The hottest Organizational Behavior Substack posts right now

And their main takeaways
Category
Top Business Topics

Founder Mode: Elevating Individual Contributors

Rethinking Software • 249 implied HN points • 21 Oct 24
💼 Business Organizational Behavior
  1. Founder mode empowers individual contributors by reducing management interference. It allows them to work freely, focusing on their tasks without being micromanaged.
  2. Good founders support and trust their teams instead of controlling them. They believe in hiring smart people and letting them decide how to do their jobs.
  3. Too many managers can create a bloated, inefficient system. Founder mode prevents this by maintaining a lean structure where everyone can contribute effectively.

How Octopus Energy used culture to reach the top

Make Work Better • 43 implied HN points • 30 Jul 25
💼 Business Organizational Behavior
  1. Octopus Energy has a unique culture that focuses on trust, autonomy, and a shared mission, rather than strict values or rules.
  2. Removing back-to-back meetings from schedules can lead to more productivity and creativity, allowing employees to connect and work on important tasks.
  3. Many leaders might think frequent one-on-one meetings help their teams, but sometimes it's better to communicate feedback in a more timely and structured way.

TBM 319: Surfing Inertia and Pendulum Swings

The Beautiful Mess • 158 implied HN points • 03 Nov 24
💼 Business Organizational Behavior
  1. Companies struggle with finding the right balance between team independence and overall coordination. Too much focus on one can harm the other.
  2. Inertia can make it hard for companies to adapt, leading to bigger problems in the future if they're not addressed. Leaders should recognize this and take action.
  3. Being open to change and adjusting how teams work can help organizations respond better to challenges. Setting the right incentives also supports a flexible mindset.

Help others make better decisions

Ruben Ugarte's Growth Needle™ • 59 implied HN points • 12 Dec 23
💼 Business Organizational Behavior
  1. Encourage your team to write down their decision-making process. This helps clarify steps and improves alignment.
  2. Identify key stakeholders in decisions. Knowing who matters most can streamline communication and decision-making.
  3. Look for ways to improve the decision-making process. Discussing it openly can reveal areas of improvement to help the team work better.

Culture is Contagious

Ways of Working • 78 implied HN points • 21 Feb 23
💼 Business Organizational Behavior
  1. Company culture is the set of values, beliefs, and attitudes that shape an organization.
  2. Company culture can be contagious and influences how we behave and think.
  3. Being mindful of company culture is important as it can impact our growth and well-being.
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Compensation is Communication

The Radar • 19 implied HN points • 19 Apr 24
💼 Business Organizational Behavior
  1. Compensation is a clear signal from an employer to an employee, offering insights into future viability with the company and helping individuals frame expectations and make decisions.
  2. Organizational cultures often hide true intentions behind layers of confusing messaging, especially regarding compensation, which may not necessarily reflect individual performance but rather the company's desire for retention.
  3. Understanding the true meaning behind raises can empower individuals to make informed decisions about their future within a company, recognizing signals of either retention or potential exit based on financial health and performance evaluations.

Fighting over Crumbs

Rethinking Software • 99 implied HN points • 30 Dec 24
🕹 Technology Organizational Behavior
  1. Many programmers feel like they have no control over their work, which can lead to unhealthy competition for the little power that exists. Instead of fighting for crumbs, they should focus on shared decision-making.
  2. Behaviors like land grabbing and excessive code reviews show that programmers crave autonomy but don't know how to get it responsibly. They need to find better ways to collaborate and share power, rather than hoarding it.
  3. Team leads and committees often create more bureaucracy and slow things down. Programmers should work more as peers, trust each other, and let go of the need for strict control to improve their work environment.

Solving employee loneliness is the first step to better teams

Make Work Better • 114 implied HN points • 30 Oct 24
💼 Business Organizational Behavior
  1. Employee loneliness is common at work, with many workers lacking real friends in their workplace. This loneliness can impact team dynamics and overall job satisfaction.
  2. Simply working in a team or attending the office more days doesn’t automatically reduce loneliness. Real connections need to be actively fostered during work hours.
  3. Companies can improve employee connection by allowing time for social interactions, like team lunches or casual meetings. These small initiatives can significantly reduce feelings of loneliness among coworkers.

It really is a bad idea

Klement on Investing • 3 implied HN points • 09 Jan 26
💼 Business Organizational Behavior
  1. Dating at work, especially between a manager and a subordinate, creates big risks and often ends badly for the people involved.
  2. A subordinate may get a short-term pay bump (about 7%) when they start dating their boss, but after the relationship ends their income typically falls sharply (around 18%), often because they leave or are fired.
  3. Such relationships also hurt coworkers and the company: managers tend to favor partners, other employees feel treated unfairly and leave, and overall turnover rises (about 6%), which is costly for firms.

Coaching: The Overlooked Link in Leadership Development

Front Left • 24 implied HN points • 07 Aug 25
💼 Business Organizational Behavior
  1. Coaching helps leaders turn their theoretical knowledge into practical skills. It’s not just about what you learn but how you apply it in real situations.
  2. Self-awareness is key for leaders. Coaching encourages them to challenge their own beliefs and understand how their actions affect others.
  3. Behavioral flexibility is important for leaders. Coaching allows them to practice different responses and adapt to their unique challenges.

How to handle an IT escape room

Bad Software Advice • 82 implied HN points • 06 Jan 25
🕹 Technology Organizational Behavior
  1. Working in IT can feel like being in an escape room, where you face unexpected challenges and obstacles every day.
  2. There is often tension between teams, like developers and IT, due to their different goals and priorities.
  3. To solve problems, it's important to be creative and strategic, whether by asking for help or figuring out other ways to get the job done.

Breaking the wall between teams

Leading Developers • 100 implied HN points • 22 Oct 24
💼 Business Organizational Behavior
  1. Encourage horizontal communication between teams to break down knowledge silos. This can be done through initiatives like Engineering Guilds where team members can share ideas and strategies.
  2. Develop a strong documentation culture to reduce redundancy and ensure important information is easily accessible. Using standardized formats can make documentation simpler and more effective.
  3. Focus on improving onboarding experiences by providing new employees with guides and introductions to other teams. This helps build connections and ensures they have the resources they need from the start.

How to speed up your group decisions

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 12 Mar 24
💼 Business Organizational Behavior
  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.

How empty spaces in your calendar lead to better decisions

Ruben Ugarte's Growth Needle™ • 39 implied HN points • 21 Nov 23
💼 Business Organizational Behavior
  1. Building emotional competence helps leaders make better decisions. It's important for leaders to understand their emotions and those of others.
  2. Having empty spaces in your schedule allows for better brainstorming and connecting ideas. It gives your brain time to think and create.
  3. The idea of 'blocks of time' can limit decision-making in companies. Companies should be more flexible instead of strictly scheduling everything.

Fools and Horses

The Radar • 19 implied HN points • 01 Feb 24
💼 Business Organizational Behavior
  1. Pushing a team too hard can lead to negative consequences despite short-term gains. Just like overworking horses can lead to their breaking, overworking employees can lead to burnout and reduced efficiency.
  2. Managers should not ignore ethical concerns in pursuit of business results. It's important to prioritize employee well-being over just achieving immediate goals.
  3. Systemic issues like work overload cannot be solved by individual efforts alone. Companies must address root causes and provide adequate resources to prevent burnout and maintain a healthy work environment.

A Radical Approach to Handle Your Mistakes

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 23 Jan 24
💼 Business Organizational Behavior
  1. Volunteering mistakes can lead to safety improvements. In aviation, encouraging staff to report errors has made flying much safer over the years.
  2. Boeing's decline from an innovator to a company facing serious issues shows the consequences of neglecting quality and safety.
  3. The airline industry adopted new practices that prioritized transparency, leading to a safer environment for both passengers and employees.

Terry and His Dumb Ideas

The Radar • 19 implied HN points • 13 Jan 24
💼 Business Organizational Behavior
  1. Organizations should avoid adopting policies that seem sensible but are self-defeating in practice, leading to negative outcomes.
  2. Coercing individuals into seeking higher positions when they lack ambition can have detrimental effects on both performance and organizational culture.
  3. Great organizations protect and celebrate those who create value, avoiding the mass rationalization of dumb ideas that can lead to decline.

Brief thoughts on product management

Logos • 39 implied HN points • 11 Jul 23
💼 Business Organizational Behavior
  1. The term 'product manager' can mean different things in different companies, which makes it confusing. This lack of clear definition can lead to misunderstandings and inefficiencies.
  2. Many roles within product management can overlap, such as those of engineers, designers, and analysts. It's important to recognize these roles and how they can work together in teams.
  3. A new approach could be to form multi-functional teams without a designated PM role, allowing individuals to grow into leadership positions while keeping their functional expertise.

Be a brave fool

Sunday Letters • 139 implied HN points • 28 Feb 22
💼 Business Organizational Behavior
  1. It's important to challenge authority and not just accept things because of titles or credentials. Listening to new ideas, even from less experienced people, can help avoid blind spots.
  2. Being self-deprecating and open to feedback makes you more approachable. Showing vulnerability helps create a better environment for discussion and improvement.
  3. Relying solely on past achievements can be a trap. Focus on the quality of your current work and be willing to debate ideas based on their merit rather than on who you are.

New advice for aspiring managers

The Engineering Manager • 15 implied HN points • 30 Jun 25
💼 Business Organizational Behavior
  1. Becoming a manager today is different. You have to show that you can get the most out of your existing team since hiring new people is harder.
  2. Efficiency is key now. Managers should focus on making their teams work better with fewer resources instead of just growing their teams.
  3. Using AI is essential for managers. You need to help your team use AI tools effectively to improve productivity and show how these tools make a difference.

The Cool Head in a Crisis

Fish Food for Thought • 12 implied HN points • 09 Jul 25
💼 Business Organizational Behavior
  1. Great leaders remain calm under pressure, which helps them to make better decisions. Calmness is not just about handling situations; it also allows others to feel secure and focus better.
  2. Stress can actually help leaders grow, as they train themselves to deal with challenges. Embracing stress as part of the leadership journey fosters resilience and learning.
  3. Composure can be developed through practice and habits. Simple actions like controlling your voice and breath can make a big difference in how you and your team respond to crises.

Why companies (like Nike or Starbucks) make good or bad decisions

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 31 Oct 23
💼 Business Organizational Behavior
  1. Words like strategy and culture are losing their meaning in companies, making it hard to make clear decisions.
  2. Starbucks' mission statement is seen as too vague and fluffy, which can lead to confusion about their goals.
  3. Nike focuses on marathon world records because it emphasizes performance and achievement, aligning with their brand values.

RDEL #7: How does language signal cultural fit?

Research-Driven Engineering Leadership • 19 implied HN points • 28 Aug 23
💼 Business Organizational Behavior
  1. Cultural fit is crucial in engineering teams, impacting performance and tenure. It's a continuous process that can change over time.
  2. Language can signal cultural fit in teams. Monitoring language changes can offer insights into potential issues with team dynamics.
  3. Using language as a tool, leaders can detect changes in cultural fit early. This can help in supporting team members better and retaining talent.

The fallacy of mission, vision and values

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 03 Oct 23
💼 Business Organizational Behavior
  1. Mission statements should provide clear direction but often don't help in day-to-day decisions. It's important to make them practical for true guidance.
  2. Vision is seen as a longer-term aspiration that provides motivation. But it needs to be clear so everyone knows what they are working towards.
  3. Values should guide behavior and decision-making within an organization. Instead of being vague, they should be specific and actionable to be effective.

More Corporate Power Plays

Logos • 19 implied HN points • 14 Aug 23
💼 Business Organizational Behavior
  1. To stand out at work, create a Substack and position yourself as a thought leader. Focus on having a catchy title and linking to respected sources to build credibility.
  2. Share weekly updates with your team that show you care and know what you're doing. Include personal touches and insights that make you relatable and approachable.
  3. When hiring, make it personal by saying 'I am hiring' instead of 'the company is hiring.' This shows you're in charge and allows you to express your values and the kind of team you want to build.

Sunday Letters - what, who, and why

Sunday Letters • 119 implied HN points • 03 Oct 21
💼 Business Organizational Behavior
  1. The Sunday Letters started as updates to a team but evolved into discussions on broader themes like leadership and innovation.
  2. They serve as reflections and pieces of advice that the writer wishes he had known earlier in his career.
  3. Writing these letters regularly helps the author stay attentive to patterns in leadership and fosters good conversations around ideas.

Manager or short order cook?

Sunday Letters • 59 implied HN points • 28 Aug 22
💼 Business Organizational Behavior
  1. Organizations often say they value things like quality, but they might not really mean it. It's important to see if they make real choices based on those values.
  2. If engineers are just completing tasks without context, it can hurt quality and user experience. This 'short order cook' approach can lead to many problems.
  3. When interviewing or leading, ask if engineers can delay releases for quality issues. It’s a good way to understand how much the organization cares about quality.

Decisions Before the Decision

DruGroup • 79 implied HN points • 23 Mar 22
💼 Business Organizational Behavior
  1. Before making a big decision, ask yourself five key questions: When do you need to decide, who should be involved, what are your options, where might your choices lead, and how will you respond to outcomes.
  2. Getting the right people in the room can help improve decision-making. Their different perspectives can highlight mistakes and open up better choices.
  3. Thinking through the potential results and responses to your decision can ensure you’re prepared for whatever happens next. It helps make the final choice clearer and gives you more confidence.

Culture as a Driver of Success (or Failure)

peoplefirstengineering • 14 implied HN points • 06 Feb 25
🎭️ Culture Organizational Behavior
  1. Workplace culture is complex and hard to define, but it affects how we feel and perform at work. Everyone experiences it differently based on their individual stories.
  2. Culture is built through the interactions of team members and can change over time. It’s not something that can be easily controlled or fixed with a simple solution.
  3. Everyone at work plays a role in shaping the culture. By being aware of our behaviors and choices, we can create a positive environment together.

Building a Lasting Organizational Influence (Feat. Wayne Schmidt)

DruGroup • 79 implied HN points • 20 Jul 21
💼 Business Organizational Behavior
  1. Organizations can have a lasting impact if they're built and managed well. Unlike ideas or people, organizations are resilient and can grow even when individual members come and go.
  2. Great leaders ensure continuity by preparing their organization for the future. This means recognizing and nurturing the leaders behind them and creating structures that last beyond their own involvement.
  3. It's important for leaders to balance their presence and absence strategically. Sometimes being there gives support, but not showing up can allow others to take the lead, which benefits the organization.

Academia vs Business

inexactscience • 19 implied HN points • 02 Mar 23
💼 Business Organizational Behavior
  1. Academia and business both use data to solve problems, but they focus on different aspects. In academia, getting the right answer is more important than how fast you get it.
  2. The speed-quality frontier shows that in academia, quality matters a lot, which means projects can take years. In business, speed is key, so decisions often get made quickly.
  3. Feedback loops are faster in business. Companies test ideas against real market data quickly, while in academia, feedback often comes later from peer reviews, slowing down the process.

Why Must You Pay Sales People Commissions?

Dan’s Substack • 2 HN points • 19 Apr 24
💼 Business Organizational Behavior
  1. Salespeople being paid commissions is a common practice, but it can lead to various recurring problems like high turnover and internal disputes.
  2. Research suggests that higher incentives, like commissions, can actually reduce performance in some cases, which is a counter-intuitive result.
  3. The debate over sales commissions reflects two different views of worker motivation: Theory X, where employees are seen as lazy and need external rewards, and Theory Y, where workers are viewed as self-motivated and thrive on autonomy.

TWH#48: OKRs Are Not OK

The Hagakure • 53 implied HN points • 02 Mar 23
💼 Business Organizational Behavior
  1. OKRs are commonly used in startups but often fail to work effectively due to misuse and lack of context.
  2. Senior leaders typically use OKRs for control and predictability, focusing on execution rather than learning and exploration.
  3. The VC-backed startup model emphasizes predictability and control over complex systems, which can hinder innovation and adaptive learning.

#30: Fear of failure

The Uncertainty Mindset (soon to become tbd) • 99 implied HN points • 27 May 20
💼 Business Organizational Behavior
  1. Fear of failure stops big companies from being creative and trying new things. They worry too much about losing their reputation.
  2. Innovation often leads to failure, but it is also essential for success. Big companies need to accept that some failure is part of the process.
  3. Leaders in large organizations know innovation is necessary but might hold back because they fear taking risks that could lead to failure. This can lead to less exciting results in their work.

Being in the details

The Engineering Manager • 11 implied HN points • 30 Nov 24
💼 Business Organizational Behavior
  1. Being involved in the details of your organization is crucial. It helps you make better decisions and keeps you accountable for your team's work.
  2. Good management means delegating responsibility but also staying accountable. You need to know what your team is doing and the progress of important projects.
  3. It's possible to be detail-oriented without micromanaging. Techniques like direct reports, regular deep dives, and collaborative work can help you stay engaged.

Why influence without authority is a vital skill for anyone

The Caring Techie Newsletter • 27 implied HN points • 10 Jan 24
💼 Business Organizational Behavior
  1. Influence without authority is a vital skill for everyone, from individual contributors to senior management.
  2. To get things done efficiently, you need to master the art of influencing without authority.
  3. Influencing without authority is essential for achieving career growth, turning ideas into reality, and building valuable relationships.

#17: Boris

The Uncertainty Mindset (soon to become tbd) • 99 implied HN points • 26 Feb 20
💼 Business Organizational Behavior
  1. In uncertain situations, traditional goal-setting doesn't work well because it assumes we can predict the right goals in advance. Instead, teams need a flexible approach that allows them to adapt to changing circumstances.
  2. The Boris method encourages teams to discuss trade-offs rather than focusing solely on specific goals. By understanding the limitations and constraints, team members can make better decisions and act more autonomously.
  3. When teams clarify what they can and can’t do through conversation, they become more effective. This practice fosters a deeper understanding of the resources available and helps everyone align their efforts toward innovation.