#258 – September 07, 2025
learnings from building the backbone of the internet
Lessons from CTO of Amazon
4 minutes by Everton Marcelino Jr.
Werner Vogels shared key lessons from building internet infrastructure. He emphasized solving real problems instead of chasing trendy technologies like blockchain or AI. Systems should be designed with failure in mind, using different reliability tiers based on importance. Leaders should distinguish between reversible decisions that can be made quickly and irreversible ones requiring careful thought.
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You don't want to hire the best engineers
5 minutes by Rachel Wolford
Many startups claim they only want to hire the best engineers, but this creates unrealistic expectations. The best engineers have better options and higher demands than most startups can meet. Instead of waiting months for perfect candidates, companies should hire great engineers who may need some development. Startups that insist on perfection waste precious time while competitors move faster with good enough talent.
Going direct
9 minutes by James Stanier
James explains a management approach where team members communicate openly across departments without following rigid hierarchy chains. Instead of passing messages up and down org charts, people should talk directly to whoever they need. This speeds up decisions, reduces bottlenecks, and builds trust. However, managers must set clear guardrails about decision-making authority and when to escalate important choices.
How can I deal with a team member who is always complaining?
13 minutes by Andi Roberts
Chronic workplace complaints drain energy and reduce team performance by up to 40%. Rather than silencing complainers or quickly fixing problems, leaders should see complaints as expressions of care and unmet needs. Andi argues that the key is asking questions that shift people from criticism to ownership. This transforms negative energy into constructive contribution.
Why are we organized like this?
7 minutes by John Cutler
John organizes companies in nine common patterns driven by politics, fads, or organic growth. Some swing between extremes while others constantly reorganize. Founder-driven companies reflect their leader's style, whether controlling or philosophical. The most successful use disciplined management or thoughtful long-term transformation to create lasting change.
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