The Management Framework that Propelled LinkedIn to a $20 Billion Company

Jeff Weiner led LinkedIn through a blockbuster IPO to a current market capitalization of over $20 billion. After the IPO, he’s come out the other side with several incredible management lessons involving the focus on values, compassion, and leadership around unified goals. While most companies dismiss these concepts easily as somehow stale or separate from the work they need to get done day to day, Weiner has implemented them as cornerstones of his leadership philosophy and management model.

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Written for and published by First Round Review

Something Weird Happens To Companies When They Hit 150 People

There is a cognitive limit to the number of people with whom one can maintain stable social relationships. This limit has suggested to be 150 and is known as “Dunbar’s Number” named after the British anthropologist Robin Dunbar. Dunbar’s research implies that for a group to sustain itself at the size of 150 requires significantly more effort that must be spent on the core socialization to keep the group functioning.

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Written by Kevin J. Delaney, published on Quartz

What I Hear When You Tell Me Your Company Doesn’t Do Meetings

Getting rid of meetings is not a management revolution. Meetings  are discussions between colleagues about the work to be done and the reasons for doing it . They are important. But just because they’re important doesn’t mean they organize themselves.

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Written by Jonathan Nightingale, published on Medium

Tough Lessons Learned on Giving and Receiving Feedback

In this article outlines why feedback is not only needed as a vital process in a company but a true act of kindness towards team members. It shares some of the methods Leo Widrich, co-founder of Buffer, learned for giving and receiving feedback.

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Written by Leo Widrich, published by Buffer Open

What’s Going On With Employee Empowerment?

Even the largest, most hierarchical organizations, like the military and global multinationals, are seeing the need to create practices of empowerment and distributed decision making that will keep the company nimble and innovating, and make the organization more resilient. Whether this ultimately gets to a “bossless” state of self-management for most companies is unlikely, but there is mounting evidence that the movement towards greater empowerment is both necessary and inevitable.

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Written Edwin Jansen, published on Medium

The No Excuses Culture

This article is outlining a way to build a department that can be counted on to deliver by establishing a “No excuses” culture.

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Written by Steve Blank, published on thinkgrowth

Aaron Dignan: Digital Isn’t Software, It’s A Mindset

Aaron Dignan talks through how companies can have the right mindset to thrive in the future: It’s good to have a purpose, a process to support it, the right people, and (most importantly) these need to combined to make products that serve a community larger than any employee or organization.

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Watch 53 min video, published by 99U

Why The Command-And-Control Mindset Is Killing Your Company

The era in which the command-and-control approach would bring you immense success have long gone. Instead, there’s a strong need to adapt as fast as possible to increasingly complex working conditions. Efficiency has to make place for engagement and adaptability.

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Written and published by Corporate Rebels

Engineering A Culture Of Psychological Safety

Being thoughtless about people’s feelings and experiences can shut them down. Where this is the case for a longer period of time, the people on the team will feel unsafe. Unsafe teams can deliver for short periods of time, provided they can focus on goals and ignore interpersonal problems. But eventually, unsafe teams will break or underperform drastically because people can’t introduce change. Learn in this article how to build psychological safety into teams for more engagement and sustained performance.

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Written by John Looney, published on Inside Intercom blog

Engineering A Culture Of Psychological Safety

Being thoughtless about people’s feelings and experiences can shut them down. When this is the case continuously people will feel emotionally unsafe. Unsafe teams can deliver for short periods of time, provided they can focus on goals and ignore interpersonal problems. But eventually, unsafe teams will break or underperform drastically because people can’t introduce change. Learn in this article how to build psychological safety into teams for higher engagement and sustained performance.

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Written by John Looney, published on Inside Intercom blog