Back when I was managing at Uber, I latched onto a thinking tool that I drilled into the teams I worked with: reach the right outcomes by prioritizing the company first, your team second, and yourself third. This company/team/self framework proved itself a helpful decision-making tool, and almost always led to the “correct” outcome. It also helped me articulate why I disagreed with some of my peers’ decisions, which violated this hierarchy by placing individual or team preferences over ...
