Building Trust

“74% or 75% of the enterprises that they had spoken to, their biggest problem was reliability. That's also why they weren't comfortable deploying products to their end users or building customer facing products because they just weren't sure or they just weren't comfortable doing that and exposing their users to a bunch of these risks.”

“If you want to get your team to do good work, there's a million different paths to do that. If you want to get your team to do great work, there's no shortcut other than to have an extremely high-trust environment where people lean into their superpowers in a way that adds up to something greater than sum of its parts.”

“When you, as a leader signal a lot, I care about you, I care about your feelings, I care that you're disappointed, I care about your career, you are always going to be able to help people stay resilient in the face of setbacks and ultimately, do extra work, do the right work for you and be engaged in your company because you've spent the time and energy making sure they know that even when things are not going their way, they have an ally in you.”

“The thing that has led me to the places where I do my best work is a feeling of being at home, which is all about trust. Can I walk through and feel like these people are going to have my back, they're going to let me take risks, I'm going to enjoy spending time with them?”

“There was something around a small, tightly-knit senior team super focused on a problem. And the smallness means just like, less prior miscommunication, and then the tightly-knit means a lot more trust.”

“The motto my family has is just trust yourself. I really think so much of the success I've had was just having faith that I was making good decisions. You have to believe you, your eyes, ears and intellect have combined to give you a point of view that has intrinsic value and deserves your respect. Trusting yourself also includes taking risks because you trust that you can deal with what happens when the risks don't pay out.”

“I can get up and say, probably no secret to most of you, that's the third month in a row we've lost share. And man, I wish I could stand up here and tell you I know exactly what's happening and I know exactly what we should do about it, but I don't, and I have never needed you all more. Now, who would you rather follow?”

“We always do a public postmortem if something happens or goes wrong. 'Yeah, that was bad. Here's what happened, here's the technical reason, here's how we fixed it.' We promoted it and took full accountability. We always choose to make those choices when they're hard.”