ishan_chhabra

Thank you for doing this.

A slight variation of this is a very common model in New Delhi in India.

Builders contact Single family owners proactively to convert their residence into 4 units at 4 levels with a car parking at the 1st floor.

Builders: 1. Find an equivalent rental unit for the owner, relocate them and pay their rent for a year. 2. Finance and build the 4 floors. 3. Owners relocate back to one floor and rent out 2 floors. 4. 1 floor is taken by the builder as fee for the project.

Builder got paid, owner has a new home, and has lifelong rental income as well. All round win-win situation.

This is what happens when governments and local authorities get out of the way and let capitalism work.

For seed stage startups (< 10 employees) filing H1-Bs, what kind of approval rates have you observed in the last 1-2 years? (Given the USCIS crackdown under the Trump administration).

Are you seeing a change in approval rates after the recent USCIS-ITServe settlement for startup H1Bs?

From first principles, as a manager at any level, your output is the collective sum of your team's output. You maximize your effectiveness by finding the right balance of things to do that (a) can contribute directly to the team's output and (b) improve the team's capability to produce.

Managerial activities fall into 3 key categories: Strategy, People and Habits.

Let's contrast these activities for a Level 1 manager and a Middle manager.

Level 1:

Strategy - The projects that the team needs to do are defined bottom up and top down, and the Level 1 manager's role is to split it into right chunks, allocate them and make sure they get done. The operational aspects of tracking and ensuring things get done is more important here.

People - You have 1:1's with team members to make sure they are at their personal best and are aligned with the company.

Habits - You ensure that the team is following the right practices in their day to day that help them be effective.

Middle manager:

Strategy - You try to make sense of the company (or Business Unit) strategy (both product and Go to market) and then boil it down to the key projects that your teams needs to accomplish. The important aspects here are high level definition, prioritization and allocation. You make sure that you allocate the right projects to the right teams based on their capabilities and past projects and that they are crystal clear on the the 1-2 big things they need to deliver per month/quarter.

People - You are heavily involved in hiring and staffing the teams and making sure that your managers are being effective through skip level 1:1s.

Habits - You ensure that right habits (also called processes, but I don't like that word) are being followed by teams. eg. Is the weekly planning meeting happening properly, is work getting tracked, are their development practices that helped one team which could help other teams, and so on.

I hope that gives you are better picture.

Biggest use cases for me has been events and groups.

1. Events: Facebook's provides a streamlined experience for hosting events and all my friends use it for birthday parties, house warming and so on.

2. Groups: Facebook's group experience is quite good and I am a part of 4 groups of like minded people that I get to have conversations with quite frequently.

Thanks. Taking a look.

It doesn't, there seems to be a bug or some misunderstanding.

Can you drop me an email at ishan.chhabra [at] gmail.com about where you are seeing this. I'll resolve immediately.

1. Do you keep the notifications on, or shut them off completely?

2. How do you create the discipline to only open / look at Slack every x hours to go through the unreads?

The two highlights of your comment for me:

1. Morning time is easier to focus as one has more will power earlier in the day and reduced distraction from family/work.

2. Routine / consistency is key.

Thanks for an elaborate description of your experiments Tushar.