Scot Chisholm
Founder/CEO/investor; hands-on guidance for leaders on scaling teams, finance, and meeting/operating systems.
Your Words Set Limits—Change Them, Change Results
I spent years watching talented people walk away from skills they could have built because they told themselves they just weren’t wired for it. Most of the time that wasn’t true. They just hadn’t put in the reps. The language you use with yourself sets the ceiling before you even try. Change the words. Change the outcome.
7 Warning Signs Your A‑Player Is About to Quit
Losing an A-Player sucks. I lost an A-player once and I didn’t even see it coming. Never let that happen to you. Here are 7 signs your top performer could be on the move: 1. Communication Dips 2. Routine Slips 3. Overly Agreeable 4. Conflict Aversion 5....
Founders Usually Start as Poor Operators and Managers
The harsh reality is that most founders are terrible operators and people managers to start. I sure was. I had strong instincts for product design, and some innate leadership skills, but that’s not the same thing as leading a company with...
Master Conflict Resolution: Pro Tips for Managers
Here’s how to resolve conflict as a manager in the workplace like a pro. Comment ‘CONFLICT’ if you want to read my article on this topic for managers and leaders. I’ll send it to you. #leadership #conflict #conflictresolution #workplaceculture
Turn a ‘No’ Into a Timed Action Plan
Harsh truths from your boss’s perspective: Now, if your boss says no, treat it as “not now.” Stay calm and ask what you need to do to get there, and on what timeline. Agree on the path together. Recap it in...
Scale by Ignoring Noise, Focusing on What Matters
Most leadership teams I’ve seen spend the majority of their time reacting to noise. The companies that scale are the ones that get ruthless about what actually matters. #leadership #priorities #entrepreneur #foundertips
Great Leaders Turn Criticism Into Growth Data
Leaders are people too. It’s easy to take things personally. But the best leaders have mastered the art of objectivity. They don’t let criticism derail them... It’s a data point used for growth. Here’s how to do it:
Great Managers Confront Low Performers, Not Ignore Them
Low performance doesn’t fix itself. Leave it unchecked and it’ll drag the entire team down. Sh*tty managers avoid the situation... Great managers hit it head on. Here’s how the best managers deal with low performers:
Managing Managers Requires Different Rules Than Managing Teams
Going from IC to manager is hard… But becoming a manager of managers is next level. You’re no longer managing the work. You’re managing the people who manage the work. Throw your vanilla management advice out the window. Instead, focus on these...
Great Leaders Prioritize Safety by Shouldering Responsibility
Good leaders make you feel safe. They make their employees feel secure. But in creating this environment, it means taking on more responsibility. Comment “HABIT” and I’ll send you an article I wrote not the 12 habits to become a high-performing manager. I think...
Elite Managers Win by Mastering the Basics
Want to be in the top 0.1% of managers? Forget the fancy frameworks and overpriced seminars. The secret sauce of high-performing managers lies in their obsession with the basics. Nail them and your team will be on a whole other level. Here are 3...
Great Managers Do These Things Average Managers Miss
Average managers vs. GOAT’d managers: I’ve watched hundreds of managers in action... Here’s what the greatest do differently: ____ 📌 PS. this post structure was inspired by Julie Zhuo’s fantastic illustration-based Medium post: ‘Average Manager vs. Great Manager’... with my own take of course. #leadership...
Avoiding Conflict Lets Problems Fester, Not Heal
Time doesn’t heal all wounds. I’ll be the first to admit I used to hate conflict. I’d avoid it at all costs, hoping tensions would just magically dissolve on their own. As a young manager, I’d see the warning signs, negative energy,...
Founders Build Brilliantly, Yet Struggle Scaling Operations
The harsh reality is that most founders are terrible operators and people managers to start. I sure was. I had strong instincts for product design, and some innate leadership skills, but that’s not the same thing as leading a company with...
A‑Players Quit for Hidden Reasons, Not Just Money
A-players don’t just “quit.” As a founder in the trenches for 20+ years, I’ve seen my fair share of A-players come and go. Most assume that star employees leave because of compensation or career advancement reasons. For some, yes, but for...