Andy Kaufman

The world beats a path to people who deliver. Join me here and on the People and Projects Podcast for practical insights on leadership & project management.

[Andy Kaufman @Andy_Kaufman]

In a world filled with marginal vendor support, I am so impressed with @SiteGround . Time and again, they have been super responsive without canned, templated responses. If you've been thinking about changing where you host, I have nothing but high praise for this support team!

[Andy Kaufman @Andy_Kaufman]

Just made a doctor's appointment. They use @elise_ai on the phone and I can confidently say it was the best, almost natural interaction I've had with a voice agent to date.

I actually messed with it a bit to see how it would handle the situation and it was flawless. Well done.

[Andy Kaufman @Andy_Kaufman]

Want better meetings? Here's what I learned from talking with Rebecca Hinds in episode 506:

Return on Time Invested (ROTI).

It’s a simple concept Rebecca learned from Elise Keith: After a meeting, ask participants to rate the meeting from 0 to 5 based on one question:

“Was this meeting worth the time you invested?”

I love this framing because most meeting metrics are surface-level:
-- Number of attendees
-- Whether there was an agenda
-- Whether action items were captured and if people followed up on them

But none of those necessarily tells us whether the meeting actually moved the work forward.

And the truth is, different people often experience the same meeting very differently.

I've seen situations where the organizer thinks, "Great discussion!"
Meanwhile, others are thinking: “That could have been an email.”

Once you get the ROTI rating, here's what Rebecca follows up with: “What could I do as the organizer to improve your rating by one point?”

It's not asking for how to make the meeting perfect. Rather, how can we make it just a little better? (Or as Mike Rognlien likes to say it, How can we make it suck less?)

---

We often evaluate projects based on value delivered, not just activity completed. Maybe meetings deserve the same mindset.

Not: “Did we have the meeting?”
But: “Was it worth the investment?”

Give ROTI a try!

[Andy Kaufman @Andy_Kaufman]

𝐇𝐨𝐧𝐨𝐫𝐞𝐝 𝐭𝐨 𝐛𝐞 𝐫𝐚𝐧𝐤𝐞𝐝 𝐚𝐦𝐨𝐧𝐠 𝐭𝐡𝐞 𝐓𝐨𝐩 𝟓𝟎 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐏𝐨𝐝𝐜𝐚𝐬𝐭𝐬!

Since 2009, we’ve been obsessed with one thing: helping our global community navigate the human side of projects and lead with more confidence.

Being recognized as a top global voice in leadership is a testament to the incredible guests who share their wisdom and the listeners who show up every week to grow.

As excited as I am about the last 508 episodes, I can't wait to share the discussions planned for the months ahead!

With over 4.5 million podcasts out there today, the fact that you choose to spend time with us is something I never take for granted. On behalf of the team that's involved with the production, thank you for helping the People and Projects Podcast reach this milestone!

👉👉 Can you think of a guest or episode that you recall as being helpful? I’d love to hear in the comments.

[Andy Kaufman @Andy_Kaufman]

“We were smart people. We had smart people on the team, and we somehow failed miserably.” Stephen Shapiro

In episode 507, Stephen Shapiro talks about a major project failure, and lessons learned from it.

In my experience, projects don't usually fail for lack of intelligence (though it's easy to blame it on that).

Check out the discussion with Stephen about his new book "You’re Not Playing With a Full Deck: Why the People Who Drive You Crazy Are Your Unfair Advantage".

[Andy Kaufman @Andy_Kaufman]

A common mistake I've seen among a lot of project managers (including myself): assuming negotiation only happens during “big” conversations.

Never Settle by @AttiaQ and John Richardson hits the shelves today. Our discussion will show up in episode 514 of the People and Projects Podcast.

After reading their book and talking with Attia, I’m more convinced than ever that negotiation is happening constantly:

-- Trying to gain support from a stakeholder
-- Pushing back on unrealistic expectations
-- Navigating priorities across teams
-- Deciding whether to say Yes or No
-- Working through tension without damaging trust

The book makes a compelling point:
The gap is usually not knowledge. Most leaders already have many smart ideas about communication and negotiation. The real challenge is applying those ideas when emotions, pressure, fear, and relationships come into play.

That’s where this book really shines. It is practical, emotionally intelligent, and grounded in how conversations actually unfold in real life.

I recommend you add Never Settle to your reading list!

👉👉 What's an example of when we're negotiating, perhaps without even realizing it?

[Andy Kaufman @Andy_Kaufman]

@thinkymachines Chat would have said, 'Great idea, Alex! Would you like me to look up other things you can do at that volcano? " 🤣

[Andy Kaufman @Andy_Kaufman]

@TomCRath and I had a great conversation this week about his new book, "What's the Point?"

The discussion will eventually be published in episode 515 of the People and Projects Podcast.

In the meantime, here's a passage that I've been thinking about ever since reading the book....

[Andy Kaufman @Andy_Kaufman]

Coinbase announced a ~14% workforce reduction this week. CEO Brian Armstrong shared a very direct open letter outlining their shift to a leaner, AI-first organization.

Whether you agree with the approach or not, this feels like a preview of how many high-performing companies will operate going forward:

* AI-Native Talent. How are you actively building skills so you’re seen as fluent in this new era?

* Fewer Layers, Faster Decisions. They’re flattening the org to a maximum of 5 layers. Expect more of this across tech and beyond.

* No Pure Managers. I think it's interesting that he's saying leaders will have 15+ direct reports but must be active individual contributors. That tension has always existed. But the "player-coach" model is worth considering.

Earlier this week, I helped a client use AI instead of hiring me for a traditional engagement. I could fight that tide. We've decided that learning to surf is better and actually more fun.

What stands out to you in Coinbase’s announcement?

[Brian Armstrong @brian_armstrong]

This is an email I sent earlier today to all employees at Coinbase:

Team,

Today I’ve made the difficult decision to reduce the size of Coinbase by ~14%. I want to walk you through why we're doing this now, what it means for those affected, and how this positions us for the future.

Why now
Two forces are converging at the same time. We need to be front footed to respond to both.

First, the market. Coinbase is well-capitalized, has diversified revenue streams, and is well-positioned to weather any storm. Crypto is also on the verge of the next wave of adoption, with stablecoins, prediction markets, tokenization, and more taking off. However, our business is still volatile from quarter to quarter. While we've managed through that cyclicality many times before and come out stronger on the other side, we’re currently in a down market and need to adjust our cost structure now so that we emerge from this period leaner, faster, and more efficient for our next phase of growth.

Second, AI is changing how we work. Over the past year, I’ve watched engineers use AI to ship in days what used to take a team weeks. Non-technical teams are now shipping production code and many of our workflows are being automated. The pace of what's possible with a small, focused team has changed dramatically, and it's accelerating every day.

All of this has led us to an inflection point, not just for Coinbase, but for every company. The biggest risk now is not taking action. We are adjusting early and deliberately to rebuild Coinbase to be lean, fast, and AI-native. We need to return to the speed and focus of our startup founding, with AI at our core.

What this means
To get there, we are not just reducing headcount and cutting costs, we’re fundamentally changing how we operate: rebuilding Coinbase as an intelligence, with humans around the edge aligning it. What does this mean in practice?

- Fewer layers, faster decisions: We are flattening our org structure to 5 layers max below CEO/COO. Layers slow things down and create coordination tax. The future is small, high context teams that can move quickly. Leaders will own much more, with as many as 15+ direct reports. Fewer layers also means a leaner cost structure that is built to perform through all market cycles.

- No pure managers: Every leader at Coinbase must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams.

- AI-native pods: We’ll be concentrating around AI-native talent who can manage fleets of agents to drive outsized impact. We’ll also be experimenting with reduced pod sizes, including “one person teams” with engineers, designers, and product managers all in one role.

In short: AI is bringing a profound shift in how companies operate, and we’re reshaping Coinbase to lead in this new era. This is a new way of working, and we need to leverage AI across every facet of our jobs.

To those who are affected
I know there are real people behind these decisions — talented colleagues who have poured themselves into this company and our mission. To those of you who will be leaving: thank you. You’ve helped build Coinbase into what it is today, and I am sincerely grateful for everything you've done.

All impacted team members will receive an email to their personal account in the next hour with more information, and an invitation to meet with an HRBP and a senior leader in your organization. Coinbase system access has been removed today. I know this feels sudden and harsh, but it is the only responsible choice given our duty to protect customer information.

To those affected, we will be providing a comprehensive package to support you through this transition. US employees will receive a minimum of 16 weeks base pay (plus 2 weeks per year worked), their next equity vest, and 6 months of COBRA. Employees on a work visa will get extra transition support. Those outside of the US will receive similar support, based on local factors and subject to any consultation requirements.

Coinbase prides itself on talent density. Our employees are among the most talented people in the world, and I have no doubt that your skills and experience will be highly sought after as you pursue your next chapters.

How we move forward
To the team that is staying, I know this is a difficult day. We’re saying goodbye to colleagues and friends you've been in the trenches with. But here’s what I want you to know as we move forward together:

Over the past 13 years, we have weathered four crypto winters, gone public, and built the most trusted platform in our industry. We’ve made it this far by making hard decisions and by always staying focused on our mission. This time will be no different – nothing has changed about the long term outlook of our company or industry. And most importantly, our mission has never been more important for the world. Increasing economic freedom requires a new financial system, and we’re building it.

The Coinbase that emerges from this will be more capable than ever to achieve our mission.

Brian

[Andy Kaufman @Andy_Kaufman]

POSITIVE THINKING CAN BE DANGEROUS

We often hear that leaders should be optimists, and there is some truth to that. But a former Marine and police officer turned executive coach told me this in episode 494: blind positivity can get you killed more than negativity.

Andrew Wittman prefers Critical Thinking. He uses a matrix of Clarity, Relevance, Accuracy, and Precision. (How can you forget an acronym like CRAP) 😉

It is not about hoping for the best. It is about moving assumptions into the fact column. We need to know where the holes are so we can fill them.

That's straight-up project management wisdom.

[Andy Kaufman @Andy_Kaufman]

It's a great step in the right direction. But I've found Computer to be pretty buggy (unreliably clicking in the wrong places), definitely quite slow (verifies with screenshots), and burns tokens like crazy....

Ask Co-Work for workarounds, such as using JavaScript to enter values into fields.

[Andy Kaufman @Andy_Kaufman]

“WHEN YOU TREAT YOUR PEOPLE WELL, THEY ARE A BETTER PARENT, FRIEND, RELATIVE.” ASHLEY HERD

If we're not careful, in the world of project management, we can start treating people like resources. We don't intend to. We might even deny it if accused. But I've seen it happen.

And I'm sure I've been guilty of it myself.

How do I know? My wife once told me, "Honey, I'm not your stakeholder!"

Ouch.

Ashley Herd joined me in episode 505 of the People and Projects Podcast. She is the author of a fantastic new book called "The Manager Method." Underlying the message of the book is a theme of how, when we keep our team members in mind, it changes how we lead.

"Treating your people well" does not mean just being nice. It certainly doesn't mean we avoid difficult conversations.

But I've found that when I remember my team has fears, needs, and goals that aren't immediately apparent, it changes the way I interact with them

When they're treated like truly valued humans instead of resources, they'll go to battle with you.

As Ashley mentions, the value spills over far beyond the office. Gallup Chief Scientist Jim Harter reinforced this in our discussion in episode 324: “People with high career wellbeing are more than twice as likely to be thriving in their lives overall.”

Go out of your way to treat people exceptionally well, even during challenging times. It pays off in ways that go far beyond the project plan.

👉👉 When was a time a leader treated you like a "human" rather than a "resource," and what impact did it have on your life outside of work?

[Andy Kaufman @Andy_Kaufman]

"We tend to associate visibility with value and presence with productivity. A packed calendar indicates you are busy, you’re important, and you have high status." Rebecca Hinds

For the record, Rebecca's not saying this is how it SHOULD be. Rather, spend enough time in corporate life, this seems to be an unspoken assumption.

In "Your Best Meeting Ever", Rebecca dives into the research on why we cling to dysfunctional meeting habits. We can feel like we’re "missing out" if we aren't in the room, even if our presence adds little value.

The day before I left for vacation in one of my first jobs, a peer told me, "It's going to be different when you're back. You'll be missing out on important decisions. It's like a penalty to be gone."

𝐂𝐚𝐧 𝐰𝐞 𝐚𝐥𝐥 𝐚𝐠𝐫𝐞𝐞 𝐭𝐡𝐚𝐭'𝐬 𝐦𝐞𝐬𝐬𝐞𝐝 𝐮𝐩?

That sort of thinking leads us to think we need to be in every meeting. That being seen and being busy show our value.

If you and your team want to escape that nonsense, check out episode 506 of the People and Projects Podcast. Rebecca provides practical, evidence-based insights on how to significantly improve the return on the time you invest in meetings.

👉👉 How would you respond to this? Our meetings are higher value when we __________.

[Andy Kaufman @Andy_Kaufman]

It is easy to measure the "fruit" of a project: the deliverables, the budget, and the timeline.

It is much harder to measure the roots.

Leo Tolstoy observed that "All really great things are happening in slow and inconspicuous ways."

In a world of "fail fast" and "move quick," it's easy to miss this leadership principle. If we primarily focus on the conspicuous, we end up reacting to symptoms rather than nurturing the source.

Think about one of the best teams you’ve ever been on. It likely didn't arrive fully formed:

-- Trust didn’t develop overnight.
-- Expertise grew through trial and error.
-- High-level communication habits took months to sync.

The best teams develop slowly, often in the quiet margins of the daily grind. As leaders and project managers, we have to look past the deadlines to see the foundation being built.

Ideas?

-- Think systems: Look at the "why" behind the "what."
-- Go beyond surface discussions: Dig into the friction points that no one wants to mention.
-- Model a hunger to learn: Recognize and reward the quiet growth you see in others.

Seek to develop habits that aren't just focused on the immediate "now." The difference might feel microscopic today, but these inconspicuous shifts are exactly what compound into a high-performing culture.

👉 What is one "inconspicuous" habit you’ve developed that has made you a better leader over time?

[Andy Kaufman @Andy_Kaufman]

MOST OF WHAT WE CALL LUCK IS JUST UNSEEN RULES.

When something good happens to someone else, it is easy to label it as luck.

But according to Wharton's Judd Kessler, in many cases, it's not what we typically call luck. There's a hidden market at work. A set of rules deciding who gets access to scarce opportunities.

As leaders, we are constantly designing these rules, whether we realize it or not.

Check out episode 499 with Judd. It can help you pause and name the rule you're using the next time you make an allocation decision.

[Andy Kaufman @Andy_Kaufman]

@LoganTGott CLAUDE

[Andy Kaufman @Andy_Kaufman]

IF YOU WANT TO GUARANTEE A LIFE OF MISERY, BE UNRELIABLE. CHARLIE MUNGER
A friend recently told me about someone they know who is new in their career. Though only in their 20s, they keep getting promoted.

Certainly, this young professional is competent. But according to my friend, what they are finding is that just being a polite, respectful person who shows up and does what they said they would do makes them stand out from their peers.

Being easy to work with doesn't mean being a pushover.

And I cannot overstate the value of being reliable.

This discussion with my friend reminded me of this quote from Charlie Munger:

“[If you want to guarantee a life of misery], be unreliable. Do not faithfully do what you have engaged to do. If you will only master this one habit you will more than counterbalance the combined effect of all your virtues, howsoever great. If you like being distrusted and excluded from the best human contribution and company, this prescription is for you. Master this one habit and you can always play the role of the hare in the fable, except that instead of being outrun by one fine turtle you will be outrun by hordes and hordes of mediocre turtles and even by some mediocre turtles on crutches.”

Show up. Do what you said you would do. Respectfully show interest in others. Be easy to work with.

You'll stand out among your peers.

[Andy Kaufman @Andy_Kaufman]

YOU ARE NOT YOUR JOB TITLE

Andrew Wittman told me in episode 494 that when police officers or NFL coaches retire, they often struggle. Why? Because their identity was a badge or a headset. When the role disappears, they do too.

Andrew challenges leaders to build an identity based on internal character, not external roles. Example: instead of "I am a Project Manager," try "I am a person of excellence who always keeps my word."

When you anchor on who you are, the storms of work have less power over you.

👉👉 How have you learned to navigate the difference between your title and your identity?

[Andy Kaufman @Andy_Kaufman]

BEYOND THE FAILURE STATISTICS

We have all seen the headlines and the varying survey results. One report says 65% of projects fail, another says 50%, and another claims the number is even higher.

To me, the exact percentage doesn't actually matter as much as the reality we all face: far too many projects still struggle to cross the finish line with the value they promised.

We have tried different tools. Methodologies. Certifications. While we would never say it this way, in practice, many of us operate as if getting the Gantt chart right or the status report perfect will somehow guarantee success.

But as it turns out, those were just the visible artifacts of the work.

The real work has always been about value realization. And you only realize that through people.

If you feel like you are doing everything "by the book" but the results are still struggling, I want to invite you to look at the human and strategic side of the equation. Most project failures are not caused by using the wrong software. In my experience, they are usually caused by a lack of alignment, shifting priorities, or a fundamental misunderstanding of the "why."

In our workshops, we help people move beyond simple task tracking so they can more confidently lead. That means leading teams. Stakeholders. Bosses. Sponsors. Customers. Ourselves!

There is a reason we call our show the People and Projects Podcast. It is at that specific intersection where we actually drive impact.

👉👉 To what degree would you say the people leading projects in your organization are truly viewed as leaders?

[Andy Kaufman @Andy_Kaufman]

@aschwags3 GA