.
  2. Using AI tools can help PR professionals be more efficient and effective in their work. These tools can take on tasks traditionally done by human roles in PR.
  3. There's a growing emphasis on understanding how to regulate AI, with the EU working on an AI Act. This shows that as AI becomes more common, we also need clear rules to manage its impact.