I like that a lot of it was rooted in the fact that you're part of a team and then it grows. And then there's new requirements and you have the same people or sometimes teams emerge. My question is when you do these sorts of conversations with people, do you find that they do know what they want for the future of their career? I never have myself. But generally speaking, I have learned from a bunch of really good coaches on how to derive motivators.
https://fellow.app/supermanagers/jon-fasoli-mailchimp-is-what-youre-doing-what-you-should-be-doing-absolute-vs-relative-decisions/
Is what you are doing what you should be doing?
In episode #141, Jon differentiates between absolute versus relative decisions and how to bring new ideas to life.
Jon Fasoli is the Chief Product, Design & Data Officer at Mailchimp. Before his current role with Mailchimp, Jon was Intuit’s Small Business Segment leader, where he spent the last 15+ years building software for small business owners.Jon shares the "build method," which categorizes decisions as big, medium, or small, allowing for like-for-like comparisons and leading to fast, real decision-making.
He also talks about allocating time for new projects, including the use of horizon frameworks to set common metrics and prioritize projects.
Tune in to hear all about Jon’s leadership journey and the lessons learned along the way!
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