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The Unexpected Leader | Ep4: Finding Your Way to Lead

The Unexpected Leader | Ep4: Finding Your Way to Lead

A quick yes brings an earlier commitment back into view.

Project Heisenberg

+3

The Unexpected Leader | Ep3: Learning While Leading

The Unexpected Leader | Ep3: Learning While Leading

I've spent years learning about leadership. Still catch myself answering too soon.

The Unexpected Leader

+3

The Unexpected Leader | Ep2: The Doubt That Follows

The Unexpected Leader | Ep2: The Doubt That Follows

Thandi meets the team. Their silence leaves her wondering.

The Unexpected Leader

+3

The Unexpected Leader | Ep1: What are you really accepting?

The Unexpected Leader | Ep1: What are you really accepting?

The opportunity can be real. So can the questions you need answered before saying yes.

The Unexpected Leader

+3

Project Heisenberg | Ep5: What did the project actually change?

Project Heisenberg | Ep5: What did the project actually change?

The first experiment has shown the benefit. Richard has a wider platform migration to get moving.

Project Heisenberg

+3

Project Heisenberg | Ep4: Can AI speed this up? What has to wait?

Project Heisenberg | Ep4: Can AI speed this up? What has to wait?

The engineers who could test the shortcut are already needed for the release.

Project Heisenberg

+4

Project Heisenberg | Ep3: I gave them a date I couldn't defend

Project Heisenberg | Ep3: I gave them a date I couldn't defend

An estimate went into the room. A commitment came out.

Project Heisenberg

+3

Project Heisenberg | Ep2: Is technology the thing holding us back?

Project Heisenberg | Ep2: Is technology the thing holding us back?

Anand brings Richard his findings after two weeks. They don't all point to the same fix.

Project Heisenberg

+4

Project Heisenberg | Ep1: What are we buying, and why now?

Project Heisenberg | Ep1: What are we buying, and why now?

Richard wants to protect today's commitments. Anand needs him to see what the company would keep paying for.

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Scary Management uses caricatures and cultural references as parody and commentary to explore management and leadership ideas. We are not affiliated with, endorsed by, or sponsored by any studios, networks, publishers, or performers whose works are referenced. All trademarks and copyrights belong to their respective owners. This site and its materials are intended for educational, satirical, and commentary purposes only, consistent with fair use, parody, and similar protections under US, UK, EU, and South African law.

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