Articles by Dave Kellogg
Career Development: What It Really Means to be a Manager, Director, or VPWhile Dave is not a fan of many leveling approaches, he is a fan of defining the use of Manager, Director, and VP in job titles: • Managers are paid to drive results with some support • Directors are paid to drive results with little or no supervision • VPs are paid to make the plan
- Five Questions CEOs Struggle With
Dave covers the 5 questions he hears most from CEOs: 1. When do I next raise money? 2. Do I have the right team? 3. How can I better manage the board? 4. Should I worry about competitors? 5. Are we focused enough?
- Structuring the Organization and Duties of Product Marketing and Competitive Analysis
Dave provides an outline on how to structure a competitive analysis team that reports to the CMO and is a peer to the Product Marketing team.
- Career Development: What It Really Means to be a Manager, Director, or VP
While Dave is not a fan of many leveling approaches, he is a fan of defining the use of Manager, Director, and VP in job titles: • Managers are paid to drive results with some support • Directors are paid to drive results with little or no supervision • VPs are paid to make the plan
- Career Development: What It Really Means to be a Manager, Director, or VP
While Dave is not a fan of many leveling approaches, he is a fan of defining the use of Manager, Director, and VP in job titles: • Managers are paid to drive results with some support • Directors are paid to drive results with little or no supervision • VPs are paid to make the plan
- The Loose Coupling of Decisions and Outcomes
Dave warns how outcomes can become influenced by externalities, but that still makes a general rule of thumb possible for evaluating outcomes: "the quality of any performance should be judged on a relative basis to others performing a similar task in a similar timeframe / market phase."
- The Single Biggest Myth about MBOs and OKRs
Dave argues that management by objectives (MBOs) and objective key results (OKRs) are useful tools when done properly. While MBOs often resulted in too many objectives that were vague, OKRs fix some issues by limiting objectives and adding structure. However, Dave rejects the idea that objectives should only be things "above and beyond" an employee's core job. Instead, objectives should cover an employee's entire job scope and be weighted appropriately. Focusing only on objectives outside an employee's core duties ignores most of what the employee actually does.
- Handling Conflict with the “Disagree and Commit” and “New Information” Principles
Dave covers two principles of disagreement: Amazon's famous "Disagree and Commit" principle for moving on from a disagreement, and the new information principle for when to revisit a decision after it has been made.
- Handling Conflict with the “Disagree and Commit” and “New Information” Principles
Dave covers two principles of disagreement: Amazon's famous "Disagree and Commit" principle for moving on from a disagreement, and the new information principle for when to revisit a decision after it has been made.
- Five Questions CEOs Struggle With
Dave covers the 5 questions he hears most from CEOs: 1. When do I next raise money? 2. Do I have the right team? 3. How can I better manage the board? 4. Should I worry about competitors? 5. Are we focused enough?