Claire Hughes Johnson: commitment

Transcript context

…Yeah. Actually, it's exactly... And I mentioned in my book, Gokul's SPADE Framework, which you can look up. He has a coda on it. But actually, it's the same thing that I said about meetings, which is making it very explicit, that there is a decision to be made, who is making the decision, the criteria by which the decision's going to be made, who will be informed. There's all these models. There's racy and radar, and there's a million different decision models. Just pick one, make it explicit, explain that's what's happening, and get people through it. Follow the model and do it. And by the way, you can always have an asterisk, which is if we want to revisit this decision, this is what we do. But I think too many teams get paralyzed because they're afraid, like, well, maybe they're not the decision maker, or maybe... When I say to people at Stripe in our onboarding, I used to run a session, I was like, if you're not sure who the decision maker is, one, it's probably you, and I'd rather you act that way than not because you're going to slow the whole company down. But really, I think the other thing is, in the book, I talk about this framework that Bezos uses, type one, type two decisions. Is it high impact? Is it irreversible? Is it not? Really evaluate, what kind of decision is this? How hard is it? And then follow a process and get it done. And don't forget to actually make a decision. And if you don't know who the decision maker is and you're worried it's not you, just ask. Don't get stuck. Too many people get stuck, and it makes your work terrible, right? What do we all care about? Progress, impact, momentum. If anything I would say about advice to people generally is be a force for positive momentum, and it will be actually a real career maker. I love that. Maybe we'll make that the title of this interview. With that, Claire, I know you have to run. Anyone listening, you got to buy this book. Like I've said at the beginning, if you like my newsletter, it's exactly my newsletter, but as a book about operations.…

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