My dad led an organization of over 300,000 employees.

When I took on my biggest marketing & events team to date (35 employees) I asked him how the *heck* he did it. Here's what he said and what helped me every day. 🧵

Remember you're leading all the employees under you, but you're not *managing* them all. You're managing your direct reports, which should be 5-7 individuals max. Focus on them.
When you interact with the employees you don't manage directly, get to know them as people first, that'll be the most valuable information in leading them. Remembering everything you learn about them is hard, but doing so will make you a superhero.
If you're not going to empower the managers under you, why do you have them? If you see room for improvement, let the manager know and let them make the change on their teams and come to you with questions/concerns. This will save you SO much time.
If you're the smartest person in any room - you're doing it wrong. As a leader, your job is bringing together the best people to get the job done - your skillset is identifying those people, not being one of them.
The quickest way to build loyalty with those you lead is to take all of the blame and none of the credit. Publicly share what you could have done to prevent mistakes made by your team. Privately, help them learn from those mistakes. Loudly promote their individual success.
Get rid of "I" and "you" in your vocabulary and replace it with "We" as often as possible. This is one of the easiest tactics that has an incredible impact on how people view themselves as part of a team.
You *will* have to make decisions that are unfair and you *will* have to communicate decisions you disagree with. Guaranteed. The sooner you accept that and expect it, the better you'll deal with it when the time comes.
What would you add? Or if you haven’t managed or been in a leadership position yet, what questions do you have?

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This is a pretty valiant attempt to defend the "Feminist Glaciology" article, which says conventional wisdom is wrong, and this is a solid piece of scholarship. I'll beg to differ, because I think Jeffery, here, is confusing scholarship with "saying things that seem right".

The article is, at heart, deeply weird, even essentialist. Here, for example, is the claim that proposing climate engineering is a "man" thing. Also a "man" thing: attempting to get distance from a topic, approaching it in a disinterested fashion.

Also a "man" thing—physical courage. (I guess, not quite: physical courage "co-constitutes" masculinist glaciology along with nationalism and colonialism.)

There's criticism of a New York Times article that talks about glaciology adventures, which makes a similar point.

At the heart of this chunk is the claim that glaciology excludes women because of a narrative of scientific objectivity and physical adventure. This is a strong claim! It's not enough to say, hey, sure, sounds good. Is it true?
🌺महाकाल मंदिर ,दार्जिलिंग एक अनोखा मंदिर है, यहां एक साथ विराजते हैं भगवान शिव और गौतम बुद्ध🌺

दार्जिलिंग में वेधशाला पहाड़ी के ऊपर प्राकृतिक प्राचीन शिवलिंग है। इस स्थान का पता तब लगा जब यहां पर लामा दोरजे रिनजिंग 1765 में दोर्जे-लिंग मठ बनवा रहे थे।

इसके बाद यहां के महत्व को देखते हुए लामा द्वारा 1782 में मंदिर का निर्माण कराया गया था।

भारत में मंदिरों की अनगिनत श्रृंखलाएं हैं। जो अपने रहस्‍यों या फिर अद्भुत इतिहास के चलते पूरे विश्‍व में जाने जाते हैं।

इन मंदिरों में कभी पंरपराओं के जरिए मानव सभ्‍यता को संभालने के संदेश मिलते हैं तो कभी अनेकता में एकता का सूत्र देखने और सुनने को मिलता है। ऐसा ही मंदिर है दार्जीलिंग की वादियों में। जहां दो धर्म एक साथ पूजे जाते हैं। वह भी अलग-अलग स्‍थानों की बजाए एक ही स्‍थान पर।

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I like this heuristic, and have a few which are similar in intent to it:

Hiring efficiency:

How long does it take, measured from initial expression of interest through offer of employment signed, for a typical candidate cold inbounding to the company?

What is the *theoretical minimum* for *any* candidate?

How long does it take, as a developer newly hired at the company:

* To get a fully credentialed machine issued to you
* To get a fully functional development environment on that machine which could push code to production immediately
* To solo ship one material quanta of work

How long does it take, from first idea floated to "It's on the Internet", to create a piece of marketing collateral.

(For bonus points: break down by ambitiousness / form factor.)

How many people have to say yes to do something which is clearly worth doing which costs $5,000 / $15,000 / $250,000 and has never been done before.