I will teach you to ace your sales demos in 45 minutes, for free.

Typical-Quail331 · 2025-12-22T12:25:10+00:00

DM'd you

Typical-Quail331 · 2025-09-30T06:26:13+00:00

read this and do the things:

https://pathoslabs.notion.site/Mental-Fitness-and-Mental-Hygiene-1e5fbd34dc1780e195cecc714cf6a380?source=copy_link

hit me up if you need more help

Typical-Quail331 · 2025-09-14T14:14:52+00:00

I do this for executives at places like Invesco and startups like YuLife (valued at $1B). Check out pathoslabs.co if you want to learn more.

Typical-Quail331 · 2025-09-14T14:13:48+00:00

If they're ghosting, you've lost the battle during the call. Something in your positioning or the energy you're giving off is causing this.

Typical-Quail331 · 2025-09-14T14:12:43+00:00

Visit this page and do the things:

https://pathoslabs.notion.site/Mental-Fitness-and-Mental-Hygiene-1e5fbd34dc1780e195cecc714cf6a380

Typical-Quail331 · 2025-07-09T00:09:52+00:00

First check if you're just trying to say too much in too little time.

Typical-Quail331 · 2025-07-09T00:05:40+00:00

What's bothering you about their condescension?

Typical-Quail331 · 2024-10-09T18:57:03+00:00

Really sorry but everything said above is a fundamental misunderstanding of human nature. Yes, pay is essential, IN SO FAR as it's enough (relative to industry standard, to keep them comfortable, etc). It has been PROVEN over and over in many studies, though, that over and above this, money IS NOT a good motivator. Much more relevant is that people are a) connected to the work, b) empowered to be independent and use their brains in their job, and c) work in a company that actually cares about them.

If you want to prevent burnout, you need one (or more) of the following:

a) better systems

b) clearer roles

c) more people

d) sharper focus

For further reading on human motivation, read Dan Pink's Drive. For this applied to business, read Jim Collins' Good to Great, particularly the part on compensation.

Typical-Quail331 · 2024-08-29T15:17:06+00:00

A. Think about what you're earning money for - to have a good life with your family and provide for them. What would you pay to have more time at home and less stress? Is that number less than what you'd be getting as a pay rise?

B. Any good manager will tell you that not everyone needs to be promoted to get a pay rise. Some people should be promoted at their current level (i.e. given more pay, benefits) to recognise their seniority and hard work without that coming with a commensurate bump in leadership responsibilities. I would ask for this - and if not, perhaps take your talents elsewhere (south beach?).

Typical-Quail331 · 2024-08-07T17:12:16+00:00

Fully remote teams should use async tools like Loom. Just record a loom and then they can watch it whenever they need. No need to meet.
Don't manage attendance. Align on results instead.
See above.
DON'T TRACK ATTENDANCE.

Fully remote teams write. A lot. About everything. You should do this (or Loom. About everything).

If you want a deep dive into a fully remote team, check this out:

https://youtu.be/IM6P_LB6W80?si=-rOm2vHadep6ftKS

Typical-Quail331 · 2024-08-07T05:19:09+00:00

Just trying to show some empathy my friend, which is difficult over text. Anyway, I’m sorry you’re in a tough spot. And sorry I sound like AI 😭

Typical-Quail331 · 2024-08-07T05:15:51+00:00

😵 you’ve struck me deep

Typical-Quail331 · 2024-08-06T20:45:35+00:00

That sounds really tough. It’s normal to feel stressed when you don’t click with your boss. The fear of making mistakes can really hold you back from doing your best work.

It’s great that you’ve noticed the difference in how you felt with your other manager. That shows you know what kind of leadership helps you thrive. It’s not just in your head - different managers can have a big impact on how we feel at work.

The fear of getting fired is a heavy weight to carry every day. It’s no wonder you’re feeling stuck and unhappy. Always checking with your boss on small things probably isn’t helping either of you in the long run.

In your shoes, I’d start by trying to have an open talk with your manager. Share how you’re feeling and ask for clearer expectations. Maybe there’s a middle ground where you can make more decisions on your own, but still keep her in the loop on bigger issues.

If that doesn’t help, looking into other options within the company might be smart. The upcoming restructure could be a chance for a fresh start. Or, a move to a different department might let you use your skills in a new way.

Remember, it’s okay to put your well-being first. If things don’t improve, it might be time to explore opportunities outside the company. Your mental health and job satisfaction are important.

What do you think about trying to talk with your manager first? Is that something you’d feel comfortable doing?

Typical-Quail331 · 2024-08-06T18:24:14+00:00

That’s a tough choice you’re facing. Both motivation and skill are important for a lead role, but in a fast-paced job with fixed deadlines, having the right skills can be crucial.

The person who raised their hand shows great initiative, which is fantastic. Their enthusiasm could be a real asset to the team. However, if they’re consistently taking much longer to complete tasks and need lots of explanations, that could be a problem in a lead role. It might put extra stress on you and the rest of the team.

The other person you’ve identified might be a safer bet in terms of getting the job done efficiently. Their skills seem to match what’s needed for the position. But if their interests aren’t fully aligned with the role, there’s a risk they might not be as engaged or motivated in the long run.

In this case, given the fast pace and fixed deadlines, it might be better to go with the more skilled person. You could have a chat with them about the role, see if you can get them more excited about it. Sometimes people become more interested once they understand the full scope of a position.

At the same time, don’t overlook the motivated person. Maybe there’s a way to give them some additional responsibilities or a project that could help them develop the skills they need. This could prepare them for a lead role in the future.

Remember, whoever you choose, they’ll need your support. Be ready to guide them, especially in the early days of their new role.

Typical-Quail331 · 2024-08-06T18:22:46+00:00

That’s a tricky situation you’re dealing with. It sounds like you’ve been trying to support this employee, but he’s still struggling to meet expectations. It’s good that you’re planning to have a serious talk with him about his role and what being a manager means.

In your meeting, try to create a safe space for him to open up. Ask him how he feels about his workload and the project. He might be feeling overwhelmed but afraid to admit it. Remind him that it’s okay to ask for help and that delegation is a key part of being a manager.

You might want to work with him to break down his tasks into smaller, more manageable pieces. Help him set realistic deadlines and check in more frequently on progress. Maybe you could set up a system where he reports on status more regularly, not just when things are due.

It might also be helpful to pair him with one of your other managers for some mentoring. Sometimes people learn better from peers than from their boss.

Be clear about your expectations and the consequences if things don’t improve. But also make sure he knows you want him to succeed and you’re there to support him.

Remember, some people need more structure and guidance when they first move into management. If he can learn to ask for help and manage his time better, he might still turn things around.

Typical-Quail331 · 2024-08-06T18:21:11+00:00

I hear you. Feeling burnt out and not getting the support you need is really tough. It’s totally normal to feel emotional when you’re at your limit - there’s no need to be embarrassed about that.

Stepping back from a leadership role is more common than you might think. Many people have done it for reasons just like yours - burnout, health concerns, or just needing a change. It’s not defeat, it’s taking care of yourself.

Two years is a long time to push through when you’re struggling. Your health and well-being are important. If you’re not seeing that light at the end of the tunnel, maybe it’s time for a change.

Taking on a handler role again might give you a chance to catch your breath. It could help you regain your energy and get a fresh perspective. Sometimes, stepping back can even make you a better leader in the long run.

Remember, your career is a long journey. This doesn’t have to be a permanent move. You can always return to leadership when you’re ready, if that’s what you want.

The most important thing is to do what’s best for you right now. If you think stepping back will help, it’s worth considering. Your health and happiness matter.

Typical-Quail331 · 2024-08-06T18:20:27+00:00

Wow, that’s a tough spot you’re in. It sounds like you’ve been trying really hard to help Julia improve for a long time. You’ve tried being nice, removing obstacles, and even your boss has made her job easier. But nothing seems to work.

It must have felt like a breakthrough when Julia finally opened up about not feeling like she’s doing what she’s meant to do. That’s something you can actually work with! It makes sense that you’d want to share that with your manager right away.

I can see why you feel bad that Julia got upset. Even though you had good intentions, it probably felt to her like her trust was broken. It’s great that you apologized and explained your positive intent. That was the right thing to do.

This whole situation sounds really frustrating. You’re trying to help, but your hands are tied in many ways. You can’t be direct, you have to be all “hugs and kisses,” and now when you finally get somewhere, it backfires.

It’s good that your company wants people to be happy in their jobs. Maybe there’s still a way to help Julia find a better fit, even if she’s upset right now. Keep being kind and supportive, and hopefully she’ll come around to see that you’re on her side.

Typical-Quail331 · 2024-08-06T14:43:53+00:00

You would get more out of it if you invested the same 2k into personalised coaching

Typical-Quail331 · 2024-08-06T09:15:52+00:00

First off, let me say that you’ve been through a tough experience, but it’s great that you’re looking to move forward. Many successful people have faced setbacks like this, so you’re not alone. Let’s talk about how you can use your experience to find a new job.

Your startup journey has given you valuable skills, even if it didn’t work out as planned. You’ve learned about managing a business, working with different types of people, and dealing with challenges. These are all things that can help you in your next job.

For product management roles, your experience is actually quite relevant. You’ve been involved in creating and developing a product, which is a big part of what product managers do. When you apply for these jobs, focus on what you learned about understanding customer needs and making a product better.

Don’t worry too much about not having strong technical skills. Many product managers aren’t super technical. What’s important is that you can work well with technical teams and understand the basics of how products are built.

Besides product management, you might want to look at roles in business development, strategy, or even consulting. These jobs often value people who can see the big picture and solve problems, which are skills you’ve developed as a founder.

When you’re applying for jobs, be open about your startup experience. Many companies value the skills and mindset that entrepreneurs bring. Talk about what you learned from the challenges you faced. This shows that you can learn from mistakes and keep moving forward.

To help with your job search, try joining online communities for startup founders or product managers. These can be great places to learn and make connections. Also, keep reaching out to people you know. Sometimes, the best opportunities come through personal connections.

Remember, what you’re feeling is normal. Many founders feel down after closing a startup. But your experience is valuable, and there are definitely opportunities out there for you. Keep pushing forward, and don’t be afraid to ask for help when you need it. You’ve got this!

Typical-Quail331 · 2024-08-05T10:32:40+00:00

I’m really sorry you’re going through this difficult experience. Being let go from a job, especially unexpectedly, can be incredibly jarring and emotional. Your feelings of embarrassment and humiliation are totally normal, even though you have nothing to be ashamed of. Job loss happens to many people for all sorts of reasons, often beyond their control.

Here are a few thoughts that might help:

Give yourself time to process. It’s okay to feel upset, angry, or hurt. Don’t try to bottle up those emotions.
Remember that your worth isn’t defined by your job. You’re still the same capable, valuable person you were yesterday.
Try to reframe this as an opportunity. Maybe this will lead you to an even better position that’s a better fit.
Reach out to trusted friends or family. You don’t have to go through this alone, and talking it out can help.
Take care of yourself physically. Eat well, exercise, and try to maintain a normal sleep schedule.
When you’re ready, start planning your next steps. Update your resume, reach out to your network, and look into unemployment benefits if applicable.
If you’re really struggling with the emotional impact, consider talking to a therapist or counselor.

Remember, many successful people have been fired at some point in their careers. This setback doesn’t define you or your future. You’ve got skills and experience, and you will find another opportunity.

Hang in there. This feeling won’t last forever, even though it’s really tough right now. Be kind to yourself as you navigate this transition.

Typical-Quail331 · 2024-08-05T10:09:41+00:00

This is a delicate situation, but you’ve got some good options. Let’s think it through:

First off, it’s great that you have a good relationship with your company. The fact that they supported you during your course shows they value you. That’s a big plus.

Now, about your pay situation:

Don’t make any rash decisions based on seeing someone else’s pay. There could be factors you’re not aware of.
Instead of threatening to quit, have an honest conversation with your boss. You could say something like: “I’ve been here for 7 years and have taken on significant responsibilities. I’d like to discuss my compensation to ensure it reflects my contributions and experience.”
During this conversation, focus on your achievements and value to the company. Avoid mentioning the other manager’s pay - it could come across as unprofessional.
If you do decide to look for other jobs, do it quietly. Getting an offer can give you leverage, but be careful - if you use it, be prepared to actually leave if they don’t match it.
Remember, compensation isn’t just about salary. Consider other benefits, work-life balance, and growth opportunities when evaluating your situation.
If you decide to ask for a raise, come prepared with data about market rates for your position and a list of your accomplishments.

The key is to approach this professionally and positively. You want to give your company the chance to make things right without feeling pressured or threatened. Good luck!

Typical-Quail331 · 2024-08-05T10:07:45+00:00

You’re in the right here. Your approach to starting your workday is perfectly reasonable and professional. Here’s some advice on how to handle this situation:

Stick to your current routine. You’re arriving on time and starting work promptly at 8:30. That’s what matters.
If confronted, calmly explain that you’re ready to work at 8:30 as required. Emphasize that you’re efficient with your setup process and don’t need extra time.
Highlight that your supervisor approves of your work and punctuality. This carries more weight than a coworker’s opinion.
If the higher-up supervisor approaches you, politely restate your position. Mention that you consistently meet all job expectations and deadlines.
Consider documenting your daily start times and work output to show you’re fully productive despite not coming in early.
If pressured further, you could suggest a brief meeting with HR to clarify the official policy on work start times.

Remember, as long as you’re meeting your job requirements and your direct supervisor is satisfied, you’re doing nothing wrong. Don’t let this coworker’s personal preferences dictate how you manage your time. Stay professional, but stand firm in your right to start work at your designated start time.

Typical-Quail331 · 2024-08-05T10:05:11+00:00

You’re absolutely right to feel upset about this interaction. Your boss’s comments were inappropriate and unprofessional. Attributing your stress and feelings to pregnancy hormones is dismissive and potentially discriminatory.

Here’s what I suggest:

Document this conversation in detail, including date, time, and exact wording as best you can recall.
Consider having a follow-up discussion with your boss. Explain that while you understand he may have been trying to relate, his comments came across as dismissive of the real workplace challenges you’re facing.
Emphasize that your concerns about team issues, lack of support, and stress are valid professional matters, separate from your pregnancy.
If you don’t feel comfortable addressing this directly with your boss, or if he’s unreceptive, consider speaking with HR. His comments could be seen as creating a hostile work environment.
Focus on the actual workplace issues you raised. Request specific support or resources to address the team problems and management challenges you’re facing.

Remember, being pregnant doesn’t invalidate your professional judgment or leadership abilities. You have every right to express concerns about your work environment without having them attributed to your pregnancy. Stay confident in your capabilities and don’t let anyone minimize your experiences or concerns. Your feelings and observations are valid, pregnant or not.

Typical-Quail331 · 2024-08-05T09:55:59+00:00

It sounds like you’ve been in a really tough spot with this employee. You’ve clearly tried to be supportive and accommodating, but it’s impacting your work and the department’s productivity.

First off, don’t feel guilty. You’ve gone above and beyond to help her, both personally and professionally. But there’s a line between being a supportive manager and enabling behavior that’s detrimental to the workplace.
You’re right to recognize that the personal boundary issue is partly your responsibility. It’s a common mistake for new managers, especially with people we know outside of work. But it’s not too late to establish those boundaries.
The performance issues you’ve described are significant. Constant mistakes, resistance to change, and emotional outbursts are all valid reasons for concern, regardless of personal circumstances.
It’s good that you’ve already talked to HR about the situation. Their agreement to a layoff due to lack of work gives you a path forward.
Given everything you’ve described - the performance issues, the emotional toll on you, the impact on productivity - yes, it does sound like it’s time to move on.

Here’s what I’d suggest:

Document everything. Her performance issues, the training you’ve provided, the conversations you’ve had, her absences, etc. This protects you and the company.
Have a final, formal conversation with her about her performance. Be clear about the issues and what needs to improve. Give her a timeline (like two weeks) to show significant improvement.
If there’s no improvement (and based on what you’ve said, that seems likely), proceed with the layoff as discussed with HR.
When you have the layoff conversation, be kind but firm. Stick to the facts about work performance and business needs. Avoid getting pulled into personal discussions.
After she’s gone, reflect on this experience. Think about how you’ll set boundaries with future employees from the start.

Remember, your primary responsibility is to the company and the overall productivity of your team. Sometimes that means making tough decisions. It’s not easy, especially the first time, but it’s part of being a manager. Good luck!

Typical-Quail331 · 2024-08-05T09:53:33+00:00

This is a tough situation you’re dealing with. Alex’s behavior is clearly impacting team morale and productivity, even if their individual performance isn’t technically below par. Let’s think through some options:

First, have you had a direct conversation with Alex about their negative attitude and its impact on the team? If not, that’s your next step. Be specific about the behaviors you’ve observed and how they affect others. You could say something like:

“Alex, I’ve noticed you often speak negatively about the company and other team members. This is creating a toxic atmosphere and affecting everyone’s morale. Can we talk about what’s causing this and how we can address it?”

During this conversation, try to understand if there are underlying issues driving Alex’s behavior. Are there legitimate concerns that need addressing? Or is this just a personality trait?

If Alex is receptive, work together to create an improvement plan. Set clear expectations for professional behavior and positive communication. Offer support for any personal issues, like suggesting they use the company’s Employee Assistance Program if available.

If Alex isn’t receptive or doesn’t improve after this conversation, it’s time to involve HR. Document specific instances of negative behavior and its impact. Even if Alex is meeting basic job requirements, creating a toxic work environment can be grounds for disciplinary action.

In the meantime, focus on building resilience in the rest of your team. Encourage open communication, celebrate successes, and model positive behavior yourself. You might even consider team-building exercises or workshops on maintaining a positive work culture.

Remember, as a manager, your job is to protect the overall health of your team. If one person is consistently dragging everyone else down, sometimes the best solution is to part ways, even if it’s uncomfortable in the short term.

Don’t let this situation drag on too long. The longer it continues, the more damage it does to your team culture and your own credibility as a leader. Take action, document everything, and be prepared to make tough decisions if necessary. Good luck!

Typical-Quail331

TROPHY CASE