"NO LONGER BEST IN THE WORLD"
UNEP's new Human Development Index includes a new (separate) index: Planetary pressures-adjusted HDI (PHDI). News in Norway is that its position drops from #1 to #16 because of this, while Ireland rises from #2 to #1.
Why?

https://t.co/aVraIEzRfh

1. The major problem most startups face is marketing and the ability to carve out a niche, find and retain paying customers.

Even with a stellar developer team and a stellar product, your startup may not grow or survive without a great marketing and sales teams.

2. Start growing your audience before you’ve a product or an idea.

You should start promoting yourself and building your audience before you have a finished product or even before you have a great idea that you want to build.

3. Don’t wait to start building your audience after you’ve launched a product.

Most first-time developers actually ignore marketing.

They’re oblivious to the challenge of attracting people to take a look at something they’ve created.

4. At least until they see their first project crash and burn within hours of the launch.

There are so many times that I have seen developers spend countless hours building something, releasing it with no fanfare...

5. and only then trying to figure out how to promote it by asking marketing questions on Indie Hackers, Quora or Hacker News. Don’t make that mistake.

1. I was walking in the woods yesterday and I had an epiphany. It wasn’t one I wanted to have. I was thinking about today’s class, where we are reading Kimmerer’s ‘Gathering Moss’. I’ve taught Braiding Sweetgrass in multiple classes every year since 2016. It’s eminently teachable

2. Both books are beautifully written. Students uniformly enjoy them as assigned reading. They do a great job communicating to non-Indigenous folks the contours of basic Indigenous relationships to more-than-human beings. They’re wildly popular with white readers.

3. I’ve found Braiding Sweetgrass to be a great entry point for non-Indigenous folks to Indigenous scholarship. But this is where yesterday’s epiphany comes in. Neither Braiding Sweetgrass or Gathering Moss tends to the deep deep lineages of Indigenous scholarship in Canada or US

4. As the popularity of ‘Braiding Sweetgrass’ has soared, I’ve seen more and more white folks wax on about ‘braiding knowledge’. But they often don’t know any of the lineages of these concepts beyond what is presented in this one book. They confidently run with this.

5. Kimmerer does a commendable job of weaving in her own experiences, her family stories+nods to some very important knowledge keepers who deserve to be celebrated for their work. But Braiding Sweetgrass does not tend to the citational politics Sara Ahmed & others teach us about

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.