The hottest Management Substack posts right now

And their main takeaways
Category
Top Business Topics

Transformation, Leadership & Talent: A conversation with David Kenny.

The Future Does Not Fit In The Containers Of The Past • 25 implied HN points • 08 Dec 24
💼 Business Leadership Transformation Talent Management Strategy
  1. Transformation needs to have a clear direction. It's about knowing what you want to achieve, not just how fast you move.
  2. Leaders should build trust by being honest and clear. They need to be open about their decisions and willing to change when new information comes in.
  3. Diversity is key to business success. Having different perspectives helps in solving problems and finding the best talent from all backgrounds.

How we built a business out of recession - chapter 27 - kingmaker

The ZIPster • 35 implied HN points • 06 Dec 24
💼 Business Start-ups Entrepreneurship Management Sales Investment
  1. CitNOW started small but grew quickly because they found a real need in the market. Their hard work finally paid off when big clients began to show interest.
  2. Growing a business means taking risks, like moving to a bigger office when your team expands. It’s important to adapt and hire the right people as demand increases.
  3. Team dynamics matter a lot in a start-up. Changing roles and titles can help everyone focus on what they do best and keep the business moving forward.

Season 05 - Newsletter 02 --> When Your Boss Wants Strategy but You're Stuck in the Weeds: A Product Leader's Dilemma

Product Hustle Stack Newsletter • 4 implied HN points • 28 Jan 25
💼 Business Management Strategy Leadership Product Development Communication
  1. It's common for product leaders to feel stuck in daily tasks while their bosses want more strategic thinking. Balancing the two is crucial for success.
  2. To improve strategic vision, start by imagining where you want your product to be in three years and then work backwards. This helps paint a clear picture for everyone involved.
  3. Communication is key. Create something like an 'impact dashboard' to show how your day-to-day work connects to the bigger goals your boss cares about.
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Unbridled Capitalism Works

Points And Figures • 399 implied HN points • 12 Mar 24
💼 Business Economics Startups Industry Management Innovation
  1. Unbridled capitalism works: In a capitalist society, businesses must prioritize growth to survive. Without growth, businesses risk failure or acquisition.
  2. Philanthropy and profit: Successful entrepreneurs historically engage in philanthropy after building their businesses. Making money is essential for a business to exist.
  3. Employee culture and strategic decisions: Maintaining employee trust and fully committing to strategic decisions, like pivoting to blockchain, are crucial for the success of a startup.

Modern Leadership.

The Future Does Not Fit In The Containers Of The Past • 56 implied HN points • 20 Oct 24
💼 Business Leadership Management Human Resources Workplace culture Career development
  1. Anyone can be a leader; it's about how you act, not just your job title. Being a boss isn't the only way to show leadership.
  2. Good leaders focus on their influence and connections rather than just controlling everything. They see the big picture and adapt to change.
  3. For leaders to grow, they need to be open to learning and transforming themselves. This process needs support and new ways to encourage growth.

The Most Important Meeting of Your Year

DruGroup • 79 implied HN points • 14 May 24
💼 Business Leadership Management Diversity Meetings Organizational Culture
  1. The nominating committee is super important because it decides who will lead in the future. The people you choose will shape the agenda and priorities for your group.
  2. Having a diverse group of nominees is crucial. It helps ensure that the leadership reflects different backgrounds and perspectives, making the organization stronger.
  3. Leading a nominating committee well can make a big impact. If you prepare properly and focus on the right issues, you'll set your organization up for success for a long time.

TBM 272: The Biggest Opportunity (Part 2)

The Beautiful Mess • 661 implied HN points • 11 Feb 24
💼 Business Management Workplace dynamics Career development Company Culture Productivity
  1. Skilled pragmatists in companies can represent a major opportunity for improvement. They are reliable and capable but may not go above and beyond due to skepticism about the value of extra effort.
  2. When trying to improve behaviors in a team, it is crucial to be specific about the desired actions and outcomes. Vague terms like 'drive' or 'passion' can lead to misunderstandings.
  3. Listening to individuals in different categories can provide valuable insights for understanding motivations and barriers to certain behaviors in a team. Embracing diversity in perspectives is key to achieving more together.

TBM 205: "Process" vs. Systems & Habits

The Beautiful Mess • 1613 implied HN points • 12 Mar 23
💼 Business Management Processes Systems Habits Leadership
  1. Team A focuses on rushed, performative annual processes, while Team B prioritizes continuous improvement and thoughtful feedback.
  2. Team A's lack of customer-centricity and reactive approach leads to institutionalized mediocrity, while Team B's positive habits and systems drive effectiveness.
  3. Breaking the loop of reactive processes and establishing human-centric systems and valuable habits is crucial for better ways of working in organizations.

Transforming Meetings & Management, The New Bit Set By Apple For The Immersive Era, & The Great Refactor Of Creativity

Implications, by Scott Belsky • 373 implied HN points • 06 Jun 23
🕹 Technology Meetings Management AI Immersive experiences Creativity
  1. Meetings and management will be reimagined with AI-driven efficiency and productivity, creating 'intelligent organizations'.
  2. Apple's VisionOS sets a new standard for immersive experiences with gestures, virtual representation, and advanced technology.
  3. Generative AI technology will revolutionize creativity by reducing mundane tasks, shifting processes, increasing possibilities, and making tools more accessible for all.

Gymshark part 2: co-founder exits, billionaire tax planning, securing the bag, and cash crunches

Net Income • 373 implied HN points • 13 Jul 23
💼 Business Finance Management Entrepreneurship Economics Investing
  1. Co-founder disagreements in growing businesses are common and it might be necessary to part ways if visions differ.
  2. Smart tax planning strategies can help wealthy individuals protect assets and leave a financial legacy for future generations.
  3. Managing cash flow in a rapidly growing business, especially with inventory-based models, is crucial for long-term success.

#165 – Anti-Predictions

Below the Line from Kevin LaBuz • 7 implied HN points • 12 Jan 25
💼 Business Finance Economics Management Entrepreneurship Investing
  1. Predicting the future is really hard, so instead of trying to guess what's coming, focus on being adaptable. It's better to prepare for many different possible outcomes rather than relying on one prediction.
  2. Time shows us what ideas and practices last. We should pay more attention to things that have proven their value over time, rather than just what's new or trendy.
  3. Surviving and reducing risks is more important than chasing success. By making sure you avoid big dangers, like too much debt, you can set yourself up for long-term success without the fear of losing everything.

Management Rituals: Quarterly Check-ins

QUALITY BOSS • 79 implied HN points • 04 May 24
💼 Business Management Leadership Performance Growth Feedback
  1. Quarterly check-ins help managers stay updated on their team's accomplishments and goals. They create space for important conversations about progress and development.
  2. The check-in process includes asking six questions that focus on both past achievements and future aspirations. This backward and forward approach ensures a comprehensive view of performance.
  3. These meetings do not replace regular feedback but complement it by providing a dedicated time for discussing growth and performance over a longer timeline.

The Dallas Cowboys are a soap opera (and that's exactly how Jerry Jones likes it)

Huddle Up • 7 implied HN points • 15 Jan 25
🎾 Sports Football Management Media Business Culture
  1. Jerry Jones has changed how the NFL makes money. His approach makes teams share revenue differently than before.
  2. The Dallas Cowboys are known for their dramatic stories, almost like a soap opera. This is part of what makes them interesting to fans.
  3. Jones's style mixes seriousness with fun, making him one of the most talked-about owners in sports.

Burning

Venture Prose • 339 implied HN points • 11 Jun 23
💼 Business Entrepreneurship Startups Management Growth Leadership
  1. Companies in the startup world face the risk of 'burning out' due to various reasons like lack of product-market fit, slow growth, or unsustainable economics.
  2. Entrepreneurs fall into categories like 'High Flyers' who start strong but need to sustain hype, and 'The Burn-Outers' who struggle to manage work-life balance while pushing their companies forward.
  3. Running a company successfully requires a balance of fundamental work, intense focus, and clarity of vision, along with surrounding oneself with a supportive team to navigate challenges.

The Capitalist and the Engineer

Rethinking Software • 149 implied HN points • 28 Oct 24
💼 Business Entrepreneurship Corporate culture Human Resources Management Economics
  1. The conversation shows a clash of values between a business-minded person and an engineer. They discuss their different approaches to life and careers, highlighting how they see work and success.
  2. They touch on the impact of privilege and family background on opportunities. Jan feels frustrated by Stan's wealthy upbringing and its effect on their perspectives.
  3. At the end, there's potential for growth as Stan reaches out to Jan years later, suggesting that people can evolve and learn from their past interactions.

TBM 229: Winnable and Unwinnable Games (Part 3)

The Beautiful Mess • 1110 implied HN points • 07 Jul 23
💼 Business Management Decision-making Leadership Problem Solving Organizational Behavior
  1. Hierarchy creates a chain of communication in which information gets oversimplified as it moves up, leading to an unwinnable game
  2. Passing information up the chain results in details being shaped and possibly distorted based on audience and perceived urgency
  3. The ideal conditions for a 'good game' are challenged in scenarios where goals become unclear, feedback loops are long, and motivations are dwindled

Are you recently promoted to a Product Manager position? - Here are a few pitfalls to avoid

Ageling on Agile • 219 implied HN points • 14 Jan 24
💼 Business Management Skills Learning Hierarchy Challenges
  1. The role of a product manager is different from roles like project manager, engineer, or business analyst.
  2. Newly promoted product managers should avoid the Dunning-Kruger effect by continuously learning and challenging themselves.
  3. Recognizing the Peter Principle is essential - not everyone is suited to be a product manager, and self-awareness is key.

Copart

Business Breakdowns • 314 implied HN points • 04 Apr 23
💼 Business Investment Management Financials Growth Risks
  1. Copart is a company that plays a crucial role in the automotive industry by handling totaled cars through auctions on a global scale
  2. The company's business model thrives on providing services like towing, storage, processing fees, and bidding platforms for salvaged vehicles
  3. Copart's scale advantages, intelligent shareholder base, and conservative management contribute to its strong position in the market

Difference Between Product Owner and Product Manager Explained

Untrapping Product Teams • 314 implied HN points • 26 Jul 23
💼 Business Management Roles Communication Leadership
  1. Confusion arises when the difference between Product Owners and Product Managers is misunderstood.
  2. Common misconceptions include responsibilities, hierarchy, and communication between Product Owners and Product Managers.
  3. Having both Product Owners and Product Managers co-existing in a team can lead to poor results and lack of clear leadership.