Designing processes and software to scale is expensive but necessary. I'll walk through why scaling by definition (basically always) leads to a loss of agility.

Getting past the euphemisms - this is what “performance management” looks like from the manager chair.

You don’t need permission to lead. You just need to look, sound, and act like a person others instinctively follow. Because, yes, we're all sheep.

Investments in operations should be at a minimal level that maintains the systems in an acceptable state forever. Poor operations are clearly bad news. But perfect operations are a waste of money.

The management job comes with interesting people challenges. Here are four I've run into more than a few times and what to do when they land in your lap.