philosophy

Lead at every scale.

One person meyking is leadership of the self. A hundred people meyking is leadership of a system. They are not the same — but like yin and yang, they are two inseparable halves of one whole. The self is already a system. The system is only ever selves. The work changes shape at every ring; the truths underneath it hold.

This is what I've found applies at all of them. Find your ring. Then look outward, because the next one is coming.

01 — the manifesto

There is a paradox at the heart of meyking at scale.

To meyk bigger things, we must collaborate with other people.

Collaboration is a craft of its own — the craft of building trust, shaping process, scaling systems, and helping different kinds of meykrs do their best work together.

But collaboration depends on mutual respect.

A leader of meykrs must stay close enough to the craft to understand the work: the tools, the tradeoffs, the friction, and the people doing it.

MEYKR is about honoring both crafts —

the craft of meyking things,

and the craft of helping other meykrs meyk more together.

the rings

four scales, one craft

Each ring is a larger kind of meyking, and a different kind of leading. Hover any ring to see how the work — and the way you lead it — changes from one scale to the next.

hover a ring to preview a scale

Meykr

Meyking: One person, hands on the work. The craft itself — and the leverage that multiplies it: a sharp profile, a real network, the right partner. One plus one equals thirty.
Leading: Lead yourself first. Taste, discipline, patience. You finish what you start. Nobody is managing you but you.

Team

2–12

Meyking: A two-pizza team. Small enough to fit around one table, fast enough to ship without a process. You build together.
Leading: Trust over control. Set the direction, build rapport, then get out of the way and let the team organize itself.

Team of teams (Tribe)

13–250

Meyking: More builders than you can hold in your head — a team of teams. The work lives in the seams between teams, and it becomes a portfolio of bets, each with its own momentum, none of which you touch directly.
Leading: You become the connective tissue and the portfolio planner. Ceremonies that keep teams in sync, dependencies surfaced early, a shared map everyone reads the same way. You stop developing features and start developing the leaders who develop teams.

Tribe of tribes

250+

Meyking: Too big for one tribe. It splits — into tribes, into villages — each meyking on its own.
Leading: Vision, presence, voice. You set direction far enough out that others can run toward it, and you build the conditions for the whole thing to succeed without you in the room.

the long version