To cultivate a culture of high agency, frame ultimate responsibility as a privilege, not a burden. By telling new hires 'everything's your fault now,' you immediately set the expectation that they have control and are empowered to solve problems. This approach attracts and retains individuals who see ownership as an opportunity to make an impact.

Companies mistakenly bundle management with authority, forcing top performers onto a management track to gain influence. Separate them. Define management's role as coordination and context-sharing, allowing senior individual contributors to drive decisions without managing people.

Leaders often feel they must have all the answers, which stifles team contribution. A better approach is to hire domain experts smarter than you, actively listen to their ideas, and empower them. This creates a culture where everyone learns and the entire company's performance rises.

Effective leadership prioritizes people development ('who you impact') over task completion ('what you do'). This philosophy frames a leader's primary role as a mentor and coach who empowers their team to grow. This focus on human impact is more fulfilling and ultimately drives superior business outcomes through a confident, motivated team.

Unlike a functional manager who can develop junior talent, a CEO lacks the domain expertise to coach their entire executive team (e.g., CFO, VP of HR). A CEO's time is better spent hiring world-class leaders who provide 'managerial leverage' by bringing new ideas and driving their function forward, rather than trying to fix people in roles they've never done.

For leadership roles, the interview itself is a critical test. If the candidate isn't teaching you something new about their function, it's a red flag. A true leader should bring expertise that elevates your understanding. If you have to teach them, they will consume your time rather than create leverage.

Better products are a byproduct of a better team environment. A leader's primary job is not to work on the product, but to cultivate the people and the system they work in—improving their thinking, decision-making, and collaboration.

People naturally start their jobs motivated and wanting to succeed. A leader's primary role isn't to be a motivational speaker but to remove the environmental and managerial barriers that crush this intrinsic drive. The job is to hire motivated people and get out of their way.