1. When you give titles to people, give them based on how you see peoples' places in a company being in the future, not what they've done in the past. It's incredibly common for people to be really spectacular at the earlier stages of a startup and get put in a position of authority where they start causing problems when the company scales.
2. I don't believe in people having a "level of incompetence". More common is when you give someone a promotion based on their performance in a non-management/leadership job and discover that although they are good at doing who the jobs of the people they're managing, they aren't good managers.
3. Be really careful with giving people titles that imply some kind of authority over their peers. Even the smallest bit of authority can make otherwise pleasant people turn evil.
1. When you give titles to people, give them based on how you see peoples' places in a company being in the future, not what they've done in the past. It's incredibly common for people to be really spectacular at the earlier stages of a startup and get put in a position of authority where they start causing problems when the company scales.
2. I don't believe in people having a "level of incompetence". More common is when you give someone a promotion based on their performance in a non-management/leadership job and discover that although they are good at doing who the jobs of the people they're managing, they aren't good managers.
3. Be really careful with giving people titles that imply some kind of authority over their peers. Even the smallest bit of authority can make otherwise pleasant people turn evil.