My areas for growth

Mentors and develops teammates for their growthFosters high performance teamworkManages feelings of self and others during conflictClearly communicates purpose and visionBalances internal resources effectively

I have been a strong individual performer in the past and have been looked to as a leader there. Our greatest strengths are always our greatest weaknesses. In this case, my performance as an IC has meant I haven't needed to depend on people in order to achieve my goals in ways some others have, and I haven't spent as much time developing those collaboration and mentorship skills that I believe will help to make me a better leader.

The best environment for me is:

time for deep work in the AMspace for deep work in the PMback to back meetingsno swiss cheese calendarlots of in person collab

Things that deeply motivate me…

Making money💰Helping others ❤️Work to make the 🌎 a better placeBeing my most authentic self 🎨Learning as much as I can 🤓

How I stand out

Creates warm, caring relationships with teammatesStays true to own values with integrityInvests and is interested in personal and professional growthMakes decisions promptly, even with uncertaintyWilling to openly have difficult conversations

I think it's incredibly important that we enjoy our work and the people we work with. Of course, while it can't always be the case, that is a first principle that drives my actions. Some first principles of mine (and their consequences -- in the neutral sense): - Our integrity is the only thing we have that nobody can take away from us. It is incredibly important, and I will sometimes make decisions that appear to not be the best financial decision because of the importance of my personal integrity or brand integrity. In the past it has meant foregoing a lawsuit, or letting someone go early but giving a better severance/payout than necessary (two quick examples). - I hold myself and others to a very high standard, and challenge myself and those around me to strive to be great at what they do. Sometimes that drive causes me to think and react too quickly. I have been told by a close advisor that sometimes that causes me to "lead with the mission first" rather than "lead with the people first." I recognize it is a double-edged sword, and in my darkest times it has even caused me to question whether or not I would make a better IC than manager of people. I have come to the conclusion that we all live on a gamut in between focusing on getting things done and focusing on taking care of people, and that we don't live there statically. - We should always strive to be learning. I lean into people who are curious and have an insatiable desire to learn. This curiosity, I think, keeps us young and at an appropriate level of humility. I try my best to surround myself with people who uphold this mindset. I understand there is value to having people who are "comfortable" in a certain area, as well, though I do not think I am the best person to manage those kinds of people. - Always try the hard path. Have the difficult conversation. Do it with empathy, but don't avoid it. Sure, there are days we need more rest and fewer challenges. If today is one of those days, that's okay.

My Candor Graph

What does this graph mean?