How to work with Kahhow
After multiple chaotic product launches, build-on-the-go startup-like experiences, here is some sanity from self-reflection
FYI: This is my first draft
These are a few things that might be helpful when navigating how I think and to work better with me:
1 Ruthless prioritisation together: saying ‘no’ on sound grounds
I used to struggle with this, especially in product verticals/ spaces that I am unfair with.
This is an unusual position in my current work environment. But there are clearly a lot of things not worth doing. Circumstances are often by our own choosing rather than overarching absolute, unchanging structures: e.g. handling problem-solution mismatch where tech-is-not-the-solution, technically unsound architecture, scope-creep, overconsultation of stakeholders (yes it is possible).
‘No’ because protect bandwidth or rescope based first principles of ‘does it solve the original problem’. If there is doubt, don’t commit first and clarify.
Yes is comfortable. It makes everyone happy. Saying ‘no’ is uncomfortable in the short run but saves the team a lot in the long run. We do not say ‘no’ for the sake of it. We say ‘no’ when it is the best for the product/ team and to better support end-users.
We also cannot do everything in a small team. It is not a consensus but the decision based on best available information at this point in time. We minimize dependencies (both human and technical) unless those are absolutely necessary for desired outcomes. In a pseudo VC/ venture builder capacity we will always have more than we can support and hence we will be sharpening instincts to make calculated bets.
So the answer is often going to be ‘no’ until proven otherwise.
2 Aligning on strategy/ why and documenting it
Share why x is important
Assume that doing x always involve a tradeoff and hence we internally justify each decision and commitment.
Once the why is clear other minor tasks will fall into place and grounds for rejection become clearer.
- Why at team-level
- Why at branch/ division level
- Why at larger org level
Ideally if OKRs are properly synced-up, there is no risk of mistranslation across various org structures. So yes please do this in good faith.
We exist in a pretty big org with diverse stakeholders within and externally given the nature of our work. But not everyone matters or needs to be engaged now.
As a team the why/ overarching objective serves as a guardrail on what is within scope, what isn’t so we don’t die-by-scope-creep. This is framed as initatives on Linear. Task management helps us to also balance load across the team so we prioritize the things that truly matter.
We need to do this more before running around chasing tasks.
3 Not the one to mince words but I will try not to be too unruly
Small team means getting along is everything.
Speed is often associated with being unruly and stepping on people’s toes. Speed/ getting things done isn’t a great excuse for being inconsiderate, disrespectful, rude, and just being a bad human being in general. There is never a blanket license/ immunity to be terrible, regardless of outcomes delivered.
But surely by 2nd month I probably have accidentally pissed you off in some form and was probably too curt. I spent college days in a city where flipping each other off on the streets is a daily norm; a room mate who rode a bike and got knocked over by a car got scolded by the same driver. I will try harder to reintegrate as a better human being.
Let me know directly as well and I’ll calibrate.
Beyond myself, good team culture means situating ourselves in relation to others. And so we need to spend time to learn to work with each other rather than assuming that we naturally will collaborate effectively.
4 Bias to action
- Not sure? Build and test
- Don’t know? Read and find out, go ask people
- Takes 6 months? Really? Make a dirty prototype and launch tomorrow, clarify hypothesis along the way
- Cannot be done? Let’s try.
But in other instances when I say cannot be done I have definitely really tried it for a substantial period of time to make claims with a good degree of certainty
Some related potential problems:
- I get distracted/ sucked into a tangent to try things
- I get too dirty into structuring details yet ironically also can be lacking other details at times
5 Trust I act in good faith, clarify directly if I am not
People slip and have bad days.
You should call me out if you think I am acting in bad faith. I will go and reflect.
As corny as this sounds this is a space I love dearly with a set of principles and guardrails I’ve held through my professional life in pursuit of this notion of ‘Good’ in this space (I am also very cautious that this should not make me an expert by default; and that I am not the user even if I run the bias to think I am). Related:
- Why I would never teach tuition
- My take on Formal Education in 2060
- It happened on String (2024)
- String — About Us: how I scaled a grassroots community of teachers to adopt and co-create EduTech products
If I really am not reflecting, you should also tell my manager and there should be accountability and corresponding consequences. But give chance and let me try first. Pls?
The reverse might be true. I might also stop you to clarify things when I think there are calls that I cannot comprehend. I hope these will similarly be taken in good faith so I understand how you think better.
I think turning 32 I am (a lot) less nice as a person over the years. I have been accused of being a people pleaser which is probably unthinkable for people in my immediate workspace now.
But in most other domains there are more things at stake. Including my cat — getting stuck in rabbit holes means Bao gets neglected.
So yes choosing Bao > frivolous things can be legitimate while still achieving overall team/ org objectives. And so we still say ‘no’ so we can return time to people and things that matter more (like health) — including wife/ spouses.
Because last and definitely not the least is to spouse/ family and everything else we do work for, beyond the value of work in itself.
Other readings
Culture Docs I enjoyed
Building a team involves socializing a mission/ vision. The act of binge watching may seem lame but I do think it is really a matter of framing:
Entertainment, like friendship, is a fundamental human need; it changes how we feel and gives us common ground. We want to entertain the world. If we succeed, there is more laughter, more empathy, and more joy. To get there, we have an amazing and unusual employee culture.
What is the equivalent long view for our team? What norms can we arrive at so we work together fun and yet effectively?
Culture Docs I penned myself
When I used to still run teams from 0-to-1, tried raising money and when product-market-fit/ fundraising was existential to keeping your team
- String’s culture deck — super barebones articulation of principles and ways of working with a much smaller team
- CareerContact’s culture deck — more extensive and mattered more given larger team size (10+ at peak)
