How to Use the Tools as a Vielance and Overbearing, Commanding Control Leadership

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The tools at can be used however you want them. And a they the usage is a manifestation of your value system. So if you want to use these tools as veilance and overbearing, command ing control leadership, then you can do it that way. I think for people who have the luxury and the privilege too to work where they want, they should work with leaders who anhe believe in empowerment and believe in transparency and purpose. They alin themselves with leaders who match their value systems....

0:56 Jason intros the show & talks about the impact the TWiST Slack has had on him
4:47 Jason intros Dan Pupius of Range
6:13 What is Range and why is it asynchronous & who types of companies is it made for?
10:48 What is the core feature of Range?
15:19 Dan's time at Google, working on Google+ & Google Buzz
21:16 Competing against Facebook's product velocity
24:28 Why did Google+ fail?
29:22 How adoption patterns & network effects played into Google+ not taking off like Facebook
36:57 How to use team communication tools & not come off as overbearing, dealing with unmotivated employees & creating environments that increase motivation
45:02 Burning Man, CyberPunk & more
47:47 Dan shares best practices on building culture as a remote team
52:15 Importance of maintaining "psychological safety" to optimize performance, holding colleagues accountable during high-pressure situations
58:37 Dan's experience developing Holacracy at Medium with Evan Williams
1:06:18 How experience & milestones affect leadership
1:09:21 Potential of "hybrid" remote/in-person offices after going back to work