Published in the San Diego Union-Tribune, September 22, 2025
by Neil Senturia
My co-founder in our little artificial intelligence company has noticed that some of our team members have developed what he calls the “seagull management style.” Fly by, drop a load and disappear into the sky.
Now into fairness to our seagulls, the load they drop is often terrific, valuable and on point. But what is with this flying off thing. Stick around. I need to discuss and, most importantly, I need you to be accountable and dependable. You can’t just fly by on your way to Costco. You need to be there when I expect you.
I own a sailboat. When I come down to rig and get ready to race, a seagull is often sitting on the mast. I can count on Jonathan Livingston. Of course, it helps that there may be some leftover pizza from the previous race.
Here is the entrepreneurial puzzle. How do you get the seagulls in your company to stick around? No more fly-by dropping.
Professor Ron Carucci, Harvard Business School, says, “Data shows that 82% of managers acknowledge that they have “limited to no” ability to hold others accountable successfully.” So, folks, you aren’t the only ones with the problem.
In big companies, they do performance reviews, but that kind of review comes with a “built-in negativity bias,” where leaders look for shortfalls. The employee experiences the review with a baseline sense of being threatened.
Carucci offers some possible avenues to dignify the worker and challenge them to make greater achievements. “Make dignity the foundation.” A simple way is to ask for the story of their achievements. What did you do, how did you do it, and how do you feel?
My partner is a charming, tough guy. Every morning, he has a standing meeting with the dev team, and then immediately after, does the same with the rest of us chuckleheads. “What did you accomplish yesterday, and what are you going to do today?”
Reminds me of Sgt. Riggs, who was my drill sergeant in the Army. Tall, highly focused, also terrifying. I survived. And in fairness, some of that discipline has served me well for multiple decades. Might be something to this military service thing. I’m just sayin’.
Carucci goes on. “Focus on fairness.” Beware of biases and tilts to certain privileged groups. Allow employees to set the agenda. Then make them own it. If it goes on our white board, and no one cries foul, then it is set in concrete. Ballgame over.
Finally, “Seek restoration, not blame.” For the employee, be willing to admit what you don’t know. And the corollary for the manager, lead with humility and grace and patience.
Now, those are nice thoughts, but what exactly am I planning to do with my seagulls? I will apply the full Carucci with an admonition that there are not unlimited second chances.
The issue is the difference between a startup and a more mature company. I cannot afford seagulls, near zero-tolerance. I know that sounds harsh, but any little company lives on the edge of disaster — every day. Listen carefully, and you will hear the horn blowing that favorite old tune, “I waited too long.”
I am a mentor to a younger CEO. He comes over for his bimonthly martini, and I listen to the tale of the tape. He did a RIF (reduction in force) recently, with one in particular being his first employee. After the second olive, he admits that he waited too long.
I ask, when did you know he had to leave? Nine months ago. Why didn’t you do it then? That answer required a second martini.
Understanding how to get the issue of accountability correct is critical. But when you get it right, the benefit is exponential. It is a symphony, a cacophony of joyous forward momentum, hitting on all 12 cylinders. (Think Lambo).
A final caution. It does not last forever. It morphs and bends and eventually breaks. Thus, it requires constant care, attention and feeding. Think of CEO as master mechanic.
So, you cannot shoot the bird, like they do in Chekhov’s play “The Seagull,” rather you need to offer it pizza, and explain the expectations, and then be hopeful and supportive and patient — but not too patient and not too long.
Rule No. 798: A seagull can be a clever and tenacious forager– if managed.