You don’t often get an insider’s view of how massive organizations operate behind the scenes - especially when it’s from someone who held a senior role and is willing to talk about what didn’t work. That’s what made me want to read Careless People by Sarah Wynn-Williams (and why it was hard to put down). Watch this week's video, and read takeaways below.

In the book, Sarah, a former global policy leader at Facebook (aka Meta), shares her version of what it was like navigating internal politics, power dynamics and personal decisions at one of the most powerful companies in the world. The book has received a ton of media attention, largely because 1) Sarah signed a non-disparagement clause in a prior agreement, and Meta received an emergency injunction that prevents her from promoting the book (but yes, it's still available to purchase as I type this) - see more here, and 2) there are some very sensational stories, including about well-known Meta executives like Mark Zuckerberg and Sheryl Sandberg - more on those here.

Plenty of news stories can fill in those aspects. When I do breakdowns like this, I like to pull out practical lessons - for employers and individual managers (and employees) alike. When I read the book, 5 sections stuck out to me - here they are and what your organization could stand to keep in mind. 

1. Personal lives and performance reviews don’t mix - unless it’s with empathy.

In one story, Sarah shares how she was traveling for work in Mexico with her newborn when her nanny got locked out of the apartment and the fire department had to break in. She was in the car with two executives while it happened, and though nothing more of it... until later, during her performance review, her manager (who wasn't in the car and had never mentioned it) told her not tell stories like that.

After that? Sarah says she stopped sharing personal updates. Even when her baby was taken to the hospital in an ambulance, she only told her boss after the fact, assuring her that it "won't affect [her] work in any way."

Lesson: People shouldn’t feel punished for being honest about family challenges. And if only senior leaders feel “safe” mentioning their kids, it sends a message. Build a culture where people can share what they want to - not because they’re obligated, but because they know it’s okay to be human. And another lesson - bringing up personal emergencies in a performance review can be problematic enough, but especially if the review is the first time you've brought it up.

2. Think twice before asking people to share rooms at work events.

At a Women’s Day event, female colleagues were flown in to celebrate, but were asked to share rooms. Sarah said how uncomfortable it felt to sleep next to navigate the sharing of bedrooms and bathroom with a professional colleague.

Lesson: While it’s common in some industries to double up on hotel rooms, it can also make people feel exposed and stressed - especially at an event meant to be empowering. Being budget-friendly shouldn’t come at the cost of employee comfort or personal safety.

3. Power dynamics are real—even in the smallest interactions.

There’s a moment in the book where an executive at Davos loses his favorite boots - and blames Sarah for it. Sarah, who had nothing to do with it, says she ended up crawling on her hands and knees through the event space past midnight trying to find them.

Lesson: As a leader, what you say - and how you say it - matters. Even small comments (like venting about something minor) can make employees feel anxious or like they need to jump into action to "fix it." Your tone and reactions have a ripple effect, especially when you're in a position of authority. You may never misplace your shoes at work, but a casual remark about a mistake or frustration can leave someone wondering if their job is at risk or if they need to change just to stay in your good graces.

4. Language and labels matter more than you think.

At Facebook’s DC office, conference rooms had quirky names - one of them was called “Wicked Witch of the West.” During a tense video call with human rights groups, that room name appeared on-screen for the entire time, below the face of the Meta executive leading it. After Sarah pointed it out, the name was changed a few days later.

Lesson: Ask your team: “Is there anything we’ve named, labeled or written that might come off the wrong way?” Whether it’s a project acronym, a Slack channel name or a meeting room, it’s worth running things by someone with fresh eyes or acting as an objective sounding board. Executives might think inside jokes are funny or harmless, but they often don’t land that way - especially with employees, partners or the general public (also... juries). A quick check can go a long way in avoiding awkward or unintended messages.

5. When a big project ends, don’t pretend it never happened.

A large part of Careless People focuses on a high-profile initiative to expand internet access globally. The book talks about daily crisis meetings, "war rooms," (which... see #4 above), high expectations... and then it just fizzled out. Meetings stopped. No wrap-up. No learning. Just silence.

Lesson: Not every big project or new initiative will be successful - and that’s okay. But how leaders handle those moments sets the tone for the whole team. If you brush it under the rug, what message does that send? If an organization's leaders hide failures, your employees will likely do the same - and then you don't know what you really should know. You’re better off being honest about what didn’t work and what was learned. Doing this doesn't make an organization or leaders look weak. It builds trust, normalizes smart risk-taking and also smart decision-making, and help everyone actually grow from the experience.

Final Thought

You don’t have to agree with everything in Careless People to learn from it. Sarah Wynn-Williams gives us a glimpse into her experience - and it’s a real reminder that culture isn’t built through mission statements or all-hands meetings. It’s built in how we treat each other, especially in the small, everyday moments.

And if you’re a manager or HR leader? You have the chance to make it better, one interaction at a time. Most people won’t write a book about you - but they will remember how they felt working with you, and they’ll talk about your organization and even your leadership to their friends, family, and sometimes a larger audience (on Glassdoor or otherwise). And you also have the power to make a positive impact. Because much of what makes a great leader doesn’t cost anything. It starts with being thoughtful and taking a moment to pause.

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