Bet939 vs InterCasino: Licensing and Security Compared

Bet939 and InterCasino may both chase the same bonus-hungry player, but licensing, security, casino safety, and player protection separate the serious contenders from the noisy ones. In a market where trust signals can be stronger than headline promos, the real question is not which lobby looks sharper; it is which operator shows cleaner licensing bodies, stronger account safeguards, tighter bonus terms, and clearer regional support for payments, language, and tax rules. We tested both with the same lens: registration flow, verification prompts, cashier transparency, and the quality of responsible gambling tools. The result is a comparison that changes over time, because regulation, security standards, and player expectations have all tightened year by year.

2019: First Trust Signals on the Lobby Page

Back in 2019, the first thing players noticed was how much of the safety story lived in the footer. Bet939 leaned on a compact presentation: licence details, basic terms, and a cashier that pushed standard card and e-wallet options. InterCasino, by contrast, used a more traditional casino format with visible compliance references and a heavier emphasis on brand heritage. For a regional specialist, that difference mattered because many players were already asking practical questions about local banking, support language, and whether winnings might trigger tax reporting depending on residence. The stronger operator was the one that made these details easier to find without forcing a support ticket.

Data point: In this period, trust was judged less by flashy design and more by whether the licence, age checks, and withdrawal rules were easy to spot within the first few clicks.

Bet939’s early appeal came from simplicity. InterCasino’s advantage was familiarity. Neither style was perfect, but the comparison already showed a split: one platform trying to reduce friction, the other trying to reassure through legacy cues.

2020 to 2021: Verification Tightens and Security Becomes Visible

When verification standards became more visible to players, security moved from background detail to front-page concern. Bet939’s account checks were fast enough for casual users, though the process still depended on document quality and the country of registration. InterCasino’s KYC flow felt more rigid, but that rigidity worked in its favor when players wanted stronger anti-fraud signals. During our testing, both operators used the familiar layers: encrypted login pages, mandatory identity checks before withdrawal, and account review steps when payment behavior looked unusual. The difference was in communication. Bet939 explained less but moved quicker. InterCasino explained more, which helped cautious players feel safer.

For bonus seekers, this period also exposed the link between security and promotional terms. A generous welcome offer looks attractive until the wagering rules, game weighting, and withdrawal restrictions are read carefully. Bet939’s terms were easier to skim, while InterCasino’s were more conservative and sometimes longer. That is a meaningful distinction for players who care about getting paid without delays.

For players comparing safety rather than hype, the tighter review process often signaled stronger casino protection. That said, speed still mattered, especially in regions where players expect same-day e-wallet payouts and do not want a week-long compliance delay.

2022: Licensing Bodies Matter More Than Brand Familiarity

By 2022, players had become more selective about licence quality, not just licence presence. A badge without context meant little. Bet939 needed clearer proof of oversight, while InterCasino benefited from a compliance-first reputation that matched the growing demand for player protection and dispute resolution. This is where external verification became part of the comparison. Independent testing and certification carried real weight, and references such as Betting safety eCOGRA review helped players understand what third-party monitoring actually covered.

Single-stat highlight: A licence can open the door; independent testing is what tells players whether the door stays fair after they walk in.

Regional needs also sharpened. In parts of Europe, language support became a trust signal in its own right. A casino that offered local customer service, translated terms, and familiar payment rails had a clear edge. Bet939’s regional appeal improved when it matched local deposit habits more closely. InterCasino stayed stronger on compliance language, which helped players who wanted formal reassurance before they deposited. For many, that was enough to tip the balance.

Licence quality matters most when a withdrawal is delayed or a bonus dispute appears.

2023: Payments, Taxes, and Player Protection Enter the Same Conversation

By 2023, the debate was no longer limited to who looked safer. It became about how safety worked in practice: local payments, tax awareness, and responsible gambling tools all sat in the same conversation. Bet939 showed more flexibility with mainstream card deposits and several e-wallet paths, while InterCasino was steadier on cashier disclosure and account-level controls. In tax-sensitive jurisdictions, players care about whether the operator provides clean transaction records, because those records can simplify personal reporting even when winnings are not taxed at the source. That practical detail often beats flashy promotions.

We also saw a clearer divide in player protection features. Bet939 offered the standard limits and self-exclusion tools expected from a modern casino. InterCasino’s safer profile came from its more explicit compliance framing and more visible safer-gambling prompts. A player who wants quick access to bonuses may prefer Bet939. A player who wants the stronger compliance tone may lean toward InterCasino.

For players in the UK, the licensing conversation becomes even sharper. The standards set by the UK Gambling Commission player protection framework put pressure on operators to be transparent about identity checks, affordability tools, and complaint handling. That benchmark influences how players judge offshore brands too, even when the licence itself comes from another jurisdiction.

2024 to 2025: Final Read on Safety, Bonuses, and Regional Fit

After testing both operators across registration, bonus activation, cashier behavior, and support responsiveness, the final read is clear. Bet939 is the more flexible choice for players who value easier navigation, quicker bonus access, and a smoother cashier experience. InterCasino is the more cautious option, with a stronger compliance tone and a steadier feel around verification and responsible gambling messaging. The surprise is that the “safer” pick is not always the one with the loudest protection language; sometimes it is the operator that handles disputes, checks, and withdrawals with fewer surprises.

For regional players, the best fit depends on what matters most. If local payment methods and straightforward bonus terms are the priority, Bet939 has the edge. If the player wants a brand that feels closer to formal oversight and clearer licensing cues, InterCasino looks stronger. Language support and tax awareness can still sway the decision, especially for players who need customer service in a familiar language or who want clean records for their own reporting.

• Choose Bet939 if you want faster bonus access and a simpler cashier.
• Choose InterCasino if you want a more compliance-heavy experience.
• Choose either carefully if your region has strict tax, language, or payment needs.

The comparison challenges a common assumption: the operator with the slicker promo is not always the better long-term home for your bankroll. In licensing and security, the details live in the timeline, not the banner ad.

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Elenco dei Temi

• Concessione e Salvaguardia della Piattaforma
• Catalogo Completo dei Giochi Presenti
• Metodi di Transazione e Movimenti
• Incentivi e Offerte Speciali
• Supporto di Aiuto Giocatori

Concessione e Salvaguardia della Piattaforma

Il nostro presente casino opera con una concessione concessa dall’ente di scommesse di Curaçao (identificativo di autorizzazione 8048/JAZ), assicurando livelli elevati di sicurezza e aderenza regolamentare. Siffatta attestazione rappresenta un elemento controllabile che garantisce ai nostri giocatori un ambiente sicuro e regolamentato secondo le disposizioni globali del gaming digitale su internet.

La massima salvaguardia dei informazioni personali e bancari costituisce una primato totale per https://kkshop.it/. Applichiamo soluzioni di crittografia SSL a 128 bit che salvaguardano qualsiasi operazione e comunicazione sulla struttura. Il nostro particolare meccanismo di verifica a molteplici stadi impedisce ingressi non autorizzati, laddove i sistemi di controllo dell’identità assicurano che ogni conto corrisponda a un player reale e maggiorenne.

Raccolta Integrale dei Giochi Presenti

La presente selezione contiene superiore a tremila giochi provenienti dai provider più rinomati del settore del entertainment. Lavoriamo con creatori affermati come NetEnt Gaming, Microgaming Software, Pragmatic Play, Evolution Gaming e Gioca e GO per offrire varietà e livello senza compromessi.

Macchinette Machine e Titoli da Table

Le slot machine incarnano il cuore vitale del presente casinò, con giochi che vanno dalle tradizionali tre rulli alle attuali video macchinette con meccaniche bonus avanzate. I premi cumulativi offrono vincite che eccedono frequentemente le sette numeri, nel contempo le slot a subject soddisfano ogni inclinazione estetica e di gioco.

Per gli fan dei titoli classici, presentiamo molte versioni di black jack, roulette, baccara e carte. Qualunque tavola mostra soglie di bet diversificati per ricevere sia neofiti che high roller veterani.

• Roulette classica Europe e Americana: versioni standard con norme canoniche e declinazioni innovative come Fulmine Roulette e Veloce Roulette
• Black Jack a più mani: possibilità di giocare fino a 5 hands simultaneamente con tattiche migliorate
• Baccarat Punto Bank: il game favorito dai giocatori VIP con range customizzabili
• Video Carte: dozzine di versioni tra le quali Jacks or Migliore, Due Wild e Joker Poker

Sala Live con Croupier Professionisti

La sezione live streaming incarna una vivenza totalizzante che simula l’ambiente dei case da gioco terrestri. Stream in elevata definizione connettono i player con mazzieri professionisti che agiscono da set dedicati. La comunicazione avviene in tempo reale attraverso chat incluse, nel contempo videocamere plurime propongono angolazioni ottimali del piano da gaming.

Sistemi di Pagamento e Movimenti

Winnita casino supporta un esteso range di possibilità per depositi e ritiri, garantendo flessibilità e convenienza per tutti i i utenti italiani. Queste operazioni sono gestite con scadenze competitive e senza costi occulte da fronte del casino.

Riceviamo Carte Visa, Master Card, Skrill, Neteller Payment, Paysafecard, BTC e altre valute digitali. I range di cashout daily e mensilmente cambiano in funzione allo status del player, con condizioni privilegiate per i membri VIP del suddetto programma fedeltà.

Premi e Offerte Riservate

Il nostro suddetto casinò gratifica i player attraverso un meccanismo organizzato di bonus che inizia dal momento della iscrizione. Questo package di ingresso unisce incentivi sui iniziali depositi con rotazioni free sulle slot più popolari, generando un valore extra importante per quanti inizia l’esperienza con noi.

• Bonus di Ingresso Graduale: vantaggi erogati sui primi 4 versamenti con percentuali che arrivano a il cento% della somma versato
• Rotazioni Gratuiti Settimanali: ciascuna week i player partecipanti ottengono free rotazioni su titoli scelti dalla nostra amministrazione
• Rimborso Su misura: rimborso percentuale sulle perdite calcolato mensilmente e accreditato privo di condizioni di wagering
• Tornei con Premi Assicurati: competizioni periodiche su machines e game da tavolo con ranking in momento effettivo
• Piano VIP a Livelli: posizioni progressivi che attivano vantaggi speciali come manager assegnato range elevati e bonus su misura

Tutti i bonus sono soggetti a condizioni e requisiti trasparenti che pubblichiamo totalmente sulla piattaforma. I requisiti di scommessa si posizionano su criteri concorrenziali del industria, nel contempo i game contribuiscono in tassi varie al adempimento di suddetti requisiti.

Sistema di Assistenza Giocatori

Questo gruppo di supporto di Winnita Casino casinò rimane disponibile tramite diversi strumenti comunicativi per gestire qualsiasi criticità o dubbio. Questa chat dal vivente costituisce il metodo più rapido per acquisire assistenza istantanea, con agenti multilingue che rispondono in lingua italiana lungo l’intero periodo della giornata.

Per argomenti meno urgenti, il servizio email garantisce risposte approfondite entro 24 ore dalla ricezione della istanza. La sezione FAQ struttura le domande ricorrenti in classi tematiche, consentendo ai giocatori di individuare indipendentemente risposte ai problemi più diffusi relativi a registrazione, validazioni, operazioni e caratteristiche di gaming.

Il nostro presente portale detiene anche profili attivi sui principali social network, dove diffondiamo update su inediti titoli, offerte speciali e comunicazioni rilevanti. Tale attività virtuale totale crea un sistema informativo che tiene i player continuamente al corrente e coinvolti nella collettività di Winnita portale.

L’articolo Winnita Casino: Avventura di Intrattenimento Completa per Giocatori Italiani sembra essere il primo su Le Ricette di Luci.

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.