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The Founding Belief Behind People Operations

In a Company Run on Evidence, Every People Decision Gets Tested Like a Product Decision

Treat Every People Decision Like an Experiment, Not an Inherited Habit

The Founding Loop: Hire, Free, Nudge, Measure

Hiring So Carefully Almost Everyone Raises the Bar

The Highest-Leverage Thing a Manager Can Do Is Hire Well

Hire So Carefully That Almost Everyone You Add Raises the Bar

Which Interview Signals Actually Predict Who Will Succeed

Hiring Vocabulary: Know It Cold

Giving Away the Power Most Companies Keep at the Top

Trust People With Real Power, and Mostly They Act Like Owners

Give Employees the Power Most Companies Keep at the Top

What Genuinely Gets Shared, and What Genuinely Can't Be

Judging Performance With Evidence, Not Memory

A Calibration Room Sees What One Manager's Memory Cannot

Judge Performance With a Room Full of Evidence, Not One Manager's Memory

Two Conversations, Two Calendars: Separating Rating From Coaching

The Biases That Undo Good People Decisions

The Bias That Feels Like Common Sense Is the One to Watch

Five Biases That Quietly Wreck Good Hiring and Review Decisions

Where a Performance Rating's Variation Actually Comes From

Myth vs. Reality: Copying a Great Workplace

Turning the Framework Into a 30-Day Plan

A Company-Wide Rollout Has No Baseline; a Single Pilot Does

Five Nudges That Cost Nothing and Change Behavior Anyway

The Nudge Starter Path, From One Decision to a Shared Result

Check Your Understanding

What Predicts a Candidate's Future Success Better Than a Confident, Unstructured Conversation?

Why Does Separating the Rating Conversation From the Coaching Conversation Improve Both?

What Is the Actual Mechanism Behind a Workplace Nudge?

Go Further

The Full Story Behind Building a Workplace People Don't Want to Leave

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A practical field guide to running people decisions with the same rigor as a product decision: hire so carefully that almost everyone raises the bar, give away the power most companies keep at the top, judge performance with evidence instead of memory, and start every idea with one measured pilot.

A practical field guide to running people decisions with the same rigor as a product decision — how to hire so carefully that almost everyone raises the bar, give away the control most companies keep at the top, judge performance with evidence instead of memory, and start all of it with a single measured pilot. .

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