Don’t separate scale from the rest of the evaluation. The relevant question isn’t whether an executive can scale; it’s whether the executive can do t… - Ben Horowitz

An early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project. An engineer might get stuck waiting for a decision or a manager may think she doesn’t have authority to make a critical purchase. These small, seemingly minor hesitations can cause fatal delays. I could not afford any hesitation, so I scheduled a daily meeting with Anthony, Jason, and the team — though they were now based in Plano. The purpose was to remove all roadblocks.

Results against objectives Once you’ve set a high standard, it will be straightforward to measure your executive against that standard.

MANAGING STRICTLY BY NUMBERS IS LIKE PAINTING BY NUMBERS