This is BS. I’ve had a 90% success rate with employees making significant improvements following PIPs. I use them to prevent needing to let people go - not as a tool to push them out.
Also if the information listed in your second post isn’t on a PIP in the first place you can’t call it a plan.
We’ve received notice that the Department of Commerce has lifted export controls on Claude Fable 5 and Mythos 5.
We'll begin restoring access tomorrow, and will share an update soon.
We’re grateful to our users for their patience, and to everyone who worked with us on redeploying the models.
i hooked my whoop to my work calendar to find which coworker gives me the most stress 🚨
thanks to fable, I reverse engineered whoop to pull per minute heart rate. nd matched spikes with cal events and attendees
I now have a leaderboard and I think about it daily.
few info masked for obvious reasons ;)
Stop trying to feel ready.
Start collecting the data.
Earned competence silences self-doubt. Affirmations don't.
The proof comes first. The feeling follows.
The best thing that can happen when you're building is watching someone just ahead of you figure it out.
Not because you copy them. Because they just proved the path exists.
Every time a brand in your space has a strong launch, every time a founder you admire ships something clean, every time a peer in your industry hits a milestone: that's evidence. The market is real. The model works. Someone who started where you started got there.
I like optimising things with systems, and here's what I've noticed: the most useful input into any system is proof that the output is possible.
Someone else winning doesn't delay your turn. It maps the route.
Keep your hands clean and your eyes open. There's signal everywhere.
For years, I was the reason the business could not scale.
Not because I was bad at my job. Because I was too good at too many of them.
Every decision came through me. Every client call. Every formulation sign-off. Every supplier negotiation.
The business was growing, but it was growing around me rather than beyond me.
The moment I understood that was the moment I started building properly.
I hired people who were better than me at specific things and gave them the authority to act. I built systems so that decisions could be made without my input. I removed myself from the critical path wherever I could.
The business did not slow down. It accelerated.
The goal of a founder is to make themselves unnecessary in the day-to-day. Not because the work does not matter. Because the business should be bigger than one person.
If it cannot run without you, you have not built a business. You have built a job.
Everyone's looking for a competitive edge.
The edge is doing the boring things when nobody's watching.
Your production line doesn't break because your strategy was wrong. It breaks because someone skipped the morning check. Your launch doesn't fail because the market shifted. It fails because the feedback you promised three weeks ago never arrived.
Growth exposes every weakness. And most weaknesses aren't strategic. They're basic. They're the follow-through you skipped because it didn't feel important in the moment.
Intelligence in any area comes from repetition and learning from failure. From showing up and doing the work until you can craft the outcome you want. Not from being book smart.
Clear the basics before you chase the edge.