If You Want to Build a Ship…
Many leaders view their job as creating thrust behind the organization (read: "sense of urgency"). I don't see it that way.
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Many leaders view their job as creating thrust behind the organization (read: "sense of urgency"). I don't see it that way.
Posted by Will Sansbury
Every leader should prioritize the power of language in their interactions. Using phrases that convey vulnerability, openness, and empathy can transform a team's culture.
Posted by Will Sansbury
Even in the face of disheartening transformations, the connections forged and the values instilled continue to ripple through time, reminding us that our legacies are built in the space between human beings.
Posted by Will Sansbury
Great leaders know when to embrace uncertainty outside their teams but prioritize creating clear paths and shared goals within, ensuring everyone moves forward together.
Posted by Will Sansbury
Leadership is built on beliefs, lessons, and experiences—big and small—that shape how we guide others. Here’s a collection of truths I hold about leading people, from embracing imperfection to cultivating clarity, empathy, and courage.
Posted by Will Sansbury
People's names matter, and it's worth taking the time to get them right.
Posted by Will Sansbury
Declaring calendar bankruptcy every now and then is a good thing.
Posted by Will Sansbury
Buying our first house was a dream come true, but it quickly turned into a costly lesson about ignoring problems. What we thought was an insurmountable expense turned out to be a simple solution, teaching me the importance of recognizing and challenging limiting beliefs.
Posted by Will Sansbury
When my son gamed our potty-training system to maximize cartoons, I realized something: measuring the wrong thing drives the wrong behavior. The same is true in software development—if we focus solely on output, we risk missing the outcomes that truly matter.
Posted by Will Sansbury
While most people settle for the first workable solution, designers dig deeper, exploring a multitude of ideas and embracing risk. This is their superpower.
Posted by Will Sansbury
The tension between designers, developers, and product managers often feels like a struggle for dominance—but what if that tension is the key to building great products?
Posted by Will Sansbury
Many leaders view their job as creating thrust behind the organization (read: "sense of urgency"). I don't see it that way.
My job as a leader is to set a destination, provide tools, smooth as much of the road ahead as possible, and steer when necessary.
Thrust comes from deeper in the organization and is a byproduct of people being excited about where the organization is going. When people yearn to go somewhere, they will find the fastest route.
If you want to build a ship, don’t drum up the people to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.
— Antoine de Saint Exupéry (paraphrased from his book “Citadelle”)
One of the things I think I’m pretty good at is hiring. I fill roles faster than the average leader, my hires stick around for the long haul, and they’re often cited as top...
❝I don’t know.❞Leaders can be seduced into thinking we have to have the answers all the time, but we don’t. We can’t. By exposing a little vulnerability, this...