https://radoptimist.org/en/tags/leadership/Recent content in Leadership on Radical OptimistHugoenWed, 01 Apr 2026 00:00:00 +0000https://radoptimist.org/en/post/ticketing-systems-are-an-antipattern-for-team-collaboration/Wed, 01 Apr 2026 00:00:00 +0000https://radoptimist.org/en/post/ticketing-systems-are-an-antipattern-for-team-collaboration/<h1 id="the-ticketing-system-user-interface-is-an-antipattern-for-cross-team-collaboration">The ticketing system user interface is an antipattern for cross-team collaboration</h1> <p>If your team spends most of its time managing a ticketing system — filing requests, triaging queues, waiting for answers — you have already made your collaboration legible to a machine.</p> <p>That is not a metaphor. Ticketing systems only work for the kind of work AI handles well: routine, well-defined, known destination, repeatable process. If your collaboration looks like a queue, it can be automated. And it will be.</p>https://radoptimist.org/en/post/when-doing-stopped-being-learning/Wed, 18 Mar 2026 00:00:00 +0000https://radoptimist.org/en/post/when-doing-stopped-being-learning/<blockquote> <p>&ldquo;What I cannot create, I do not understand.&rdquo; — Richard Feynman<sup id="fnref:1"><a href="#fn:1" class="footnote-ref" role="doc-noteref">1</a></sup></p> </blockquote> <p><em>In the age of AI, every knowledge worker faces the same hidden trade-off: use the tool to produce, or use the tool to understand. You cannot fully do both. How you arbitrage that tension defines what you become.</em></p> <hr> <h2 id="i-when-doing-was-learning">I. When doing was learning</h2> <p>Before AI, the coupling was tight. To ship software, you had to understand it. There was no shortcut. Writing the code <em>was</em> the learning. Debugging <em>was</em> the understanding. The act of production and the act of comprehension were the same act.</p>https://radoptimist.org/en/post/ai-peters-principle/Fri, 13 Mar 2026 00:00:00 +0000https://radoptimist.org/en/post/ai-peters-principle/<p><em>AI, the Peter&rsquo;s Principle, and the rise of the Senior Operator</em></p> <hr> <h2 id="i-the-principle-accelerated">I. The principle, accelerated</h2> <p>In 1969, Laurence J. Peter observed that in any hierarchy, people rise until they reach their level of incompetence — promoted based on past performance until they land in a role their skills can&rsquo;t support. [1] The ceiling was always there. It just took years to find.</p> <p>AI has changed the timeline. As a capability amplifier — not a capability builder — it makes you faster and more productive at tasks you already understand. The ceiling stays exactly where it was. The elevator just got faster.</p>https://radoptimist.org/en/post/how-to-escape-the-brown-compromise-trap/Sun, 24 Mar 2024 00:57:47 +0000https://radoptimist.org/en/post/how-to-escape-the-brown-compromise-trap/<h2 id="we-are-all-painters">We are all painters</h2> <p>The brown compromise is an analogy from the painting world. The story goes like this: if you ask a family of five folks living in the same house which colour they prefer, you may end up with a dataset like this one: green, yellow, blue, violet, and I don’t care (yes, this is not a colour!). You may also end up in a family (like mine) where one of the users (me!) is colour-blind and has a very different perception of the world than the other four family members.</p>https://radoptimist.org/en/post/dont-ask-for-more-resources-do-more-with-what-you-have/Mon, 22 Feb 2021 06:44:26 +0000https://radoptimist.org/en/post/dont-ask-for-more-resources-do-more-with-what-you-have/Instead of asking for more, focus on helping your team succeed. Ensure you align your goals with the team’s current capacity: this is the…https://radoptimist.org/en/post/the-dark-side-of-authority/Fri, 22 Jan 2021 20:34:04 +0000https://radoptimist.org/en/post/the-dark-side-of-authority/Boost your success and team growth by … not deciding!https://radoptimist.org/en/post/trifecta-product-teams-and-impact/Sun, 20 Sep 2020 07:03:22 -0400https://radoptimist.org/en/post/trifecta-product-teams-and-impact/<h1 id="introduction--definition">Introduction &amp; Definition</h1> <p>In this blog post, we’ll explore the concept of “trifecta” (also called triad in some organizations) that I have seen used successfully in the past both at start-up and even at large scale organizations (ex: Shopify).</p> <p>Let’s start with a definition. The trifecta represents a subset of a product team whose goals are to capture systematically:</p> <ul> <li>value: for the business</li> <li>usability: for the user</li> <li>feasibility: technological, ethical, legal, etc.</li> </ul> <h1 id="valuable--usable--feasible-are-the-trifecta-goal">Valuable &amp; Usable &amp; Feasible are the trifecta goal!</h1> <p>I will use the term craft in this article and would also like to define it: a craft is one or more people inside the product-team with their hierarchy, rituals and specialties. Example of craft includes engineering (sometimes back-end, front-end, mobile), UX (designer, researcher, content specialist, etc.), Product (product manager, product owner, product lead, etc.), data-science (data-scientist, etc.), commercial, legal, etc. Each organization is different and has a different structure to execute its mission. In this article, I will refer to “craft” as the various specialties &amp; hierarchies that exist within the organization.</p>https://radoptimist.org/en/post/how-to-run-a-why-who-what-how-alignment-session/Sat, 18 Jan 2020 09:01:01 +0000https://radoptimist.org/en/post/how-to-run-a-why-who-what-how-alignment-session/A simple set of questions to remove ambiguity, build team alignment and prioritizehttps://radoptimist.org/en/post/how-to-run-a-prioritization-session-using-the-moscow-framework/Thu, 19 Dec 2019 09:01:02 +0000https://radoptimist.org/en/post/how-to-run-a-prioritization-session-using-the-moscow-framework/<p>10x ruthless prioritization</p> <p>A prioritization method to rapidly build consensus on the scope and share with your team and any stakeholder.</p>https://radoptimist.org/en/post/how-to-organize-a-great-team-retrospective/Sat, 07 Dec 2019 14:06:34 +0000https://radoptimist.org/en/post/how-to-organize-a-great-team-retrospective/Retrospective help teams realize their impact and grow.https://radoptimist.org/en/post/never-split-the-difference-the-art-of-contextual-questioning-with-respect-and-empathy/Fri, 19 Apr 2019 16:54:26 +0000https://radoptimist.org/en/post/never-split-the-difference-the-art-of-contextual-questioning-with-respect-and-empathy/A great book to become a better human beinghttps://radoptimist.org/en/post/the-pyramid-of-the-product-manager-needs-maslow-inspired/Mon, 01 Jan 0001 00:00:00 +0000https://radoptimist.org/en/post/the-pyramid-of-the-product-manager-needs-maslow-inspired/A useful and visual mental model that represent the product management role in relation to its environment.