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Communication4 steps

Exponential Feedback via the Competency Lens

Give feedback on root-cause behaviors, not surface symptoms, so it compounds — use a competency rubric as the diagnostic lens.

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Productivity5 steps

Frontier of Understanding (Goal by Risk Type)

Before committing to an outcome goal, set the goal at the true edge of what your team knows — understanding, dependency, execution, or strategic risk.

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Leadership5 steps

Hire the Deputy, Not the VP

Hire two gritty early-stage sellers from an analogous company, not a professionally rich VP.

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Entrepreneurship4 steps

Latency Over Velocity: Conviction-Based Startup Decisions

A startup's edge isn't speed — it's a tight turning radius; swap experiment-driven decisions for informed conviction.

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Leadership4 steps

Scalable Leadership vs. Selective Micromanagement

When you lack confidence in your team's direction, don't go hands-off — micromanage tactically and temporarily to get them back on track.

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Leadership4 steps

The 12 Product Management Competencies

Map every PM skill into four areas — execution, customer insight, product strategy, influence — and 12 competencies that hold from APM to CPO.

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Leadership5 steps

The Ambiguity Navigation Rubric

Score behavioural answers on three axes: did they impose structure, seek inputs, and define milestones?

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Communication5 steps

The Compelled Test (Storytelling as Product Signal)

After they describe a big problem, measure your own reaction — do you feel compelled to go work on it?

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Self-Mastery6 steps

The Constrained Self-Awareness Probe

Remove the humble answer, borrow someone else's eyes, or jump three years forward — self-awareness can't hide.

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Sales5 steps

The Consultant With a Predilection

Be a consultant who favours one solution: yours. Disqualify hard, let discovery persuade.

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Leadership4 steps

The First Performance Review Reference Call

Ask a cherry-picked referee what feedback you'll give the candidate at their first review — they can't dodge it.

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Leadership6 steps

The Hardest Thing Test (Calibrating Difficulty and Agency)

Ask what's the hardest thing they've ever done, then extract their difficulty bar and how much agency they had.

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Leadership4 steps

The Hogwash Question (Breaking the Interview Mindset)

Ask what conventional wisdom is inaccurate — it's unanswerable without genuine opinion, so it exposes authenticity.

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Mindset4 steps

The Introspection Probe (Decoupling Decisions from Outcomes)

Ask for a win that worked for the wrong reason, or a good call that failed — outcome-blind introspection tests.

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Leadership5 steps

The Leading-Indicator Ramp Scorecard

Judge a new seller each month on the indicator due that month, not on bookings.

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Strategy5 steps

The Product Strategy Stack

Separate mission, strategy, product strategy, roadmap, and goals into five layers you can define top-down and debug bottom-up.

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Leadership5 steps

The Proudest Work Question (Taste Triangulation)

Ask what work they're proudest of and why — it exposes taste, standards, motivation, and where their gravity pulls.

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Sales5 steps

The Sales Motion as Source Code

Treat the pitch like a codebase: run cohorts of 10, patch the bug the prospect found, redeploy.

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Sales5 steps

The Second-Date Funnel

Win rate is a lagging indicator. Manage the meeting-to-meeting conversions like dates.

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Sales6 steps

The Selling While Loop

Sell it yourself until it reliably runs on your local, then package it and ship it to other brains.

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Communication3 steps

The Strategy-Isn't-Done-Without-Wireframes Rule

Treat a strategy doc like a house blueprint: it isn't complete until wireframes show what the product looks like when the strategy is built.

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Leadership6 steps

The Teleportation Device Test (Finding the Important Question)

Cap a candidate to two questions on a fictional problem to reveal whether they can find the decision-driving question.

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Leadership5 steps

The Written Screen Job Simulation

Send a shared doc of a dozen easy questions. Half the candidates disqualify themselves.

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Communication5 steps

Turbo Rapport and Sales Scales

Sales is a set of drills, not a birthright — practise your scales on baristas and bartenders.

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