I later learnt that NPS was intentionally kept as every team’s shared metric. This reflected the fact that quality of user experience is, at the end of the day, every team’s concern - even if the dots to linked incentives didn’t seem obvious.
one of the tougher challenges in being an entrepreneur/manager is imparting an appropriate sense of urgency to colleagues & collaborators.
what is urgent, what is important, and what’s the right sequence of priorities at any given point changes from context to context (for individuals, teams, counterparts). Yes, there are umpteen tools & frameworks to enable mapping out tasks, but at many levels these choices are filled with ambiguity.
great teams get this right, andit’s not just the responsibility of the leader to make these trade-offs; done right this is a collective process that is driven by external inputs as much as internal goals & desires.
there are no right answers, but here are some of my thoughts on what could work:
- Cadence of communication — teams that communicate with a predictable cadence end up having a greater sense of “what and why” to build/execute towards.
- Articulation of first…
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