Recently, I came across Patrick McKenzie’s blog post about working at Stripe. He breaks down why he feels like Stripe has been able to move faster than most other companies of the same size.

There are obviously many factors at play here including organizational policies, team structure, communication norms, hiring…the list goes on. I really loved this line of questioning though:

I have seen truly silly improvements occasioned by someone just consistently asking in meetings “Could we do that faster? What is the minimum increment required to ship? Could that be done faster?” It’s the Charge More of management strategy; the upside is so dramatic, the cost so low, and the hit rate so high that you should just invoke it ritualistically.

Most organizations operate at nowhere near the frontier of their capabilities. That is a choice, and strikes me as a valid choice, but you can choose to move closer to the frontier, too.

What Working At Stripe Has Been Like, Patrick McKenzie,

There truly is very little downside in asking the simple question “Could we do that faster?”

That question has been bouncing around in my head for quite some time specifically as it relates to my role in leading people and teams. How can I create an environment that increases the cadence of our team? What obstacles commonly get in the way? How can we avoid them?

Here’s a non-exhaustive list I’ve compiled on why teams move slower than necessary and how to address each.

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