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Navy SEAL helping teams scale through Inevitable Execution™️. My origin story:
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5 Steps to Make Better Decisions
5 Steps to Make Better Decisions
Decisions are core to what we do as business leaders. And they govern our life outside of work as well.
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Three ways to become an idea machine
Three ways to become an idea machine
Countless others had gotten in tubs before Archimedes, just like countless others had seen apples fall from trees…
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Andrew Sridhar shared thisThey ignored you—again. And all you feel is rage. You’ve told them a thousand times. You’ve explained the vision. You’ve given guardrails. But they insist on flawed logic. Stupid design. I’ve been there. Hearing the lame justifications for sh– products that you’ve shot down… Every. F—ing. Time. You just want to flip the table over to wake everyone up. But it won’t have the same effect on Zoom. They’ll keep sipping their mushroom coffee and petting their cat under the desk. But if you make this moment about you, you’ll lose them. So you breathe. And you meet them where they are. You balance your vision with their ideas. Their learnings with your experience. Your dreams with their facts. Aggression with patience. Leadership is a balance. And it’s a long game. ❤️ Andrew ___ Enjoy this? ♻️ Repost it to your network, and follow @Andrew Sridhar for more. 📥 I write for builders scaling teams—with balance: be.thewarriorpoet.com/join ◦
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Andrew Sridhar reposted thisThey bind my hands and feet. And I hold my breath. I enter the water. No goggles. No life vest. No snorkel. I have to swim. For my life. But how do I swim without… arms to pull or legs to kick? But first, I lower my heart rate. And sink. 12 feet to the bottom of what wants to kill me. Touching the floor of the pool takes forever. I blew out my air at the top. I kick off the bottom and rocket up. I gasp for air as I break the surface. But the relief is momentary. I’ll never survive up here. I have to exhale quickly. And plummet. I bob silently like this. Calmly. Because I have no choice. Because panic will kill me. After minutes that seem like hours, I push off the floor one last time. And dolphin kick as hard as I can. Let’s to see if I can swim. I porpoise and get going, rolling my body sideways to steal a breath when I can. I’m hypoxic. Not enough O2. But I have to keep going. I have to swim—for my dream. At the other end of the pool, I need to turn around. But they won’t let us touch the wall. They call things like this “full benefit.” And yes, I benefit. I pass. But more importantly, it builds resilience. That was called "Drownproofing" for a reason. I was captain of the swim team in high school. But nothing prepared me for that. Yet, a dream called. Like it’s calling you. But there’s no John Wayne to push you. Sometimes you just need to throw yourself in. And swim. : ❤️ Andrew ___ ♻️ Repost if you’re jumping in head first. 📥 Apply Navy-SEAL lessons at work. Join the newsletter: be.thewarriorpoet.com/join ◦
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Andrew Sridhar shared thisThey bind my hands and feet. And I hold my breath. I enter the water. No goggles. No life vest. No snorkel. I have to swim. For my life. But how do I swim without… arms to pull or legs to kick? But first, I lower my heart rate. And sink. 12 feet to the bottom of what wants to kill me. Touching the floor of the pool takes forever. I blew out my air at the top. I kick off the bottom and rocket up. I gasp for air as I break the surface. But the relief is momentary. I’ll never survive up here. I have to exhale quickly. And plummet. I bob silently like this. Calmly. Because I have no choice. Because panic will kill me. After minutes that seem like hours, I push off the floor one last time. And dolphin kick as hard as I can. Let’s to see if I can swim. I porpoise and get going, rolling my body sideways to steal a breath when I can. I’m hypoxic. Not enough O2. But I have to keep going. I have to swim—for my dream. At the other end of the pool, I need to turn around. But they won’t let us touch the wall. They call things like this “full benefit.” And yes, I benefit. I pass. But more importantly, it builds resilience. That was called "Drownproofing" for a reason. I was captain of the swim team in high school. But nothing prepared me for that. Yet, a dream called. Like it’s calling you. But there’s no John Wayne to push you. Sometimes you just need to throw yourself in. And swim. : ❤️ Andrew ___ ♻️ Repost if you’re jumping in head first. 📥 Apply Navy-SEAL lessons at work. Join the newsletter: be.thewarriorpoet.com/join ◦
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Andrew Sridhar reposted thisWhen we drove out on combat ops, here’s what we knew: Nothing. Same thing when I launched new products in tech. You know the situation, but at some point, you need to step into the void. What happens then is anyone’s guess. The environment is dynamic, and that’s what scares your team. Jeff Bezos understood this—and combined it with a secret developed by a gristled fighter pilot. This secret turns “nothing” into reliable wins. ___ Enjoy this? ♻️ Repost it to your network. 📥 Learn how to lead like a Navy SEAL: be.thewarriorpoet.com/join ◦
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Andrew Sridhar shared thisWhen we drove out on combat ops, here’s what we knew: Nothing. Same thing when I launched new products in tech. You know the situation, but at some point, you need to step into the void. What happens then is anyone’s guess. The environment is dynamic, and that’s what scares your team. Jeff Bezos understood this—and combined it with a secret developed by a gristled fighter pilot. This secret turns “nothing” into reliable wins. ___ Enjoy this? ♻️ Repost it to your network. 📥 Learn how to lead like a Navy SEAL: be.thewarriorpoet.com/join ◦
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Andrew Sridhar reposted this1 simple trick made me more decisive: 🌊 Indecision in teams—and in yourself—is: A values problem. ❌ ↳ You don’t know what principles, people, experiences, and things you value more than others. A people-pleasing problem. ❌ ↳ You prioritize a primal need (acceptance) over a more blissful future. A fear-of-failure problem. ❌ ↳ Your self-worth is tied to results. (Healthy people separate the two.) 𝘗𝘚. 𝘖𝘯 𝘵𝘩𝘦 𝘰𝘱𝘱𝘰𝘴𝘪𝘵𝘦 𝘦𝘯𝘥, 𝘪𝘯 𝘳𝘢𝘳𝘦 𝘤𝘢𝘴𝘦𝘴 𝘴𝘰𝘮𝘦𝘰𝘯𝘦 𝘪𝘴 𝘴𝘰 𝘤𝘰𝘯𝘧𝘪𝘥𝘦𝘯𝘵 𝘵𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘱𝘶𝘵 𝘰𝘧𝘧 𝘴𝘵𝘢𝘳𝘵𝘪𝘯𝘨. 𝘌.𝘨. 𝘵𝘩𝘦 𝘧𝘰𝘳𝘮𝘦𝘳 𝘢𝘵𝘩𝘭𝘦𝘵𝘦 𝘸𝘩𝘰 𝘩𝘢𝘴𝘯’𝘵 𝘣𝘦𝘦𝘯 𝘵𝘰 𝘵𝘩𝘦 𝘨𝘺𝘮 𝘪𝘯 𝘵𝘸𝘰 𝘺𝘦𝘢𝘳𝘴. A time-horizon problem. ❌ ↳ You choose short-term safety or status over long-term improvement. And most of all, a perspective problem. ❌ ↳ You overestimate the magnitude of the decision—and may be overwhelmed by the work that will follow. 🌊 One of the most powerful methods I use is called ➟ The 10-10-10 Method You ask yourself: 1. How will I feel about this in 10 days? 2. How will I feel in 10 months? 3. How will I feel in 10 years? I’ve used this for job changes, multimillion dollar capital investments at Amazon, and (yes) romantic relationships. 🌊 Think about this, countless people have made similar decisions as you before. And in 10 years, they usually didn’t care. ❤️ Andrew ___ I write about personal development and decision-making. Join the newsletter: 📥 be.thewarriorpoet.com/join ◦
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Andrew Sridhar shared this1 simple trick made me more decisive: 🌊 Indecision in teams—and in yourself—is: A values problem. ❌ ↳ You don’t know what principles, people, experiences, and things you value more than others. A people-pleasing problem. ❌ ↳ You prioritize a primal need (acceptance) over a more blissful future. A fear-of-failure problem. ❌ ↳ Your self-worth is tied to results. (Healthy people separate the two.) 𝘗𝘚. 𝘖𝘯 𝘵𝘩𝘦 𝘰𝘱𝘱𝘰𝘴𝘪𝘵𝘦 𝘦𝘯𝘥, 𝘪𝘯 𝘳𝘢𝘳𝘦 𝘤𝘢𝘴𝘦𝘴 𝘴𝘰𝘮𝘦𝘰𝘯𝘦 𝘪𝘴 𝘴𝘰 𝘤𝘰𝘯𝘧𝘪𝘥𝘦𝘯𝘵 𝘵𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘱𝘶𝘵 𝘰𝘧𝘧 𝘴𝘵𝘢𝘳𝘵𝘪𝘯𝘨. 𝘌.𝘨. 𝘵𝘩𝘦 𝘧𝘰𝘳𝘮𝘦𝘳 𝘢𝘵𝘩𝘭𝘦𝘵𝘦 𝘸𝘩𝘰 𝘩𝘢𝘴𝘯’𝘵 𝘣𝘦𝘦𝘯 𝘵𝘰 𝘵𝘩𝘦 𝘨𝘺𝘮 𝘪𝘯 𝘵𝘸𝘰 𝘺𝘦𝘢𝘳𝘴. A time-horizon problem. ❌ ↳ You choose short-term safety or status over long-term improvement. And most of all, a perspective problem. ❌ ↳ You overestimate the magnitude of the decision—and may be overwhelmed by the work that will follow. 🌊 One of the most powerful methods I use is called ➟ The 10-10-10 Method You ask yourself: 1. How will I feel about this in 10 days? 2. How will I feel in 10 months? 3. How will I feel in 10 years? I’ve used this for job changes, multimillion dollar capital investments at Amazon, and (yes) romantic relationships. 🌊 Think about this, countless people have made similar decisions as you before. And in 10 years, they usually didn’t care. ❤️ Andrew ___ I write about personal development and decision-making. Join the newsletter: 📥 be.thewarriorpoet.com/join ◦
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Andrew Sridhar reposted thisExperts are slowly choking your growth. 🌊 You wake up, and it’s Groundhog Day. Your team hasn’t done anything novel in… forever. Every release feels like walking through mud. Everyone is bored. Most of all, you. The only excitement is the not-so-occasional fire drill . Customer complaints increase. Your staff is secretly “looking.” No one is stepping up. Teams are sandbagging OKR targets. 🌊 You THINK the solution is to hire more qualified people. So you beg finance and HR to raise comp ceilings. But this isn’t the solution at all. The EXPERTS are going to be more of the same. What you need are more skeptics and dreamers: People who ask “why” all the time. 👀 See, your recruiters aren’t finding these people. And even if they do, your interview loops will likely reject them. Because they’re not your standard candidates. The establishment likes “standard.” 🌊 The fix is simple but unorthodox: 1. Bypass recruiters and find your own candidates on LinkedIn. Pay for a premium plan for a month to target better. 2. Ask interview questions that test for skepticism and creativity. 3. Devalue experience. Read that again. The people you’re looking for HAVE demonstrated results, but it might not be in your specific area. That’s a GOOD thing, because they’ll transfer learnings and have a beginner’s mind. 4. Make the case to other interviewers why you need an atypical background for this role. 5. Take risks, but don’t settle. If you try to get the hire perfect, you’ll never find anyone. But don’t force it. Just because a person is interesting doesn’t mean they’re useful. 🌊 Standard is SAFE. The people you need are not safe. And that’s exactly why you need them. They will shake things up, question processes, and generate crazy ideas. They are the rebels and dreamers I saw at Andreessen-Horowitz startups. Every now and then, one of their ideas won’t be crazy. It will be brilliant. ___ Enjoy this? ♻️ Repost it to your network, and follow Andrew Sridhar for more. ◦
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Andrew Sridhar shared thisExperts are slowly choking your growth. 🌊 You wake up, and it’s Groundhog Day. Your team hasn’t done anything novel in… forever. Every release feels like walking through mud. Everyone is bored. Most of all, you. The only excitement is the not-so-occasional fire drill . Customer complaints increase. Your staff is secretly “looking.” No one is stepping up. Teams are sandbagging OKR targets. 🌊 You THINK the solution is to hire more qualified people. So you beg finance and HR to raise comp ceilings. But this isn’t the solution at all. The EXPERTS are going to be more of the same. What you need are more skeptics and dreamers: People who ask “why” all the time. 👀 See, your recruiters aren’t finding these people. And even if they do, your interview loops will likely reject them. Because they’re not your standard candidates. The establishment likes “standard.” 🌊 The fix is simple but unorthodox: 1. Bypass recruiters and find your own candidates on LinkedIn. Pay for a premium plan for a month to target better. 2. Ask interview questions that test for skepticism and creativity. 3. Devalue experience. Read that again. The people you’re looking for HAVE demonstrated results, but it might not be in your specific area. That’s a GOOD thing, because they’ll transfer learnings and have a beginner’s mind. 4. Make the case to other interviewers why you need an atypical background for this role. 5. Take risks, but don’t settle. If you try to get the hire perfect, you’ll never find anyone. But don’t force it. Just because a person is interesting doesn’t mean they’re useful. 🌊 Standard is SAFE. The people you need are not safe. And that’s exactly why you need them. They will shake things up, question processes, and generate crazy ideas. They are the rebels and dreamers I saw at Andreessen-Horowitz startups. Every now and then, one of their ideas won’t be crazy. It will be brilliant. ___ Enjoy this? ♻️ Repost it to your network, and follow Andrew Sridhar for more. ◦
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Tara Lynne Franco awesome thank you!!
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Yes people often overemphasize data when that's really an avoidance mechanism Pauline Leung
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Andrew Sridhar liked thisAndrew Sridhar liked thisWhat if you’re not being thoughtful… you’re delaying the decision? We tell ourselves we’re being thorough. We ask for more data. And another round. “Let’s just refine this a bit more.” “Let’s run another market study.” “Can I see one more version of this?” “Can we build out a few more scenarios?” And it sounds right. Measured. Responsible. Considered. But something else seems to be happening: - Another meeting ends without a decision. - The work doesn’t stop. It continues… without direction. Slides get updated. Analysis gets refined. Conversations get repeated. Most teams aren’t slow. They’re waiting and reworking. And that has a cost. Not just in time... but in energy, ownership, and clarity. ➡️ Because what you’re really doing is delaying for certainty. And it doesn’t come before the decision. It comes after. After you’ve taken a position. After you see what actually happens. After you adjust. That’s how clarity is built. So leadership, at that level, looks different. It’s not about having every answer. It’s about knowing when enough is enough. - When the team has done the work - When more input won’t change the direction - When the next step is simply to decide And then staying close to what you set in motion. So you can adjust. Refine. Move again. 📌 And there’s another part that’s often missed 📌 After the decision YOU PROTECT. When results are questioned in a Leadership Meetings, you don’t step back. You step in. You explain the thinking. You stand by the direction. And if it turns out to be the wrong call you say it. Clearly. Without softening it. And you make just as clear what was *learned* and what changes next. That’s the part the teams remember. Not the decision itself, but how you showed up after it. Because that’s what builds trust. And without that, no decision, right or wrong, will create momentum. —— ♻️ Repost this if it resonated with you ➕ Follow me (Pauline Leung) for more on High Performance and Mindful Leadership
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Andrew Sridhar reacted on thisIt's tomorrow! My very first office hours, and I can't wait for us to hang out. Bring questions, good vibes, and snacks. 🍿 𝐒𝐢𝐠𝐧 𝐮𝐩 𝐡𝐞𝐫𝐞: https://lnkd.in/e5WPW-3uAndrew Sridhar reacted on this[OFFICE HOURS] April 2, 1pm CET, 𝐬𝐢𝐠𝐧 𝐮𝐩 𝐡𝐞𝐫𝐞: https://lnkd.in/e5WPW-3u Almost 45,000 of you here. And we barely hang out. I want to change that. So I’m starting a new format. Every first Thursday of the month 1 hour 1PM CET I’ll kick things off with a few ideas I’m currently dabbling with. For the first session on April 2, I'm thinking: → Decorrelation between job value and utility → The weight of mimetic desire in the choice of work → What would you do if money didn't matter Then we open it up. We can go in completely different directions. Questions, thoughts, anything you’re curious about. No agenda. Welcome to 𝐂𝐨𝐫𝐢𝐧𝐚’𝐬 𝐎𝐟𝐟𝐢𝐜𝐞 𝐇𝐨𝐮𝐫𝐬. Come hang out! Sign up here: https://lnkd.in/e5WPW-3u - - - - - - - - - ➕ Btw, I (Corina Taban) share science-backed strategies for better thinking, stronger influence & smarter leadership.
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