human as usual

Humane’s downfall is a textbook case of a promising startup, with an amazing vision, that gambled its future. You see, overestimating readiness to scale creates implosion from within. And ignoring the human fundamentals is the leading cause of scaling failure. What can founders and growth leaders learn from Humane’s decline after the company’s fire sale to HP? Let’s walk through it: → The company raised $230M → Hired Apple veterans → Promised to replace smartphones with AI Then, it got trapped in these 4 fundamental misteps that led to its collapse: → Leadership ignored red flags that could’ve prevented market rejection Engineers flagged major issues before launch. Instead of listening, leadership dismissed concerns, and even fired a senior engineer for speaking up. So, the AI Pin failed to gain traction and piled up customer distrust. High return rates outpaced sales, signaling a total market rejection. ?? If no one is challenging you, you’re in a bubble. Create an environment that values critical conversations. → Uncontrolled scaling turned into a liquidity crisis They planned to ship 100,000 AI Pins, but barely sold 10,000. Then, more units were returned than purchased between May and August 2024. Humane burned through $230M with no sustainable revenue, leading to a forced asset sale to HP. ?? It may become tempting, but growth isn’t a flex if your product and your teams aren’t a solid foundation to your business. → Erosion in internal team dynamics led to supply chain & execution failures Apple alumni can design great products, but excuting on a scaling trajectory needs an internal ecosystem of cross-functional knowledge and ability to execute in the complexity. ?? Humane’s team became dysfunctional and struggled with supply chain inefficiencies, leading to excess unsold inventory and high production costs. → Customers felt misled The AI Pin vision didn’t match reality. That gap between vision and execution led to mass disappointment, damaging Humane’s brand and credibility. ?? Underpromise, overdeliver. Hype only works when the product backs it up. IMO AI and a great vision alone won’t necessarily make an innovative company go too far, but a strong human foundation will. Humane’s failure is what happens when we ignore the fundamentals. Like: → Great technology can’t fix bad leadership → Hype means nothing without execution → No amount of funding can replace a clear, human-centered strategy The old “business as usual” playbook of reactive scaling is failing too many companies, and too many people. It’s time we change that! ?? #humanasusual

Scaling doesn’t just test your operations... It pressure-tests your company's identity, your relationships, and your ability to make painful, high-stakes choices. The faster you scale, the harder it is to hold onto: ?→ Decision-making power ?→ Operational stability ?→ Culture and alignment ?→ The company you originally set out to build At?Chief, I’m hosting a?5-week peer-mentoring series?for?growth leaders, founders, and executives?tackling the hardest truths of scaling: https://lnkd.in/gD7x2yRm What happens when your company scales faster than your ability to execute? Leaders don’t talk about it enough, but uncontrolled scaling is?just as dangerous as stagnation. Here's a sneak peek of our upcoming roundtable: Week 2: Scaling Too Quickly ?→ Key Indicators of Uncontrolled Scaling ?→ When Scaling Outpaces Infrastructure ?→ The Leadership Trap of More Growth = More Success ?→ The Silent Power Shift?of Scaling Fast ?→ Why Capacity-first Scaling Beats Reactive Hiring Chiefs, if you haven't RSVP'd yet, here's a quick link to access the event registration in the app: https://lnkd.in/eZjRESbx Event Details: Hosted at CHIEF ?→ Virtual Week 2 ?→ Scaling Too Quickly March 21 ?→ 11a - 12p ET ??

Two big milestones are coming up in my world... March 20 is my birthday, and April 11 marks?human as usual's first anniversary!? If the past year has taught me anything, it’s the power of widening the conversation, opening doors (and windows) in unexpected places to find people you want to stick around with.? So, I’m still leaning in :) human as usual?has?been a labor of love, personal risk, and conviction to say the least. I’ve poured everything into it while navigating a brutal market, stretching my personal and professional network, and saying?'yes'?to opportunities that mattered a lot (often times without charging for my work.) I’m?now?at a crossroads where I need to?expand beyond my immediate circles. I want to keep doing it through real conversations, meaningful partnerships, and aligned opportunities.? Would you help me get in front of people I wouldn't otherwise have access to? You know people I don’t. And sometimes, the right introduction, insight, or nudge in a new direction makes all the difference. What I’m looking for: →?A leadership role?where I can lead and?execute?transformation, change, or integration initiatives.? →?Partnerships with founders, executives, or growth leaders?who want to scale ambitiously,?while?keeping humanity at the center. What I bring: →?Enterprise-wide transformation leadership?(people + tech + process + culture) at F500 companies and high-growth brands. →?Turnaround & integration expertise?across Tech, Consumer Goods, and Biotech. →?Doctoral-level expertise in behavioral sciences?(org development, change management), program management, and leadership. I also write and speak on: →?Humanistic & Fiscally Responsible Cultures?– Leadership agency in the boardroom. →? Beyond Technology?– Human adoption in AI scaling. →? The Missing Piece in the AI Revolution?– Human agency for all. →? Founder Agency?– Humanistic leadership in hypergrowth. →? The Human Tensions of Scaling. →? Scaling Humans?– Leadership Series for Leaders in Growth. If my work resonates with you, let’s talk! And if this post sparks a moment of support, I’d be beyond grateful for a like, comment, or share to help me get in front of the right people. I know I'm not the only one out there. You might be navigating a similar transition, figuring out the next step, or seeking new ways to create impact, so, let’s connect too! Maybe we can support each other. With heartfelt thanks. Lindsay

Like in real families, dysfunction hides beneath the surface. The unspoken rule is that conflict is seen as a threat, rather than a catalyst for innovation, and the pressure to “keep the peace” means tough conversations don’t happen. Disagreements are smoothed over rather than explored, and healthy friction never becomes a skill that fuels creativity and breakthrough. The cognitive bias of valuing harmony over progress can replace innovation with conformity. As companies scale and grow, they face complex challenges that require bold decision-making, honest debate, and sometimes, uncomfortable tension. → My new Substack is out: Why “We’re Like a Family” Is a Red Flag. When the Organizational Culture Holds Back Growth. ?? Link to full article in the comments!

We live in a world that thrives on comparison. A system that is designed like a hawk. Always watching, always preying. It rewards those who play the game of one-upmanship, making it seem like the only way forward is to outpace, outshine, or outmaneuver someone else. I’ve never bought into that. I’ve always resisted the pull to compete, even though I’ve never shied away from raising my own bar. My biggest competitor has always been my past self. My goal is never been to outrun someone else, but to build a path that’s mine, at my pace, in my direction. Now, I do feel the pressure. It’s tempting to glance at someone else’s lane and wonder if I should speed up or change course. But every time I’ve stayed focused on my own trajectory, I’ve found more clarity, more fulfillment. And have encountered the real truth: Competition is a distraction. The mastery of our own lives is the real game. ??

Hey Chiefs on LinkedIn ?? Check this out! Scaling Humans is a 5-week peer-mentoring series for leaders in growth. Dates: March 14, March 21, March 28, April 4, April 11 Time: 11a - 12p ET Join me to exchange insights and support with fellow founders, executives, and scaling leaders! The Macro Challenge in Scaling: The outdated playbook of “business as usual” has failed too many companies, and too many people. Reactive growth leads to failure 70% of the time, and 65% of scaling challenges come from internal human tensions. I believe it’s time for a new paradigm ?? Scaling is more than an operational challenge, it’s an act of human expansion. When companies grow with self-reliance, adaptability, and humanity at their core, they raise the bar for their industries and inspire others to do the same. In the Scaling Humans Series, we’ll discuss adaptive challenges as follows: Week 1 | Leadership & Management Gaps: https://lnkd.in/emGkrutC Week 2 | Scaling Too Quickly:?https://lnkd.in/eZjRESbx Week 3 | Integration Complexities: https://lnkd.in/eDAJAYap Week 4 | When Skills & Values Fall Out of Sync:?https://lnkd.in/eCRBb56r Week 5 | Ethos Dilution:?https://lnkd.in/eF4KnFdu Can't wait to see you!

LOOKING FOR PAID INTERNSHIP OR SUMMER JOB FOR MY 18-YEARD OLD Hello LI network! I am reaching out for ideas, help, connections and all of the good things my friends in this platform may be willing to offer. My 18-year old daughter, Chloe, is finishing her freshman year at University of California, Berkeley, late May. She is coming back home to NYC for the summer (going back to school mid to late August). We are trying to find opportunities for her to work during the summer, such as paid internships (but not limited to them). Chloe is interested in neuroscience and is (or plans to declare) a double major in psychology and philosophy. She got a 4.00 GPA last semester taking “upper division” classes (classes designed for only seniors or graduate students). Although financial independence is one of the goals of summer work, getting familiar with the real working world and gaining experience are very important to Chloe. Available opportunities do NOT have to be restricted within the area of psychology. As long as Chloe gets exposure to the business reality, any experience will be fantastic and valuable for her. However, work has to be in the NYC area (commuting by subway or bus). If you have any ideas or opportunities available through your own company or your connections, please give me a shout, send me a DM. I am sure Chloe can explain better, but she hasn’t built her LI page yet. ?? I truly appreciate you all. Maria

My friend Sarah Bierenbaum and I chatted today, and I told her my "member story" ?? She recently launched a wonderful community for founders and solopreneurs called: Changing the Game. I love seeing this initiative grow and her vision come to life in real time. I'm so lucky! This community is the perfect place to regain oxygen as we go about life, business, and unfolding the founder's journey along the way. Here are some highlights of what I shared with Sarah: → How I tried to "check all the boxes" and "follow all the rules" until I finally listened to the rebel inside that did not want to conform to those rules. → As first-time founder, what it felt like to question everything, my whole story, my belief system. → Why I'm?grateful that I no longer look for external validation to define what is good or bad for myself. If we haven't met yet, check out my introduction in the comments! ?? Thank you, Sarah, for your friendship and for including me in your journey too!

When “supporting the marginalized” is just good branding. There’s a certain kind of post on LinkedIn from people who claim to “support” the marginalized. Maybe they gave advice, offered a small favor, or had an inspiring conversation. The post is then framed as a self-reflective lesson on generosity, resilience, or “lifting others up.” At first glance, it seems positive… until you realize that helping marginalized people has become a branding strategy: a way to gain social currency, credibility, and approval. And that is no better than indifference. Performative support maintains the same power structures that create inequality. Here’s how: Indifference ignores marginalized people entirely. Performative support uses them as a backdrop for self-promotion. Neither redistributes power, changes systems, or makes real space for those who’ve been pushed to the margins, while the outcome is the same: Those who already have influence keep it. Those who don’t remain dependent on those who do. Do you actually want to support the marginalized? Then step beyond performance and into action: ? Share power, not just advice. Instead of offering guidance from above, create real opportunities. Recommend someone for a role, push for their leadership, or step back and let them take the lead. ? Risk your own comfort. True advocacy isn’t just private encouragement but speaking up where it matters. Call out bias in your circles, use your influence to challenge exclusion, and take risks that may come at a personal cost. ? Pass the mic. Instead of telling someone’s story for them, amplify their voice. Offer your platform, resources, and connections without centering yourself. ? Know when to step aside. Sometimes the best way to help isn’t to mentor or guide but to remove barriers, make space, and let people lead in their own way. ? Support ALL marginalized people, not just the ones you like. This isn’t about selectively helping those who fit a comfortable narrative. True support doesn’t exclude anyone. We need to remember this: Real change happens when we’re willing to do more than just look like we’re helping and become willing to give something up to make room for others. So, the next time you see (or write) a post about helping a marginalized person, ask: Was it about the marginalized? Or was it about the person posting? And did it actually change anything?

I believe companies are incredible incubators to create humane societies. It all comes to life through: → What we accept leadership to be. → How we design cultures and embody values. → The worst behaviors we are willing to erradicate. → The best principles we decide to dissiminate. → How talent and potential are harnessed. → The priorities and impact we set out to live up to. When we catapult the best parts of humanity inside an organization, not only does prosperity reign, but we guarantee a way to live in peace out into the world too. This is the side of business and history I will ALWAYS be on. ?? Beyond appreciative to Dreamers & Doers? and Thrive Global for the kind feature in their latest edition. You can read more about me, what I stand for, and what I’m creating in the link ??’d in the comments.