Michael Pfister pfp
Michael Pfister
@pfista
Say you’re a new VP at a startup. Agree or disagree? https://twitter.com/atthatmatt/status/1586845835005808640?s=46&t=12_-YCMX7bHDTDJ-vouPHQ
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Varun Srinivasan pfp
Varun Srinivasan
@v
agree on changing something non-critical, but goal isn't to establish authority it's to establish trust by getting something done it has to be non-critical, but still useful to people
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Rio Akasaka pfp
Rio Akasaka
@rio
Somewhat disagree. I have so much more respect for a leader who understands that change is not a necessary ingredient for impact. I would rather a VP who says “I’m forming / have opinions but I’m here to learn what has worked and what hasn’t worked in the recent past”
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coachcoale.eth 🎩 pfp
coachcoale.eth 🎩
@coachcoale
Love the question. I’d coach the VP to have confidence in their ability to do to good work (like the e.g. of building trust through action), and to be honest, but not apologetic, if asked about it. Dishonesty erodes trust fast.
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Ben - [C/x] pfp
Ben - [C/x]
@benersing
Disagree with the tweeter’s take about a “show of strength” - sure manipulative tactics like that can work, but they’re sub-optimal. Best leaders I’ve worked for have focused on setting the tone for the type of culture they want from day 1. Often that entails a very visible and noticeable departure from prio
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Jordan Kutzer
@jk
Agree. Make change but also listen to the change. Show you’re willing to move fast and take action. Important for a culture. But also show you’re willing to be wrong by listening and tracking the change you made. If you’re wrong, use that as a win to show you’re more inclined to take action and not above being
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Giuliano Giacaglia pfp
Giuliano Giacaglia
@giu
Interesting. Never heard about it but will research this!
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Elad pfp
Elad
@el4d
Feels like a faulty focus; better to focus on delivering tangible value to your team and the business. If you're good at shipping, you'll balance shipping quick low hanging stuff and harder stuff at the same time
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Pete Horne pfp
Pete Horne
@horneps
To me leader at the top level doesn’t do anything except be the first among equals. If you get the team to that level, then you can be “free by 3” in a clear headspace to think strategically. If you’re not doing it - no one is. Because they have jobs to do.
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Paul Harshbarger pfp
Paul Harshbarger
@paulharshbarger
There’s a fine line between coming in trying to “assert dominance” and providing a needed change that proves you’re worth your salt
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Graham Siener pfp
Graham Siener
@gsiener
Could be powerful if it's something teams have been debating. Feels weird if it's a fairly prominent change (homepage) and it's based off your intuition vs experience. As a counter-example, implementing a new communication channel or introducing an internal policy/protocol change based on experience could be great
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Benjamin pfp
Benjamin
@benjamin
Lol. Vehemently disagree. Posturing is the purview of a dysfunctional organization. If that’s your number one concern when joining a startup there are bigger problems afoot. Role up your sleeves and start doing something meaningful.
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wuehler pfp
wuehler
@wu
It’s pretty risky to come in and change something when you don’t understand the context for why it’s done the way it’s done. There are usually valid reasons why that is so. Gain respect through understanding rather than exerting arbitrary change.
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