Ask About the Last Person Who Left the Role
The story of your predecessor in the role often tells you exactly what to expect if you take it.
5
Decisions
Most decisions are reversible, and treating them as final is what makes them paralyzing. These advices cover deciding faster on small things, slowing down on the few that truly matter, and making peace with the fact that no choice comes with a guarantee.
Ask for Time Before Accepting an Offer — Urgency Is Often Artificial
A good offer will still be good in two days -- take the time to make a decision you won't regret.
6
The Jump from Individual Contributor to Manager Is a Career Change, Not a Promotion
Management requires an entirely different skill set — treat it as a new career, not just the next rung on the ladder.
5
You Don't Have to Become a Manager to Grow — The Expert Track Is Real
You can grow in seniority, influence, and compensation without ever managing a single person.
6
The Person Who Clarifies the Problem Becomes the Most Valuable in the Room
The ability to define the problem clearly is often more valuable than having the answer.
12
Never Accept the First Offer — There Is Almost Always Room to Negotiate
The first offer is a starting point, not a ceiling — treat it as the beginning of a professional conversation.
5
Know Your Market Rate Before Any Salary Conversation
Data-backed salary expectations turn an emotional conversation into a factual one.
11
Negotiate Benefits, Not Just Salary — PTO, Remote Days, and Learning Budgets Add Up
Benefits are often easier to negotiate than salary and can add significant value to your total compensation.
21
Don't Share Your Current Salary — It Anchors the Conversation Against You
Your current salary has nothing to do with your market value — do not let it set the ceiling for your next offer.
5
Before Starting, Imagine This Already Failed — Then Ask Why
Assume the project has already failed and work backwards to find the blind spots optimism hides.
20
Before You Decide, Define What "Good" Looks Like
Define your success criteria before you start — it turns vague aspiration into a concrete finish line.
5
Ask What Problem This Solution Creates
Every solution creates new problems — the key is identifying the trade-offs before you commit.
8
Make Reversible Choices Quickly, Irreversible Ones Slowly
Most decisions are reversible and don't need agonizing — save your careful deliberation for the rare ones that aren't.
5
Don't Let Urgency Pretend to Be Importance
Urgent tasks demand attention but rarely matter most — the truly important things almost never feel urgent.
7
A Bad Process Can Produce a Good Outcome — That Doesn't Make It a Good Process
Judge decisions by their process, not their outcome — luck is not a strategy.
20
Use a Postmortem Without Blame
After failure, ask what went wrong in the system — blame shuts down learning, curiosity opens it up.
12
Never Make Important Decisions Late at Night
Your late-night self has impaired judgment — sleep on important decisions.
6
Follow the Incentives and You'll Predict the Behavior
To understand behavior, look at incentives, not stated values — people respond to what they are rewarded for.
5