Team,

I want to address something important that I’ve noticed as I’ve been reviewing last quarter and planning for the next one.

We’ve put a lot of work into defining MITs and building dedicated teams (Tech, People, Media, etc.) so we can make real progress on the things that matter most. Despite that, I’m still seeing a pattern of “side quests” - projects, favors, or requests that are not aligned to MITs and are being routed around leadership.

This is not something we can continue to do.

Going forward, if you are asking a team to work on something that rolls up into an executive or functional leader, and that leader is not aware of it, that is not acceptable anymore. Even if the project is well-intentioned or would “benefit the company,” starting work outside of agreed priorities will be under scrutiny.

Here’s why this matters more now than ever:

Our shared services teams are constantly being asked to do favors. Each one might seem small or reasonable in isolation, but in aggregate they dilute focus, slow progress on the BIG stuff and can easily toast our best people. The cost isn’t obvious in the short term - it shows up later when MITs slip, teams feel overwhelmed, or priorities feel unclear.

So let me say this directly:

This is not about being unhelpful. It’s about being disciplined as we grow. Things that were harmless at 50 people become atomic bombs when we have 150.

What this looks like in practice (for those of you who feel guilty saying no and like to people please) IFYKYKYK

If you want to ask someone for help or a “favor”:

• First ask yourself: Is this clearly tied to an MIT or an approved priority?

• If yes, route it through the leader who owns that function or MIT. A simple:

“Here’s the request, here’s why it matters, and here’s the tradeoff does this belong right now?”

is the correct move.

• If it’s not aligned, write it down. Good ideas don’t disappear!! they get prioritized. Bring it into planning, backlog it, or raise it during prioritization. Shit - SLACK ME if you don't know what to do.

• If you feel the urge to go directly to a team because it feels faster, that’s usually a signal that it needs more scrutiny, not less!!!

If you are asked to do a favor:

• Pause before saying yes. Your job is not to be agreeable (in fact thats usually unhelpful) it’s to protect focus and outcomes.

• Use one of these without guilt:

“Can you run this by my leader?” or “Is this tied to an MIT right now?”

• Remember: every “quick favor” you say yes to is a “no” to something we already committed to.

The bigger picture

We are all adults. We all have ideas. I personally have a long list of things I’d love to get done at any given moment. I could easily go to almost anyone in the company and ask them to help me and I know many of you would immediately stop what you’re doing to make me happy.

I don’t do that on purpose.

I don’t do it because it would be disruptive to our main goals and unfair to you. Focus is one of the most valuable things we have, and protecting it is part of leadership including my own.

High-performing organizations don’t win by doing more things.

They win by doing fewer things exceptionally well, in the right order. The discipline to protect focus is what allows us to move faster, build trust, and actually finish what we start.

This is about respect for the plan we have committed to AND the teams doing the work.

Thank you for taking this seriously, for holding the line with each other, and for continuing to operate like the high-caliber leadership team that you are! I appreciate you all.

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