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When figuring out what to do, start with the problem.
These are the heuristics that I use for professional networking. I think I'm a pretty good networker, but not any sort of natural networking savant – I've just been able to find good results by following a few easy habits. Networking is kind of like working out. It's easy to get started, and a relatively small amount of effort gives you...
One of the best ways to build executive presence is for other executives to obviously care about what you have to say. This time, we're going to dive into the behaviors that earn respect from other executives – the traits that help make them allies, and that prevent them from resenting you or taking you for granted
Changing behavior once you’ve given notice always makes you look bad.
To set an effective strategy, you need to orient yourself in regards to your company's strategic landscape – where the opportunities lie, where there are gotchas in your market, how the dynamics are likely to evolve. Here are the questions that I try to make sure I'm always able to answer before setting SaaS product or business strategy.
Here's a framework for how I think about bucketing challenges into different categories, each with its own approach for solving them: Harvesting, fishing, and panning for gold.
Standardizing things feels productive, like cleaning up a messy room, and is a go-to move for leaders when they don't know exactly what to do next.
Fights between a manager and report can be some of the most stressful experiences in life.
When it comes to career growth, managers and companies often make the mistake of trying to focus on everyone, all at the same time.
Best practices for building a company are passed from person to person like ancient tribal knowledge of which plants in the forest are edible. Here's a list of best practices that should be more universally understood.
The first rule of managing high performers is that you must manage them.
Supporting multiple platforms can be a repetitive and boring problem, or a fun challenge.
Scaling up a startup – rapidly growing from say $2M to $200M ARR – is an exciting and challenging journey. From what I've seen, there are a few traits that disproportionately lead to startup scaling success.
The topic of how to communicate top-down decisions that you disagree with is an important one. It’s important because it is universal, it’s bad if you get it wrong, and it often means the kind of mature process that differentiates good and bad leaders.
Across all of the reading I've done over the years, I've come across a few pieces of advice that I haven't been able to get out of my head. These slices of wisdom have been immensely helpful to me and I wanted to share them both so that others can benefit.
Have one main focus and keep it that way.
My personal favorite reading materials that have helped me think about leadership, management, and technology.
Hiring big-company experienced executives to your startup is hard but important. Here are our thoughts on why it's challenging, what to look for, what to watch out for, and what actions to take.
Hiring big-company experienced executives to your startup is hard but important. Here are our thoughts on why it's challenging, what to look for, what to watch out for, and what actions to take.
Most teams break in very similar ways. And, even more luckily, most teams can be fixed in similar ways. So, let’s talk about diagnosing and fixing the most broken of teams.
Performance reviews matter a lot. In this post we’ll aim to explain why they matter, and give options to trim down your process.
I had many negative misconceptions about sales teams before working in SaaS. After years as an engineer and product manager, high-skills sales reps are one of the groups whom I respect the most. This is what I wish that someone had told me about sales before I began working in tech – an introduction to the person selling your product.