My thoughts about what goal-setting frameworks evolved as a result. You can see all the details, along with some ways to avoid this pitfalls, here: open.substack.com/pub/ceehart...

Many leaders flinch when considering having a difficult conversation. While this can avoid short-term pain, it works against their – and employees – long-term interest. It happens with comp conversations, and others too. As a result, employees aren't aligned with business goals.

Avoiding communicating about goals and progress often isn't a symptom of laziness but a reflexive reaction to avoid admitting a problem or explaining a change in direction. If you feel like "mailing it in" when talking about goals, take a deeper look at why.

The unpleasant truth is that working on and committing to goals is more uncomfortable than working on systems and processes. They are the knowledge work equivalent of spending hours analyzing what new running shoes to buy instead of just going for a run.

Thanks!

How many subs did you have when you moved? Did you feel like you the network effect on Substack was real / worth it when you were there?

At my last company we found we needed to benchmark released models regularly just to detect when there were changes in performance (availability, speed, accuracy, consistency). Just because they call it the same model doesn't mean it behaves the same day-to-day! (And use them on new models too)

When you’re choosing who to go into business with, character matters more than any other attribute.

From my latest essay: www.chris-hart.com/p/when-decep...

Focused on new businesses that have unique data or distribution advantages. Recently shut down an applied AI, B2B SaaS business where we had raised >$2M - the world changed quickly around us: substack.com/home/post/p-....

thanks!