Many times we’ll hire a great employee and they’ve received advice their whole life to work first, then get a masters once you have that experience and perspective, and then go back into the work force and you’ll have a “leg up.” The logic behind getting real world work experience is dead on. But the part of this logic I’d challenge in today’s world (and especially in a tech focused job) is that getting a masters helps you learn faster than just staying at a good job and learning there. In fact, I would argue many parts of college could…


(How to get off calls that go on and on)

Tips on how to end calls / meetings:

The ‘heads up strategy’

  • If the convo is trailing, mention “I have to run in 5 minutes but to answer your specific question…” or “Hey I’ve got to prepare for my next call — I’m happy to meet again if needed.”
  • The heads up gives you permission to then follow up and let them know you have to run without being rude
  • Then follow up with “I’m SO sorry I have to run but I’m happy to schedule an additional call —…

At Bright, we want to continuously provide feedback, some times it’s hard to do so this a quick process guide in which you can execute an ideal Performance Improvement Plan (PIP) plan with your team member. One important thing to clarify — the goal of PiPs is to help employees improve their work so that we can keep them — it is a tool to help employees succeed. A lot of people think the goal of PiPs is to help people leave, but in reality the goal is to help us be able to justify them to stay!


Suggested template here!

It’s a fundamental rule of management that to lead others you need to practice frequent and open communication. The general wisdom is that managers can best accomplish this by holding regular one-on-one meetings with directs reports, usually weekly or close to it. It’s certainly a simple idea that sounds good, but yet so many managers and directs alike complain that these meetings are unhelpful — or worse, don’t actually happen at all.

Why is having a half-hour meeting once a week so hard?

First, we know we’re supposed to have them, but aren’t always sure what makes…


It took me years, but I think I’ve finally accepted that as a leader it’s very important (and necessary) to repeat yourself often. This is because this is how an organization learns what is important and is able to sift through all the noise to find where they really need to focus.

The challenge is that it takes so much time to have to repeat yourself to every employee at Bright. This is why I actually think documentation is actually so critical. By writing a blog (like this!) or creating documentation for your processes, you’re able to just send a…


There are many early pitfalls with the decision to make a top performer a manager and no one avoids them all. A very common one is many folks misunderstand what management is. Many people don’t grasp that managing is a totally different set of muscles. For instance, managing is not just being deeply knowledgeable about what the team does, it is all of the follow things as well (and check that these are true when you’re thinking about whether someone should be a manager):

  • the ability to delegate tasks they don’t need to do or say no to them in…


I’ve found that teams that consistently win over a week period (measuring over a week vs day is the right frequency here since anyone can have a bad day) are happy teams. And teams that consistently loose over a week period have low morale and are bound to have high turnover.

Why do teams win or lose concisely? It’s all about these three things:

  • Focus — do they only have one or two ambitious goals or more which is probably too many?
  • Team talent vs challenge — are the challenges given to the team allow them to be “in the zone” or are they too challenged or too bored?
  • Motivation — are the individuals on the team doing things that give them energy >50% of the time?

Many times when you are starting a big project (say that takes >5 hrs), it’s impossible to know exactly what your audience wants beforehand without really asking a lot of questions. But knowing what questions to ask is hard and also your audience may also not know what you don’t know and what to tell you. So I’ve found it’s often super useful when starting a big project to outline just in one page what the project is before you do the work. To help you, we’ve created this template. Try using it and provide feedback on what could be made better!

Good luck!

Jonah


A lot of process in companies just exists to ensure mental processing happens (i.e. understanding what’s happening and why, what affect you’re having on the employees around you, why customers are happy or unhappy etc).

The reason we create processes to ensure this happens is that many people don’t process unless forced to, and even if they do, they often only process part of what they need to. And even if they do process a lot, they don’t have many experiences to help them make the quality decisions that are needed. And so processes exist to solve this. They structure…


Working on a distributed team is hard. But with the right best practices it can become incredibly effective. Below I outline some of Bright’s top best practices:

  • all meeting should be over zoom, even if you’re in the same location. Counterintuitive I know but easiest to always follow a practice than just do it sometimes
  • all meetings should have folks connect on their own computers and everyone should use headphones. If not, you get weird feedback and have the alternate muting and unmuting. Plus all folks can then be seen so its more personal
  • video should be turned on ideally all the time — that way you can see your coworkers and get to know them!
  • make sure you have a good internet connection — obvious perhaps but sometimes hard in certain locations

Good luck!

Jonah

Jonah Greenberger

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