<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:content="http://purl.org/rss/1.0/modules/content/"><channel><title>Leadership on Dylan Ler</title><link>http://dylanler.github.io/tags/leadership/</link><description>Recent content in Leadership on Dylan Ler</description><generator>Hugo -- 0.133.0</generator><language>en-us</language><lastBuildDate>Thu, 19 Nov 2015 00:00:00 -0700</lastBuildDate><atom:link href="http://dylanler.github.io/tags/leadership/index.xml" rel="self" type="application/rss+xml"/><item><title>It's Hard to Notice the Little Things</title><link>http://dylanler.github.io/posts/the-little-things/</link><pubDate>Thu, 19 Nov 2015 00:00:00 -0700</pubDate><guid>http://dylanler.github.io/posts/the-little-things/</guid><description>For the past few weeks, I&amp;rsquo;ve been listening to startup founders about how they scaled their companies while preserving their core values at the same time. As such, I will be summarizing some of the recurring elements that stood out to me.
One thing that really surprised me is that really large companies are not run as efficiently as you think. A lot of times, bureaucracy gets piled up that causes employees to lose the initial spark they had when they joined the company.</description></item></channel></rss>