⚙️ Hi Operator,

Here's a wild insight I've learned from writing to thousands of people: People despise choice.

Every time I've crafted a carefully curated list of 30 potential companies to work for, my inbox would explode with the same question: "But which ONE is right for ME?"

We humans are funny creatures. We want options, freedom, possibilities. But what we're really begging for is clarity. One clear path forward. Not "maybe try these options" – but "here's exactly what YOU should do next."

When I started giving fewer options, more readers actually took action. Less really is more.

- Rameel 

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Jobs, jobs, and more jobs

I have a growth stage startup looking for a part-time remote Automation Expert to help them 10x their company's productivity by leveraging cutting-edge AI-driven workflow automation tools like Make.com, n8n, and Lindy.ai.

The ideal candidate will integrate automation solutions across our tech stack to enhance accounting, operations, sales, and marketing functions.

If you have experience integrating automation across platforms like QuickBooks, Asana, HubSpot, Slack, Google Docs, etc, and love optimizing processes with no-code/low-code solutions, this is your dream gig.

Reply to this email with your resume if you are interested!

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The Best Managers Disappear

Insight from Coaching for Leaders

I remember staring at my coffee, confused, when an ops manager I deeply respected told me this. While other leaders obsessed over OKRs and engagement scores, this guy was actively plotting his own irrelevance.

He meant it, too. Every morning, he'd scan the support channels with a slight smile, counting how many problems got solved without his input.

Most managers try to be everywhere at once. The best ones? They're quietly building teams that can thrive without them. Being the hero feels good, but it's a trap.

Here's the counterintuitive truth: your team grows faster when you're not the one doing the teaching. But stepping back isn't the same as checking out. It takes more work to become invisible than to be everywhere.

Step 1: Find Your Natural Teachers

Every team has its quiet MVPs. Not the loudest voices or the highest titles, but the people others whisper to after meetings: "Hey, could you explain what that meant?" Look for the people everyone Slacks at 2 AM, who ask "what do you think?" instead of giving orders, who remember what it's like to be confused.

Don't formalize their role - they're effective precisely because they're peers, not authority figures.

Step 2: Engineer Serendipity

Real skill-building happens in the spaces between meetings, during impromptu conversations that spiral into deep problem-solving sessions.

You might notice that Sarah's database expertise perfectly complements Mike's frontend knowledge, so you put them on the same project.

There's one mistake I see managers make over and over: they insert themselves or other leaders into these learning relationships. It makes sense on paper - shouldn't senior people mentor junior folks?

But the power dynamic changes everything. People don't show their real struggles to someone who influences their promotion path.

Step 3: Create Structure That Doesn't Feel Like Structure

The best learning systems feel less like formal education and more like a well-designed workspace. Everything your team needs is within reach, but they're free to use the tools however they see fit.

This light-touch approach works because it builds on how people naturally learn. You're not forcing connections or mandating meetings. You're just making it easier for people to help each other in ways that feel authentic.

Step 4: Trust the Process (But Keep Your Eyes Open)

Don't measure everything - it kills authenticity.

Watch for the subtle signs: when junior developers stop coming to you with questions, when team members defend each other's ideas, when someone says "Oh, you should talk to Sarah about that" instead of "Let's ask the manager."

These moments tell me the system is working. Not because I can measure them, but because they show the team has stopped needing me to facilitate their growth.

And that's the paradox of great management: your best work happens when nobody can tell you're working at all.

P.S. Let me know what you thought of today’s piece! Reply to this email or tell me here!