Personal Productivity Metrics

✨ New resource: a PM Performance Evaluation template Throughout my 15+ years as a PM, I’ve consistently felt that ladder-based PM performance evaluations seem broken, but I couldn’t quite find the words to describe why. Early on in my PM career, I was actually part of the problem — I happily created or co-created elaborate PM ladders in spreadsheets, calling out all sorts of nuances between what “Product Quality focus” looks like at the PM3 level vs. at the Sr. PM level. (looking back, it was a non-trivial amount of nonsense — and having seen several dozens of ladder spreadsheets at this point, I can confidently say this is the case for >90% of such ladder spreadsheets) So that led me to develop the Insight-Execution-Impact framework for PM Performance Evaluations, which you can see in the picture below. I then used this framework informally to guide performance conversations and performance feedback for PMs on my team at Stripe — and I have also shared this with a dozen founders who’ve adapted it for their own performance evaluations as they have established more formal performance systems at their startups. And now, you can access this framework as an easy to update & copy Coda doc (link in the comments). How to use this template as a manager? In a small company that hasn’t yet created the standard mess of elaborate spreadsheet-based career ladders, you might consider adopting this template as your standard way of evaluating and communication PM performance (and you can marry it with other sane frameworks such as PSHE by Shishir Mehrotra to decide when to promote a given PM to the next level e.g. GPM vs. Director vs. VP). In a larger company that already has a lot of legacy, habits, and tools around career ladders & perf, you might not be able to wholesale replace your existing system & tools like Workday. That is fine. If this framework resonates with you, I’d still recommend that you use it to actually have meaningful conversations with your team members around planning what to expect over the next 3 / 6 / 9 months and also to provide more meaningful context on their performance & rating. When I was at Stripe, we used Workday as our performance review tool, but I first wrote my feedback in the form of Insight - Execution - Impact (privately) and then pasted the relevant parts of my write-up into Workday. So that’s it from me. Again, the link to the template is in the comments. And if you want more of your colleagues to see the light, there’s even a video in that doc, in which I explain the problem and the core framework in more detail. I hope this is useful.

Accountability Nearly every organization I work with at the moment is focused on some version of creating a "high-performance" culture. Alongside this goal is a push for greater speed of decision-making, efficiency, and accountability. However, a common mistake many organizations make is treating accountability as a binary attribute—individuals are either seen as accountable or not. In reality, accountability is more nuanced. Understanding accountability as a spectrum is critical for cultivating a high-performance culture. The Accountability Ladder illustrates this concept by mapping out various levels at which individuals engage with their responsibilities, ranging from unaware or indifferent to becoming proactive and inspiring others. Those familiar with the Leadership Circle Profile will note that accountability transforms as leaders pivot from an external to an internal locus of control. This move from a Reactive to Creative mindset is a critical prerequisite. Here is a summary of each step on the ladder: Unaware: At this level, individuals are not aware of the issues or their responsibilities. They lack the knowledge necessary to understand what needs to be done. Blaming Others: Individuals recognize the issue but choose to blame others rather than taking any responsibility. They see the problem as someone else's fault. Excuses: At this step, individuals acknowledge the problem but offer excuses for why they can't address or resolve it. They often cite external factors or limitations. Wait and Hope: Individuals here are aware of the problem and hope it gets resolved by itself or that someone else will take care of it. There is recognition but no action. Acknowledge Reality: This is a turning point on the ladder. Individuals acknowledge the reality of the situation and their role in it but have not yet begun to take corrective action. Own It: Individuals take ownership of the problem and accept their responsibility for dealing with it. They start to commit to resolving the issue. Find Solutions: At this step, individuals not only take ownership but also actively seek solutions. They explore various options to resolve the problem. Take Action: Individuals implement the solutions they have identified. They take concrete steps to resolve the issue. Make It Happen: Individuals not only take action but also follow through to ensure that the solutions are effective. They monitor progress and make adjustments as necessary. Inspire Others: Leaders inspire and encourage others to take accountability, creating a proactive problem-solving culture. As a team exercise, try writing the steps of the accountability ladder on a whiteboard and ask: What level of accountability do we see across the organization? What level do we exhibit as a team (to each other and our stakeholders)? And finally, where would I place myself?

Sometimes, I’ve noticed my productivity soar when I set tighter deadlines—especially in the artistic side of business, like branding or music, where deadlines tend to be indefinite. According to Parkinson’s Law, the more time given to complete a task, the more time it will take—often resulting in less efficiency. Work expands to fill the time available for its completion. Strategically compressing our timelines can enhance focus and productivity. Coined by Cyril Northcote Parkinson in 1955, this theory reminds us - 𝐧𝐨𝐭 𝐞𝐯𝐞𝐫𝐲 𝐭𝐚𝐬𝐤 𝐫𝐞𝐪𝐮𝐢𝐫𝐞𝐬 𝐚 𝐦𝐚𝐫𝐚𝐭𝐡𝐨𝐧—𝐬𝐨𝐦𝐞𝐭𝐢𝐦𝐞𝐬, 𝐚 𝐬𝐩𝐫𝐢𝐧𝐭 𝐝𝐞𝐥𝐢𝐯𝐞𝐫𝐬 𝐛𝐞𝐭𝐭𝐞𝐫 𝐫𝐞𝐬𝐮𝐥𝐭𝐬.

The most valuable private tech company out of Europe right now published its performance management playbook. And IMO every entrepreneur should read it. There’s a lot out there about what Revolut has accomplished ($428m in net profit last year, with $2.2bn in revenue and a global customer base of 45 million for starters). There’s a lot less written about how the Revolut team achieved this level of success. Which makes Nik Storonsky’s “Driving High Performance” playbook so valuable. It was co-written by Nik and the team at QuantumLight and somehow manages to condense nearly a decade of Nik’s best practices from growing Revolut into a 30-minutes read. What I find most notable about Nik’s playbook: 🥷 𝐀 𝐝𝐞𝐝𝐢𝐜𝐚𝐭𝐞𝐝 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐭𝐞𝐚𝐦 𝐭𝐡𝐚𝐭’𝐬 𝐬𝐞𝐩𝐚𝐫𝐚𝐭𝐞 𝐟𝐫𝐨𝐦 𝐇𝐑 𝐚𝐧𝐝 𝐫𝐞𝐩𝐨𝐫𝐭𝐬 𝐝𝐢𝐫𝐞𝐜𝐭𝐥𝐲 𝐭𝐨 𝐭𝐡𝐞 𝐂𝐄𝐎 Nik believes performance management is a science, not an art. It can be standardized and it should be a top CEO priority. At Revolut, this looks like a team of smart operators that can build the process for performance management and constantly fine-tune evaluations and incentives. 🧮 𝐒𝐭𝐚𝐧𝐝𝐚𝐫𝐝𝐢𝐳𝐞𝐝 𝐞𝐯𝐚𝐥𝐮𝐚𝐭𝐢𝐨𝐧𝐬 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐝𝐚𝐭𝐚 𝐚𝐧𝐝 𝐬𝐢𝐦𝐩𝐥𝐞 𝐟𝐨𝐫𝐦𝐮𝐥𝐚𝐬 𝐭𝐨 𝐫𝐞𝐦𝐨𝐯𝐞 𝐛𝐢𝐚𝐬𝐞𝐬 𝐚𝐧𝐝 𝐩𝐨𝐥𝐢𝐭𝐢𝐜𝐚𝐥 𝐢𝐧𝐭𝐞𝐫𝐟𝐞𝐫𝐞𝐧𝐜𝐞𝐬 Performance is delivered over three dimensions — deliverables, skills and culture — and scorecards are used to describe ideal behavior. Assessment is standardized through yes/no answers. For each seniority level, the performance team sets a bar for expectations and goes through a quarterly process to gather performance reviews, calculate grades, calibrate results, and share those results with managers to deliver feedback. There’s no exception to this process, no matter how junior or senior someone is. The result of such a mathematical approach? Employees get evaluated on outcomes, not intuition. Which means they spend less time focused on positioning themselves positively and more time improving their metrics. 🥇 𝐃𝐢𝐬𝐩𝐫𝐨𝐩𝐨𝐫𝐭𝐢𝐨𝐧𝐚𝐭𝐞 𝐜𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧 𝐟𝐨𝐫 𝐭𝐨𝐩 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐞𝐫𝐬 𝐚𝐧𝐝 𝐪𝐮𝐢𝐜𝐤 𝐞𝐱𝐢𝐭𝐬 𝐟𝐨𝐫 𝐛𝐨𝐭𝐭𝐨𝐦 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐞𝐫𝐬 When everything that matters gets measured across functions, both A-players and under-performers are easy to spot. Revolut doesn’t shy away from giving its top 15-25 percent of employees disproportionate compensation. On the other side of the performance coin, they focus on exiting the bottom 0-10% of performers as quickly as possible. At a time when all the talk is about founder mode, here is a concrete, actionable playbook for maintaining peak performance at a large scale. Is Nik’s approach for everyone? No. Can it lead to incredible results for founders that adapt this model to their own culture? Absolutely. Nik Storonsky and QuantumLight, thanks for sharing your secrets - hopefully it will inspire and help a lot of entrepreneurs.

There are a few tricks to improve the quality of LLMs' outputs. They may not be a silver bullet, but they can sometimes be useful to know how to implement them! The most fundamental strategy is Chain of Thoughts (CoT). The idea is to induce a step-by-step reasoning for the LLM before providing an answer. For example, we induce step-by-step reasoning by using the zero-shot CoT approach: """ Solve the following problem. Let's approach this step by step: Question: {question} Solution: """ The idea is that the LLM, by reading its own reasoning, will tend to produce more coherent, logical, and accurate responses. Considering the tendency of LLMs to hallucinate, it is often a good strategy to generate multiple reasoning paths so we can choose the better one. This is commonly referred to as the Self-Consistency approach. This approach allows one to choose the best overall answer, but it is not able to distinguish the level of quality of the different reasoning steps. The idea behind Tree of Thoughts (ToT) is to induce multiple possible reasoning steps at each step and to choose the best reasoning path. The typical approach to understanding what step is better at each level is to quantitatively assess them with a separate LLM call. CoT is known to induce better accuracy on reasoning problems than standard prompting, and ToT is known to outperform CoT.

Why do athletes spit drink while playing? This is called Carb rinsing. Carbohydrate mouth rinse is a strategy used by athletes to improve performance, particularly in endurance sports. The science behind it lies in the activation of the brain's reward centers and the stimulation of the oral cavity's sensory receptors. When a carbohydrate solution is swished around the mouth and then spat out, it triggers an increase in the release of neurotransmitters such as dopamine, which can enhance motivation and reduce perceived exertion. The act of spitting out the drink on the field is not just a matter of getting rid of excess liquid, but rather an integral part of the carbohydrate mouth rinse protocol. By spitting out the solution, athletes are able to stimulate the oral cavity's sensory receptors without actually ingesting the carbohydrates, which can cause gastrointestinal distress during intense exercise. This technique is based on the concept of the "central governor theory," which suggests that the brain plays a significant role in regulating exercise performance, activating the brain's reward centers and stimulating the oral cavity's sensory receptors, carbohydrate mouth rinse can help to override feelings of fatigue and improve athletic performance. Many athletes, particularly distance runners and cyclists, use this technique to gain a competitive edge and improve their overall performance.

𝙏𝙝𝙚 8️⃣ 𝘽𝙚𝙣𝙚𝙛𝙞𝙩𝙨 𝙤𝙛 𝙈𝙚𝙙𝙞𝙩𝙖𝙩𝙞𝙤𝙣 𝙛𝙤𝙧 𝘼𝙩𝙝𝙡𝙚𝙩𝙚𝙨 𝙖𝙣𝙙 𝘽𝙧𝙚𝙖𝙩𝙝𝙞𝙣𝙜 𝙇𝙖𝙙𝙙𝙚𝙧𝙨 It's great to see athletes such as Simone Biles using meditation. Biles is very open about her mental health and speaking to a therapist. She has experienced anxiety during the Olympics: “I have not done much around the Olympic Village, and it’s because the first day we got here, and I got to the cafeteria and a lot of people were asking me for photos, like nonstop, and whenever I sat down to eat my anxiety was so bad I was shaking. And I couldn’t stop shaking.” Speaking to her therapist has helped: “I did have therapy this morning, so I feel a little bit better. I’ve just worked so hard, mentally, to get to this moment.” One strategy that Biles uses is meditation. There are so many benefits of mediation within sport such as: 1️⃣ Increased performance (Mardon et al., 2016; Moen et al., 2015) 2️⃣ Increased likelihood of getting into the 'Zone' (Cathcart et al., 2014) 3️⃣ Increased attention (Mardon et al., 2016) 4️⃣ Focus (Cote et al., 2019) 5️⃣ Susceptibility to choking (Hussey et al., 2020) 6️⃣ Reduced incidence of injuries and days lost to injury (Naderi et al, 2020) 7️⃣ Enhanced well-being and decrease depressive symptoms (Norzouri et al., 2020) 8️⃣ Reduced hostility (Gross et al., 2018). 𝗕𝗿𝗲𝗮𝘁𝗵𝗶𝗻𝗴 𝗟𝗮𝗱𝗱𝗲𝗿𝘀 𝗳𝗼𝗿 𝗘𝗻𝗵𝗮𝗻𝗰𝗲𝗱 𝗖𝗼𝗻𝗰𝗲𝗻𝘁𝗿𝗮𝘁𝗶𝗼𝗻 A meditation technique that I really like is called a breathing ladder. This technique formed part of a mindfulness training intervention with Division 1 soccer players within the United States (Baltzell et al., 2014).  After each exhalation the athlete is instructed to silently say a number to him or herself. After the first exhalation the athlete should say ‘one’ silently. Following the next exhalation, the athlete says ‘two’ silently. After the third exhalation he or she says ‘three,’ and carries on until 10 is reached. After the athlete has reached 10, he or she starts descending after each breath to nine, then eight, and then all the way to one. At this point the athlete repeats the initial cycle, but only ascends to 9 and then back down to 1. Once he or she gets back down from 9, it is up to 8 and back down, and then up to 7 and back down to 1. This process is continued until the athlete reaches one.  Once the athlete gets back down to one, he or she can even start the cycle again, going all the way up to 10 again.  There is a catch, if the athlete loses his or her place at any point, he or she has to start back at the beginning, at 1 and ascend up to 10.

I just analyzed the calendars of 50 top performing sales reps. The difference between quota crushers and quota missers isn't what you think. It's not their territory. Not their product. Not their comp plan. → It's how they structure their TIME. After a decade coaching thousands of sales professionals I've noticed something. High performers don't work more hours. They work different hours. They obsess over IPAs. Income Producing Activities. Average reps spend over half their week on admin garbage. Top earners ruthlessly protect time for revenue generating work. I recently tracked my own time for two full weeks. Down to 15 minute blocks. The results shocked me (Yes, I’m still able to shock myself sometimes). Even though I teach this stuff I was spending 35% of my week on $20 per hour tasks instead of $2,000 per hour activities. I was stepping over hundred dollar bills to pick up pennies. Here's exactly how elite sales performers structure their week. Increasing pipeline - 25 to 30% of time Cold outreach that actually converts Social selling that builds real authority Discovery calls that uncover massive pain Creating opportunities not just conversations Progressing pipeline - 25 to 30% of time Moving deals forward with clear purpose Meeting key stakeholders Running customized demos Building business cases that sell themselves Closing pipeline - 15 to 20% of time Negotiating from a position of strength Handling objections before they surface Working legal and procurement strategically Actually asking for the business Upgrading skills - 15 to 20% of time Mastering objection handling frameworks Improving discovery techniques Studying influence and persuasion Learning from top performers Here's how to reclaim your time starting today. Step 1. Run a brutal time audit Track every 15 to 30 minutes for one full week. No lying to yourself. No rounding up. Just raw data on where your time actually goes. Step 2 . Categorize every single activity Time wasting activities that cost you money Low value admin worth $20 per hour Core selling activities worth $200 per hour High leverage skills worth $500 plus per hour Step 3. Calculate your IPA percentage What percentage of your week is spent directly generating revenue? If it's under 75% you're leaving massive money on the table. Step 4. Eliminate, automate, delegate Eliminate the zero dollar per hour activities completely Automate the repetitive busywork Delegate the necessary but low leverage tasks I hired an EA after realizing I was wasting 14 plus hours weekly on tasks I could delegate for $25 per hour. That's $28,000 in opportunity cost every single week. The math is brutally simple. $20 per hour tasks times 14 hours equals $280 value created $2,000 per hour tasks times 14 hours equals $28,000 value created What if the biggest lever to grow your sales income isn’t what you sell - but how you spend your time? ⏳ I unpacked the whole strategy in the comments 👀

I've tried 100s of time management techniques.  This is by far my favourite: I used to work 80 hrs/week and call it "productive." When really I was: - Attending pointless meetings - Fighting countless small fires - Being involved in every decision Now I work less than 70% the time and get 4x as much done. The Eisenhower Matrix helped me get there.  It teaches you to categorise tasks by importance and urgency. Here's how it works: 1. Do It Now (Urgent + Important) Examples: - Finalise pitch deck before investor meeting tomorrow. - Fix website crash during peak customer traffic. - Respond to press interview request before deadline. Best Practices: - Attack these tasks first each morning with full focus. - Set a strict deadline so urgency fuels execution. 2. Schedule It (Important + Not Urgent) Examples: - Plan quarterly strategy session with leadership team. - Map long-term hiring plan for next 18 months. - Build a personal brand content system for LinkedIn. Best Practices: - Protect time blocks in advance. Never leave them floating. - Tie them to measurable outcomes, not vague intentions. 3. Delegate It (Urgent + Not Important) Examples: - Handle inbound customer service queries this week. - Organise travel logistics for upcoming conference. - Update CRM with latest sales call notes. Best Practices: - Build playbooks so your team executes without confusion. - Delegate with deadlines to avoid wasting time. 4. Eliminate It (Not Urgent + Not Important) Examples: - Tweak logo colour palette again for fun. - Attend generic networking events with no ICP fit. - Review endless “best productivity tools” articles. Best Practices: - Audit weekly. Cut anything that doesn’t compound long-term. - Replace low-value busywork with rest, thinking, or selling. If you are always reacting to what feels urgent,   You'll never focus on what matters. Attend to the tasks in quadrant 1 efficiently,  Then spend 60-70% of your time in quadrant 2.    That's work that actually builds your business. Which quadrant are you spending too much time in right now?  Drop your thoughts in the comments. My newsletter, Step By Step, breaks down more frameworks like this. It's designed to help you build smarter without burning out. 200k+ builders use it to develop better systems. Join them here:  https://lnkd.in/eUTCQTWb ♻️ Repost this to help other founders manage their time.  And follow Chris Donnelly for more on building and running businesses. 

What if you stopped working 48 hours before your project deadline?   This project management chart perfectly captures what happens to most teams. We laugh because it's painfully true.   But what if there was a way to avoid that chaotic "Project Reality" scenario altogether?   When I was a child, we would all be cramming the day before our school tests. During lunch breaks on test days, the school playground transformed into a sea of anxious children muttering facts while neglecting their parathas.   Then I witnessed something that would change my approach to deadlines.   The day before a major exam, I visited my neighbour to borrow her notes. I found her calmly playing carrom. "I never open my books 48 hours before an exam," she said with serene confidence.   I was shocked. Her grades? Consistently stellar.   This simple philosophy transformed my approach to project management:   Always allocate a 20% time buffer at the end of every project, during which no work is scheduled.   This buffer isn't for work. It's for reflection, quality improvements, and the strategic thinking that transforms good deliverables into exceptional ones.   Here are some benefits I have observed using this approach:   ▪️That last tweak in the colour or button dramatically improves UI ▪️Rework requests sharply decline ▪️Sales pitches achieve better outcomes ▪️The final touches which introduce the personalised elements help build strong customer relationships ▪️Board is much more engaged in the conversation and approvals go through smoothly ▪️Output is significantly streamlined and simplified multiplying impact ▪️Less stress all around   Do teams initially resist this approach? Absolutely.   "We're wasting productive time," or "the client/board doesn't need the material so much in advance of the meeting" are the common complaints.   But as teams experience the dramatic quality improvements and the elimination of those dreaded last-minute fire drills, attitudes change.   The next time you're planning a project, fight the urge to schedule work until the very last minute. Those final breathing spaces are where excellence happens.   Have you tried an unconventional deadline management strategy - do share!   #projectmanagement #leadership #execution #productivityhacks