Molly Graham

Molly explains the Waterline model where structural and dynamics issues cause 80% of problems, so 'snorkel before you scuba' by first fixing goals, roles and expectations.

Facebook ran for five years on just growth, engagement and revenue goals, proving three goals can steer any company.

Molly advises assuming everything will change—boss, role, structure—so you prepare by viewing instability itself as the only constant.

Molly chooses roles where she is highly unqualified because the steep learning curve keeps her engaged and growing.

Leaving HR to build Facebook’s failed phone made Molly a mobile expert, proving risky leaps unlock unexpected skills.

Molly warns that promising stability, titles or similar when hiring backfires and demoralises staff if later reversed.

Viewing escalation as a neutral tool, teams should jointly go upward when stuck so higher-ups unblock decisions instead of wasting time in deadlock.

Molly cites Claire Hughes Johnson’s phrase on painful prioritisation.

Sheryl Sandberg’s rule: 50% annual headcount growth is happiest, 100% manageable, and beyond that causes duplication, chaos and slower execution.

Managers should help people release the past and focus on what’s ahead during re-orgs and layering.

Molly runs incremental experiments—bigger projects, less oversight—to validate and grow a high performer's potential.

Seed-stage teams should set goals every two months, whereas mature businesses can use annual cycles.

At Facebook Molly gave away her role every three weeks, continually rehiring herself to match company growth.