When things go wrong, we tend to focus on mistakes, miscalculations, and deficiencies in design. By limiting our investigations to the details of what went wrong, we ignore a far richer and more interesting source of learning: how things went right.

Psychological safety is one of the leading indicators of a high performing team. Yet, forging deep human relationships and building trust can be difficult when your team is distributed or largely interacts on screens.

Technology at Spotify is filled to the brim with talented, driven and passionate engineers, who together work to solve the challenges we face to reach our north star goals.

We’ve all had that experience where we’ve planned the perfect discussion only to have it hijacked by a passionate side-person, lose focus halfway through, or produce the exact same takeaways as you had before you began the discussion.

When bootstrapping new teams, they need to go through the standard process of forming, storming, norming and performing. And in the context of fast-growing companies, with their own level of uncertainty, how can we achieve high performance when teams and goals are constantly changing?