Forest have been in fine form this season and recently beat Wolves 3-0 to make it six wins in a row, drawing them level with second-placed ทางเข้า UFABET สำหรับสมาชิกใหม่ สมัครวันนี้ รับโบนัสฟรี Arsenal and six points behind leaders Liverpool, with their next league match coming at home to the Reds.

Gibbs-White, who scored the opening goal of the game, said: “Tonight was a tough game. We had a game plan and didn’t stray from it. They caused us problems in the first half but we stuck to the game plan and knew what we had to do. We got the job done.”

“Credit to Matz Sels and Murillo they kept us in it in the first half. When we had chances we took them and that has been the difference with us this season. 

“We’ve been clinical when we needed to be. We got the job done. We’re really good at managing games now and credit to the boys. We are deservedly in the position we are in.”

The ‘Foresters’, who have won the European Cup twice in 1979 and 1980, have a very good chance of qualifying for Europe’s top trophy again, which they have not played since the rebranding of the UEFA Champions League.

“It would be amazing. Some of the fans have experienced it twice (when we won the title). To be able to give them another chance is something we really need as a club.”

“The owner believes in us, we believe in ourselves. We just have to take it game by game and not be too confident. We have to be calm and humble.”

The post Gibbs-White dreams of leading the Foresters to the Champions League. appeared first on acasadisimi-food.

Helmut Newton, Self-portrait in Yva’s studio, Berlin, 1936, copyright Helmut Newton Foundation

Dal 1936 al 1938 Helmut Newton si formò con la leggendaria fotografa Yva a Berlino-Charlottenburg, per poi farsi strada nei tre generi che lo hanno reso famoso in tutto il mondo: moda, ritratto e nudo. Dopo aver lavorato a Singapore e Melbourne, la carriera di Newton decollò a Parigi nei primi anni ’60, periodo durante il quale tornò spesso a Berlino per servizi fotografici di moda su riviste come Constanze, Adam e Vogue Europe. Nella mostra si possono ammirare le modelle di Newton che posano alla Porta di Brandeburgo prima della costruzione del Muro di Berlino nel 1961. 

Helmut Newton, Mode an der ehemaligen Mauer, Zeit-Magazin, Berlin 1990, copyright Helmut Newton Foundation

Nel 1963 produsse Mata Hari Spy Story, una serie di moda con Brigitte Schilling incentrata sul Muro di Berlino, suscitando molto scalpore. Nel 1979, la rivista tedesca Vogue, appena rilanciata, incaricò Newton di ripercorrere la sua infanzia e giovinezza a Berlino Ovest, visualizzando le tendenze della moda del momento. Il risultato fu un portfolio di più pagine intitolato Berlino, Berlino!, che ha ispirato il nome di questa mostra anniversario. Tra le sue collaborazioni successive: Condé Nast Traveler (1987), Zeit magazine (1990), Männer Vogue (1991) e Süddeutsche Zeitung magazine (2001). 

Il Muro di Berlino emerge come motivo ricorrente in tutta la mostra. Dodici fogli di fotografie trovate dalle guardie di frontiera della Germania Est, curate e commentate da Arwed Messmer e Annett Gröschner, offrono uno sguardo dettagliato sul Muro a metà degli anni ’60. E riemerge anche in altre immagini, che riflettono la città divisa al di là di luoghi famosi come la Porta di Brandeburgo o il Reichstag, catturando collettivamente il mito di Berlino e la sua rappresentazione. La mostra promuove un dialogo coinvolgente tra progetti influenti che hanno segnato la storia della fotografia e del cinema: la serie Inter Esse di Maria Sewcz è accostata alla Waffenruhe di Michael Schmidt e ai fotogrammi del film Wim Wenders Wings of Desire. In particolare, tutte queste opere risalgono alla fine degli anni Ottanta, prima della caduta del Muro di Berlino.

YVA, Strümpfe, Berlin, um 1935, Courtesy Privatsammlung Berlin

Le altre sale espositive ricontestualizzano le immagini iconiche e meno conosciute di Newton della Berlino dagli anni ’30 agli anni 2000, attraverso un centinaio fotografie, tra cui anche quelle di colleghi fotografi e registi. La mostra presenta opere di Helmut Newton, Yevgeny Chaldei, Arno Fischer, Thomas Florschuetz, Will McBride, Hein Gorny, Barbara Klemm, F.C. Gundlach, Harf Zimmermann, Arwed Messmer/Annett Gröschner, Michael Schmidt, Maria Sewcz, Wim Wenders, Ulrich Wüst, Yva, Günter Zint al Museum für Fotografie (Museo della Fotografia). La mostra è completata da una pubblicazione TASCHEN sulla fotografia berlinese di Helmut Newton.

Berlin, Berlin. 20 years of the Helmut Newton Foundation

Helmut Newton Foundation
Jebenstraße 2
10623 Berlin

Fino al 16 febbraio 2025

Photo Cover Helmut Newton, Berlin, Berlin!, German Vogue, Berlin 1979, copyright Helmut Newton Foundation

L’articolo Helmut Newton Foundation celebra i 20 anni di attività con la mostra Berlin, Berlin! proviene da Isabella Radaelli.

The Red Devils beat Newcastle 3-2 at home in the Premier League on Wednesday. Manchester United are now in 8th place with 57 points. But their chances of qualifying for Europe are difficult because their goal difference is very low. UFABET 

“It is always good to win each game. It was also important to win the last game at Old Trafford of the season. The fans deserve it because they have had tough times and have always been there for us.” ten Hag the Dutchman told FC. BBC

“We are all here together, we want to give back to the fans.

“Wonderful, great goal. But it was a team effort that allowed us to score. However, I am always happy when young players show great improvement. and scored great goals

“Newcastle are very physical. And you have to be at that level but you have to play football at the same time. We found a good balance in that area.

“I still don’t think about it. (FA Cup Final) First of all we have the final away game against Brighton (Premier League). Which is important for the standings. We do not control the situation but must complete our own work.”

The post Ten Hag happy with young Red Devils players scoring goals. appeared first on acasadisimi-food.

The Blue Lions defeated Brighton 2-1 in the Premier League last Wednesday. Now the famous team from London has increased to 60 points. Seizing the opportunity to go to European football in their hands before playing their final game.UFABET 

“The way we played, against a team as good as Brighton. It was a credit to the players. I’m very happy and the three points put us in a good position in the table going into the final game against Bournemouth for a chance to play in Europe.

“Brighton are a very good team and it’s always difficult to come here to play.

“We are gradually improving our performances and our results. We have talked about patience and when you build something you need time. But for a big team it seems like an excuse. We keep working and look on the bright side. To finish on the right track would be good for the club.

“It’s not my decision (asked about VAR’s use next season). We are in an era of technology and for me it’s not about use or reject, yes or no. It’s about developing the way we use it.”Pochettino

The post Pochettino OK with win and chance to go to Europe. appeared first on acasadisimi-food.

The Red Devils beat Newcastle 3-2 at home in the Premier League on Wednesday. Manchester United are now in 8th place with 57 points, but UFABET  chances of qualifying for Europe are difficult because their goal difference is very low.

After the game, the English media did not miss the opportunity to ask about the rumor that Fernandes is ready to move teams in the summer to find a new challenge for himself. Including the factor that the club may not go to Europe.

“I will stay here if the club wants me and the club wants me to be part of the future. If for some reason they don’t want me then I will leave.” Bruno the Portuguese midfielder said.

“We have two more games to play and we have to finish the job in the best way possible. It didn’t show, the captain’s performance, the team’s performance.

“I am no different to any other player because I have the captain’s armband. I always try to give my all and we always give our all for the club. No one hides that we play for a big club and we have to improve every game.”

The post Bruno can stay if Manchester United want. appeared first on acasadisimi-food.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.

“Would you be interested in running WordPress.com while I’m on sabbatical?”

In honesty, my initial reaction was “No, not really.” It seemed like a lot of work, stressful, etc. But, I named my last team YOLO for a reason: the answer is always “Yes,” because you only live once.

Many teams at Automattic use the “red / yellow / green check-in” as a communication tool. At nearly the one-month mark of running WordPress.com, I can safely say I’ve experienced the entire rainbow of emotional states. Today, I’d like to share a few of my learnings with the hope that they help you during your leadership journey.

Also, one pro tip: don’t open Slack on vacation.

Problem #1: I’m receiving 50x more pings

My former team is largely based in Europe, so their day started much earlier than mine. When I signed on for the morning, I’d usually have a few things to respond to before I dived into work.

These days, I drink from the firehose. I wake up to dozens of P2 mentions, Slack DMs, and other communication threads. I clear them out, and then they just pile up again.

Solution: Delegate, delegate, delegate

Ideally, I’d like to run the business while skiing fresh powder. In order to do so, I need a great team whom I can trust to get the job done.

For our recent efforts, the WordPress.com leadership team traveled a collective 160 hours to meet in NYC. While there, we focused on identifying goals that answered the question: “If we did this in the next 90 days, would it be transformative to the business?” Everyone went home with a specific set of goals they own. Knowing what we’re trying to do and who is responsible for what are two key elements of delegation.

Additionally, I also encourage the team on a daily basis to:

• Actively work together before they come to me. On a soccer field, the team would get nowhere if they had to ask the coach before every pass.
• Come to me with “I intend to,” not “What should I do?” Actively acting on their own and reporting progress represents the highest level of initiative.

Ultimately, I should be the critical point of failure on very few things. When something comes up, there should be an obvious place for it within the organization.

Problem: Something is always on fire

I am a very “Inbox Zero” type of person. Running WordPress.com breaks my brain in some ways because there’s always something broken. Whether it’s bugs in our code, overloaded customer support, or a marketing email misfire, entropy is a very real thing in a business this large.

Even more astounding is the game of “whac-a-mole”: when making a tiny change to X, it can be difficult to detect a change in Y or take Y down entirely. There’s always something!

Solution: Focus on the next most important thing

When dealing with the constant fires and the constant firehose, I’ve found a great deal of comfort in asking myself: “What’s the most important thing for me to work on next?”

Leadership is about results, not the hours you put in. More often than not, achieving these results comes from finding points of leverage that create outsized returns.

At the end of the day, the most I can do is put my best effort forth.

Problem: We’re moving too slowly

By default, nothing will ever get done in a large organization. There are always reasons something shouldn’t be done, additional feedback that needs to be gathered, or uncertainties someone doesn’t feel comfortable with.

If you’ve gotten to the point where you’re a large organization—congratulations! You must’ve done something well along the way. But, remember: stasis equals death. Going too slowly can be even more risky than making the wrong decision.

Solution #3: “70% confident”

I think “70% confident” has been kicking around for a while, but Jeff Bezos articulated it well in his 2016 letter to shareholders (emphasis mine):

Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

In leadership, I find “70% confident” to be a particularly effective communication tool. It explicitly calls out risk appetite, encourages a level of uncertainty, and identifies a sweet spot between not enough planning and analysis paralysis. Progress only happens with a certain degree of risk.

I’m excited to start sharing what we’ve been working on. Stay tuned for new developer tools, powerful updates to WordPress.com, and tips for making the perfect pizza dough. If you’d like some additional reading material, here is a list of my favorite leadership books.

Original illustrations by David Neal.