Most managers at startups don't start out as managers.
You joined a startup when it was tiny and became one of its earliest, most valuable members. Now, that startup is not that tiny. Somewhere along the way, you found yourself responsible for the output of other people’s work.
Congratulations! You're now a manager.
But then ... you realise that management is difficult.
Most management books aren't written for people in startups. (Most management books are also stupid, but that's besides the point).
When you're in a startup, you're working in an environment where things are always breaking, where you never have enough resources, and where managers won't have much time to improve.
Sound familiar? Then MFS is for you.
Let's get started:
Keep Your People is a book about employee retention, written with the startup manager in mind. Read it, and never fear losing a subordinate again!
I'm really happy to announce that the Keep Your People — The Startup Manager's Guide to Retention is available for purchase today.
Jeff Bezos popularised the concept of 'disagree and commit'. But what do you do when your boss decides to do something that your entire team disagrees with, and you have to do it anyway?
Part of being the manager is protecting your team from the randomness of your organisation. But this begs an important question: how much should you tell them? How much should you keep from them? In this post, we find out.
Say you're new to a team, and you need to build up your toolbox of leading indicators as manager. One trick you have available to you is to watch your boss — because the likelihood is high that they're better at it than you are.
An overview of my newly launch book Keep Your People, and an apology for not updating MFS for so long.
We look at techniques, drawn from the US Army, that help us to give better, clearer instructions.
When we judge people, it's important to resist the first narrative our brains generate. Here's why.