David Ladouceur

There is no such thing as failure. Failure is not pivoting soon enough. When signs are telling your that systems are failing - start pivoting - don't wait till you have no choice but to start completly over. A pivot may mean a new businesss model or new customers or new features or a new team but all can be managed earlier. Watch for the signs - I call it guarded optimism. I always think it will work but I am ready for problems. then remember - don't solve the problem without fixing the source. A bunch of bugs in code is not the problem; the problem is lack of understanding the system; or training or talent or qa - the bugs are just indications of something more serious. focus on the source - use systems thinking.

Using systems thinking to identify and prioritize your startup goals involves viewing your startup as an interconnected system. Begin by mapping out all components: resources, stakeholders, market conditions, and processes. Identify how these elements interact and influence each other. Use feedback loops to understand dependencies and potential impacts. Prioritize goals that enhance system resilience and sustainability. Focus on objectives that create synergies and drive long-term value. Continuously reassess and adapt your strategies based on new insights and feedback, ensuring alignment with your overall vision.

Have a 1/2 dozen niche resumes that highlight something you can do so that you can get around these mindless screening systems and if you have a good demo or two that goes a long way. I used have code samples available so people understood my style. Also, have an opinion on architecture and team skills as managing and interfacing is half the battle.

Failure is not a state in social impact work; it’s a moment in time. Focus on long-term impact. When setbacks happen, reflect honestly and adapt your strategies. Seek feedback from those affected and collaborate to build resilience. By continuously learning and evolving, you ensure your efforts contribute to lasting change. It's not about immediate success or failure; it's about the journey of making a positive, sustainable impact. Every attempt, even those that don’t succeed right away, plants a seed of change that may flourish later.

When deciding what tasks to delegate in system architecture, consider the growth opportunities each task offers to team members. Reflecting on my leadership roles across various technology sectors, I've prioritized delegating tasks that challenge individuals and allow them to expand their capabilities. This approach not only helps in building a resilient and adaptable team but also in cultivating future leaders who can handle the complexities of system architecture. Delegating with an eye on development ensures that team members are continuously learning and evolving, contributing to the overall strength and innovation of the team.

In system architecture, effective delegation is strategic, aligning tasks with team members' expertise through a skills matrix. My approach, informed by leading diverse teams in sectors ranging from aerospace to AI, involves not just matching tasks to current skills but also considering individual aspirations and developmental needs. Utilize a motivation matrix to gauge what team members are eager to learn or achieve, and couple this with potential leadership training for those poised for advanced roles. This method ensures tasks are not only completed efficiently but also fosters professional growth and prepares new leaders, enhancing both team capability and motivation.