Project Management Templates

✨ New resource: a PM Performance Evaluation template Throughout my 15+ years as a PM, I’ve consistently felt that ladder-based PM performance evaluations seem broken, but I couldn’t quite find the words to describe why. Early on in my PM career, I was actually part of the problem — I happily created or co-created elaborate PM ladders in spreadsheets, calling out all sorts of nuances between what “Product Quality focus” looks like at the PM3 level vs. at the Sr. PM level. (looking back, it was a non-trivial amount of nonsense — and having seen several dozens of ladder spreadsheets at this point, I can confidently say this is the case for >90% of such ladder spreadsheets) So that led me to develop the Insight-Execution-Impact framework for PM Performance Evaluations, which you can see in the picture below. I then used this framework informally to guide performance conversations and performance feedback for PMs on my team at Stripe — and I have also shared this with a dozen founders who’ve adapted it for their own performance evaluations as they have established more formal performance systems at their startups. And now, you can access this framework as an easy to update & copy Coda doc (link in the comments). How to use this template as a manager? In a small company that hasn’t yet created the standard mess of elaborate spreadsheet-based career ladders, you might consider adopting this template as your standard way of evaluating and communication PM performance (and you can marry it with other sane frameworks such as PSHE by Shishir Mehrotra to decide when to promote a given PM to the next level e.g. GPM vs. Director vs. VP). In a larger company that already has a lot of legacy, habits, and tools around career ladders & perf, you might not be able to wholesale replace your existing system & tools like Workday. That is fine. If this framework resonates with you, I’d still recommend that you use it to actually have meaningful conversations with your team members around planning what to expect over the next 3 / 6 / 9 months and also to provide more meaningful context on their performance & rating. When I was at Stripe, we used Workday as our performance review tool, but I first wrote my feedback in the form of Insight - Execution - Impact (privately) and then pasted the relevant parts of my write-up into Workday. So that’s it from me. Again, the link to the template is in the comments. And if you want more of your colleagues to see the light, there’s even a video in that doc, in which I explain the problem and the core framework in more detail. I hope this is useful.

A PM at Google asked me how I managed 30+ stakeholders. 'More meetings?' Wrong. Here's the RACI framework that cut my meeting load by 60% while increasing influence. 1/ 𝙍𝙚𝙨𝙥𝙤𝙣𝙨𝙞𝙗𝙡𝙚 𝙫𝙨 𝘼𝙘𝙘𝙤𝙪𝙣𝙩𝙖𝙗𝙡𝙚 Most PMs drown because they invite everyone who's "interested." Instead, split your stakeholders into: - R: People doing the work - A: People accountable for success 2/ 𝙏𝙝𝙚 𝘾𝙤𝙣𝙨𝙪𝙡𝙩𝙖𝙩𝙞𝙤𝙣 𝙏𝙧𝙖𝙥 Stop asking for approval from everyone. Create two clear buckets: - C: Must consult before decisions - I: Just keep informed of progress 3/ 𝘿𝙤𝙘𝙪𝙢𝙚𝙣𝙩 > 𝙈𝙚𝙚𝙩𝙞𝙣𝙜 For "Informed" stakeholders, switch to documented updates. They'll actually retain more than in another recurring meeting. 4/ 𝙏𝙝𝙚 𝙈𝙖𝙜𝙞𝙘 𝙋𝙝𝙧𝙖𝙨𝙚 "𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗻𝗼𝘁 𝗱𝗶𝗿𝗲𝗰𝘁𝗹𝘆 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗹𝗲, 𝗽𝗹𝗲𝗮𝘀𝗲 𝗳𝗼𝗿𝘄𝗮𝗿𝗱 𝘁𝗵𝗶𝘀 𝘁𝗼 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗽𝗲𝗿𝘀𝗼𝗻. 𝗧𝗵𝗮𝗻𝗸 𝘆𝗼𝘂 𝗶𝗻 𝗮𝗱𝘃𝗮𝗻𝗰𝗲." Use this in every email. Watch the right people emerge. 5/ 𝘼𝙥𝙥𝙧𝙤𝙫𝙖𝙡 𝘼𝙧𝙘𝙝𝙞𝙩𝙚𝙘𝙩𝙪𝙧𝙚 Build your approval flows around your R&A stakeholders only. Everyone else gets strategic updates. --- This isn't about excluding people. It's about respecting everyone's time while maintaining momentum. If you found this framework helpful for managing stakeholders: 1. Follow Alex Rechevskiy for more actionable frameworks on product leadership and time management 2. Bookmark and retweet to save these tactics and help other PMs streamline their stakeholder management

Why this KPI works better than most “Sales Overview” cards I see? Not because it uses icons. Not because it has percentages. But because it turns a summary metric into a quick comparison story. There are 7 intentional design decisions here. Let me break them down. 1. The primary metric owns the visual hierarchy: $2,000 is large, centered, and impossible to miss. Before users process anything else, they understand the headline: total sales. Everything else supports that number- nothing competes with it. 2. Icons provide instant semantic cues. Cart = Orders. Location pin = Visits Users don’t need to read labels first- they recognize categories visually. This reduces cognitive load, especially for frequent viewers. 3. Color is doing classification, not decoration: Blue for Orders. Purple for Visits. Consistent across icon, text, and bar segment. No gradients. No unnecessary highlights. Color is used once and then reinforced everywhere. 4. The progress bar visualizes imbalance: It’s showing distribution. The longer Visits segment immediately communicates: “We’re getting traffic, but fewer of those visits convert.” The insight is visual before it’s analytical. 5. Percentages + counts = dual level understanding" 32.47% vs 67.53% gives proportion. 250 vs 520 gives scale. Many dashboards show only percentages- which hides magnitude. Here, users see both impact and volume. 6. The comparison is explicit, not implied: Orders vs Visits aren’t placed in separate visuals. They live side by side with a clear “vs” separator. No guessing what’s being compared. The design literally says: “Compare these two.” That tiny “vs” is doing heavy cognitive lifting. 7. Time context sits quietly in the slicer: Month selection at the top keeps the KPI focused on one period. Users understand this is a snapshot- not a trend analysis. Context is available without cluttering the main story. Love this breakdown? Follow #TheVisualBreakdown. Hit the bell so you don’t miss the next one.

Defining business-relevant KPIs for your dashboard can be a tricky task. Here is an example I encountered in my early career: 🎯 We were tasked with building a status dashboard for the warehouse management of a large e-commerce company. Together with the stakeholders, we identified the backlog in days as an important KPI that helps them decide on their capacity planning. The backlog should show a relationship between the unprocessed order pool and the next day's average daily processing capacity. We were happy to find an outbound backlog metric ready to be used in our BI system. After a quick review over several days, it looked like we had just found what we needed, so we included the metric in our dashboard. 🚨 Shortly after, our stakeholders complained that the numbers were extremely off compared to the business reality. We soon figured out that while the open order pool items were correct, the assumed average capacity was not. The BI system only contained the actual processed volumes instead of the planned future capacities. Due to the volatile nature of e-commerce, this definition difference of past vs. future values could lead to a completely opposite representation of the current backlog. With one definition, we showed a dramatic backlog of over 5 days, while the correct one would have been a healthy 0.5 days. 🔧 We were able to fix the metric by implementing a process to upload the planned capacities. 𝗟𝗲𝘀𝘀𝗼𝗻𝘀 𝗹𝗲𝗮𝗿𝗻𝗲𝗱: 1. Always check with the stakeholders to understand how they interpret the KPI.     2. Never assume that the number looks good. Check the definition, and if you are unsure, build your own metrics.     3. If you must choose between different definitions, choose the ones that best align with the stakeholder's decision. What challenges did you encounter when defining KPIs? Share your experience in the comments! ---------------- ♻️ 𝗦𝗵𝗮𝗿𝗲 if you find this post useful ➕ 𝗙𝗼𝗹𝗹𝗼𝘄 for more daily insights on how to grow your data analyst career #dataanalytics #datascience #kpis #stakeholdermanagement #dashboards

Over the years, I've developed strategies to turn the overwhelming influx of information from events into actionable steps for business success. If there’s one piece of advice I always hold true, it’s this: To make an event successful, boil down all your action items to three key things and understand how you're going to measure their success. Trade shows are perfect for gaining new insights, networking, and generating ideas. However, the sheer volume of information can be paralyzing. You'll encounter countless sessions and speakers filling you with knowledge and inspiration. But the reality is—you won't be able to remember everything shared. Before attending, take the time to understand the current challenges your business faces. Review the agenda, research the speakers, and consider reaching out to them. Knowing your business’s pain points will help you filter the vast amount of information you receive and identify what’s immediately applicable. During the event, develop a system to categorize the information: 1️⃣ Immediate Action Items - Things you need to implement immediately. 2️⃣ Future Reference Material - Information not relevant today but might be useful later. 3️⃣ Less Relevant Data - Content that doesn't apply to your business. After each session, highlight or underline the key takeaway. Annotate these notes with your thoughts and potential action items. At the end of the day, or before attending social events, rank these action items based on: 📌 Level of Effort (LoE): How hard it is to implement. 📌 Return on Investment (RoI): The potential benefit it could bring. Visualize your action items in a quadrant setup. By placing your action items in this context, you can make informed decisions about where to invest your time and resources. 📌 Low Effort, Low Return 📌 Low Effort, High Return 📌 High Effort, Low Return 📌 High Effort, High Return The goal is to walk away with three focused action items—your “action list.” These should be tasks that will significantly impact your business and are manageable. Knowing these will prevent you from being distracted by the remaining 90% of content that doesn’t align with your immediate goals. Happy Networking! #AmazonAccelerate #AmazonAds #Amazon

🗺️ 𝐓𝐡𝐞 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐈𝐧𝐟𝐥𝐮𝐞𝐧𝐜𝐞 𝐌𝐚𝐩: 𝐘𝐨𝐮𝐫 𝐁𝐥𝐮𝐞𝐩𝐫𝐢𝐧𝐭 𝐟𝐨𝐫 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐮𝐫𝐚𝐥 𝐈𝐦𝐩𝐚𝐜𝐭 Most architects treat stakeholder management like a checklist: • “Get buy-in from these 5 people.” That’s not really how influence works. Influence flows through 𝐧𝐞𝐭𝐰𝐨𝐫𝐤𝐬. Understanding these networks multiplies your impact. 𝐓𝐇𝐄 𝐅𝐑𝐀𝐌𝐄𝐖𝐎𝐑𝐊 1️⃣ 𝐏𝐨𝐰𝐞𝐫 𝐆𝐫𝐢𝐝 (𝐖𝐡𝐨 𝐃𝐞𝐜𝐢𝐝𝐞𝐬?) • High Power / High Interest: Your champions, invest heavily here • High Power / Low Interest: Sleeping giants, wake them up with relevant value • Low Power / High Interest: Your advocates, turn them into evangelists • Low Power / Low Interest: Monitor, don’t over-invest 2️⃣ 𝐈𝐧𝐟𝐥𝐮𝐞𝐧𝐜𝐞 𝐏𝐚𝐭𝐡𝐬 (𝐇𝐨𝐰 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬 𝐑𝐞𝐚𝐥𝐥𝐲 𝐆𝐞𝐭 𝐌𝐚𝐝𝐞) Who does the CEO trust for technology advice? Which middle managers shape CFO’s budget decisions? Who influences the influencers...? 3️⃣ 𝐕𝐚𝐥𝐮𝐞 𝐃𝐫𝐢𝐯𝐞𝐫𝐬 (𝐖𝐡𝐚𝐭 𝐌𝐨𝐭𝐢𝐯𝐚𝐭𝐞𝐬 𝐄𝐚𝐜𝐡 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫?) - Career advancement opportunities - Problem-solving and efficiency gains - Risk mitigation and control - Innovation and competitive advantage - Budget optimization and cost control 𝐓𝐇𝐄 𝐌𝐀𝐏𝐏𝐈𝐍𝐆 𝐏𝐑𝐎𝐂𝐄𝐒𝐒 ✅ List stakeholders who impact your architectural decisions ✅ Plot them on the power/interest grid ✅ Tease out any influence paths between them ✅ Map each person’s primary value drivers ✅ Assemble targeted engagement strategies for each quadrant 𝐏𝐑𝐎 𝐓𝐈𝐏𝐒 → The real decision makers aren’t always on the org chart → Sometimes influencing the influencer is more effective than going direct → Different stakeholders need different messages about the same solution → Your influence strategy needs to evolve as people and priorities change Don't think of this as just politics. It’s 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐫𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠. The best architects don’t only design systems. 𝐓𝐡𝐞𝐲 𝐛𝐮𝐢𝐥𝐝 𝐭𝐡𝐞 𝐫𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 𝐭𝐡𝐚𝐭 𝐞𝐧𝐬𝐮𝐫𝐞 𝐭𝐡𝐨𝐬𝐞 𝐬𝐲𝐬𝐭𝐞𝐦𝐬 𝐠𝐞𝐭 𝐟𝐮𝐧𝐝𝐞𝐝, 𝐛𝐮𝐢𝐥𝐭, 𝐝𝐞𝐩𝐥𝐨𝐲𝐞𝐝 𝐚𝐧𝐝 𝐚𝐝𝐨𝐩𝐭𝐞𝐝. 💡 Save this framework. Your next major architecture initiative will thank you. 👇 What’s been your experience with stakeholder influence? Any surprises about who really drives decisions? --- ➕ 𝐅𝐨𝐥𝐥𝐨𝐰 Kevin Donovan 🔔 ♻️ 𝐑𝐞𝐩𝐨𝐬𝐭 | 💬 𝐂𝐨𝐦𝐦𝐞𝐧𝐭 | 👍 𝐋𝐢𝐤𝐞 🚀 𝐉𝐨𝐢𝐧 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬’ 𝐇𝐮𝐛 – Join our newsletter and connect with a community that understands. Enhance your skills, meet peers, and advance your career! 𝐒𝐮𝐛𝐬𝐜𝐫𝐢𝐛𝐞 👉 https://lnkd.in/dgmQqfu2

Financial dashboards tell you what happened. They rarely tell you what is likely to happen next. That’s the gap this CEO KPI framework is meant to address. What it surfaces is simple but often missed: the conditions that shape future revenue and margins change well before the numbers themselves do. Issues in execution discipline, leadership alignment, customer experience, or innovation momentum don’t hit the P&L immediately — but they materially influence where it goes next. That’s why these KPIs matter as a system, not as isolated metrics. Some reflect outcomes — like financial performance. Others act as early signals — like strategic execution, customer success, leadership effectiveness, or innovation momentum. ↘️ Together, they show whether the organisation is: • strengthening beneath the surface • quietly accumulating strain • or becoming dependent on short-term effort and individual heroics ↘️ When leadership attention is skewed toward only a few metrics, familiar patterns appear: • Strong numbers with growing internal friction • Busy teams but slowing execution • “Sudden” surprises that were forming quietly • Decisions that turn reactive instead of deliberate ↘️ Organisations that track this full system consistently tend to behave differently: • Execution issues surface earlier • Decision quality improves at the leadership level • Dependency on individual heroics reduces • Confidence with boards and investors builds over time This is why CEO KPIs are not just performance measures. They are attention-allocation mechanisms. What leaders choose to track — and discuss regularly — shapes how the organisation thinks, prioritises, and ultimately grows. If you’re involved in leadership reviews, strategy discussions, or board conversations, this framework offers a clearer way to look beyond quarterly numbers and understand organisational trajectory. ♻️ If this helps you see performance differently, save it. ♻️ If it helps reframe a leadership or boardroom conversation, share it. #CEO #Leadership #KPIs #BusinessStrategy #OrganisationalHealth #ValueCreation #Boardroom #FounderLed #PromoterLed #GauravMalik

𝗛𝗮𝗿𝘀𝗵 𝗥𝗲𝗮𝗹𝗶𝘁𝘆: 𝗠𝗼𝘀𝘁 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗺𝗮𝗽𝘀 𝘀𝘁𝗶𝗹𝗹 𝘀𝘂𝗰𝗸. They’re not maps. They’re spreadsheets. And they won’t help you navigate 2025—a year defined by: ➡️One-party Republican control of Congress & the White House ➡️ Tarrifs ➡️Make America Healthy Again” policies ➡️Escalating fights over DEI, immigration enforcement, and workforce restrictions ➡️Concerns around free speech, academic freedom and AI regulation ➡️Budget and federal worker cuts (DOGE) that make 2013 look generous If your stakeholder strategy hasn’t adapted, your influence is shrinking. Here’s how to fix that. A smarter stakeholder map for 2025 should be organized like this: ⸻ 𝗕𝘆 𝗧𝘆𝗽��� 𝗼𝗳 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿: The OG category—media, Hill staff, trade associations, state regulators, advocacy orgs, donors, coalitions, etc. Important? Yes. Sufficient? Not even close. ⸻ 𝗕𝘆 𝗜𝘀𝘀𝘂𝗲: Tailor this to your organization—but if you’re not mapping stakeholders by today’s flashpoints, you’re flying blind. Hot zones in 2025: • Tariffs • Drug pricing • DEI backlash • Immigration enforcement • DOGE • Freedom of speech & academic expression • Medicaid and Medicare cuts ⸻ 𝗕𝘆 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻 (𝗔𝗹𝗹𝘆 / 𝗡𝗲𝘂𝘁𝗿𝗮𝗹 / 𝗗𝗲𝘁𝗿𝗮𝗰𝘁𝗼𝗿): Spoiler: Almost no one is “always an ally” anymore unless they’re on the payroll. It depends on issue. Your map should flex by issue. Be honest—don’t label someone an ally because they took your meeting in 2023. ⸻ 𝗕𝘆 𝗜𝗻𝘁𝗲𝗿𝗲𝘀𝘁/𝗜𝗺𝗽𝗮𝗰𝘁 𝗠𝗮𝘁𝗿𝗶𝘅: If you’re not plotting stakeholders by influence + interest, you’re confusing activity with strategy. High influence, low interest? Your job is to make them care. Low influence, high interest? They can still amplify or derail your message. ⸻ 𝗕𝘆 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗜𝗻𝘁𝗲𝗻𝘀𝗶𝘁𝘆 (𝟭, 𝟮, 𝟯): 1 = actively helping 2 = engaged but not consistent 3 = cold or resistant—but still powerful Track across allies and detractors. It tells you where your team’s energy is going—and whether that makes sense. ⸻ 𝗕𝘆 𝗧𝗲𝗮𝗺 𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽: Who owns the relationship? What’s the origin story—board, former staffer, casual contact, college roommate? What’s your backup plan if that person ghosts or exits? (Also: backchannels matter more than ever. Don’t ignore them.) ⸻ In this environment, a good map should: • Be alive • Be issue-specific • Surface gaps and priorities • Tell you what to do next A name and email list is not a map. It’s a liability. How have you adapted your strategy? Reach out to me any time to discuss your organization’s coalition and stakeholder mapping and engagement needs.

Stakeholder Mapping Matrix: Time is Money, Spend it Wisely Let's cut to the chase: all stakeholders aren't created equal. Sound brutal? Maybe. Is it the truth? You bet. If you're still trying to keep everyone happy, you're on a one-way street to disappointment town. Here's why: All Stakeholders Aren't Born Equal Some stakeholders are your golden ticket. Others? Just static. The issue is, way too many managers are wasting time trying to win everyone over, instead of concentrating on what actually counts. Say hello to the Power-Interest Grid—your no-nonsense, straight-to-the-point tool for sorting your stakeholders into four distinct groups: 1️⃣ Low Power, Low Interest: Let's not beat around the bush—they're just spectators. Don't pour your energy into this group. A minimal effort, if any, will do the trick. 2️⃣ Low Power, High Interest: These are your cheerleaders. They're keen but don't hold much sway. Get them on side—they can boost your work and get others on board. 3️⃣High Power, Low Interest: These are your quiet powerhouses. They might not be invested in your project, but their clout can sway it. Keep them in the know—concisely, but effectively. 4️⃣ High Power, High Interest: Meet your VIP stakeholders. They're the kingpins. Keep them in the loop and on your side. They're not just important, they're crucial. The Cold, Hard Truth About Stakeholder Management If your calendar's always jam-packed, chances are you're playing favorites with the wrong stakeholders. Stop spreading yourself thin. Stakeholder management isn't a popularity contest; it's about driving results by focusing on the folks who actually make a difference. What You Can Do Right Now: Get mapping. Don’t wait for the ship to hit the fan. Refocus your energy. Your time's precious—invest it in relationships that count. Talk smart. Tailor your messages to fit their category. Remember: Winning isn't about being everyone's friend. It's about aligning with the right people, at the right time, to drive results that make a difference. 💥 What's your take? Are managers stretching themselves too thin by trying to win everyone over? #stakeholdermanagement #coaching #office politics

The most valuable private tech company out of Europe right now published its performance management playbook. And IMO every entrepreneur should read it. There’s a lot out there about what Revolut has accomplished ($428m in net profit last year, with $2.2bn in revenue and a global customer base of 45 million for starters). There’s a lot less written about how the Revolut team achieved this level of success. Which makes Nik Storonsky’s “Driving High Performance” playbook so valuable. It was co-written by Nik and the team at QuantumLight and somehow manages to condense nearly a decade of Nik’s best practices from growing Revolut into a 30-minutes read. What I find most notable about Nik’s playbook: 🥷 𝐀 𝐝𝐞𝐝𝐢𝐜𝐚𝐭𝐞𝐝 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐭𝐞𝐚𝐦 𝐭𝐡𝐚𝐭’𝐬 𝐬𝐞𝐩𝐚𝐫𝐚𝐭𝐞 𝐟𝐫𝐨𝐦 𝐇𝐑 𝐚𝐧𝐝 𝐫𝐞𝐩𝐨𝐫𝐭𝐬 𝐝𝐢𝐫𝐞𝐜𝐭𝐥𝐲 𝐭𝐨 𝐭𝐡𝐞 𝐂𝐄𝐎 Nik believes performance management is a science, not an art. It can be standardized and it should be a top CEO priority. At Revolut, this looks like a team of smart operators that can build the process for performance management and constantly fine-tune evaluations and incentives. 🧮 𝐒𝐭𝐚𝐧𝐝𝐚𝐫𝐝𝐢𝐳𝐞𝐝 𝐞𝐯𝐚𝐥𝐮𝐚𝐭𝐢𝐨𝐧𝐬 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐝𝐚𝐭𝐚 𝐚𝐧𝐝 𝐬𝐢𝐦𝐩𝐥𝐞 𝐟𝐨𝐫𝐦𝐮𝐥𝐚𝐬 𝐭𝐨 𝐫𝐞𝐦𝐨𝐯𝐞 𝐛𝐢𝐚𝐬𝐞𝐬 𝐚𝐧𝐝 𝐩𝐨𝐥𝐢𝐭𝐢𝐜𝐚𝐥 𝐢𝐧𝐭𝐞𝐫𝐟𝐞𝐫𝐞𝐧𝐜𝐞𝐬 Performance is delivered over three dimensions — deliverables, skills and culture — and scorecards are used to describe ideal behavior. Assessment is standardized through yes/no answers. For each seniority level, the performance team sets a bar for expectations and goes through a quarterly process to gather performance reviews, calculate grades, calibrate results, and share those results with managers to deliver feedback. There’s no exception to this process, no matter how junior or senior someone is. The result of such a mathematical approach? Employees get evaluated on outcomes, not intuition. Which means they spend less time focused on positioning themselves positively and more time improving their metrics. 🥇 𝐃𝐢𝐬𝐩𝐫𝐨𝐩𝐨𝐫𝐭𝐢𝐨𝐧𝐚𝐭𝐞 𝐜𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧 𝐟𝐨𝐫 𝐭𝐨𝐩 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐞𝐫𝐬 𝐚𝐧𝐝 𝐪𝐮𝐢𝐜𝐤 𝐞𝐱𝐢𝐭𝐬 𝐟𝐨𝐫 𝐛𝐨𝐭𝐭𝐨𝐦 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐞𝐫𝐬 When everything that matters gets measured across functions, both A-players and under-performers are easy to spot. Revolut doesn’t shy away from giving its top 15-25 percent of employees disproportionate compensation. On the other side of the performance coin, they focus on exiting the bottom 0-10% of performers as quickly as possible. At a time when all the talk is about founder mode, here is a concrete, actionable playbook for maintaining peak performance at a large scale. Is Nik’s approach for everyone? No. Can it lead to incredible results for founders that adapt this model to their own culture? Absolutely. Nik Storonsky and QuantumLight, thanks for sharing your secrets - hopefully it will inspire and help a lot of entrepreneurs.