Anchors
| Anchor text | Ref. domains ▾ | Top DR | Ref. pages | Links to target | Dofollow links |
|---|---|---|---|---|---|
| https://cutlefish.substack.com/p/tbm-385-we-have-to-simplify | 1 | — | 0 | 1 | 1 100% |
| TBM 245: The Magic Prioritization TrickHere is a fun prioritization exercise. Some have described it as a Jedi mind trick. It is very simple but it plays with people’s head in a good way. It draws heavily from Joshua Arnold’s work on cost of delay, particularly this article on qualitative cost of delayThe Beautiful MessJohn Cutler | 1 | — | 0 | 1 | 1 100% |
| Working with very confident people (who dismiss you) | 1 | — | 0 | 1 | 1 100% |
| Important Reader PSA | 1 | — | 0 | 1 | 1 100% |
| about it | 1 | — | 0 | 1 | 1 100% |
| feed | 1 | — | 0 | 1 | 1 100% |
| This visual from John Cutler | 1 | — | 0 | 1 | 1 100% |
| TBM 27/52: Mandate Levels | 1 | — | 0 | 1 | 1 100% |
| John Cutler: Scaled Feature Factories | 1 | — | 0 | 2 | 2 100% |
| TBM 341: 10 Tips for Turning Around a Platform TeamPlatform teams are tough work. The idea sounds great, but the day-to-day is hard. Someone recently reached out for advice with this common scenario. If you are a platform team member, you might find this helpful. Otherwise, consider forwarding it if you know a team in this situation.The Beautiful MessJohn Cutler | 1 | — | 0 | 1 | 1 100% |
| How to Learn and Practice Product Management in a Feature Factory | 1 | — | 0 | 1 | 1 100% |
| TBM 267: Debt and Bridge BuildingYou are an explorer and have stumbled into a fertile valley. The valley has a river. You’ve decided to build a bridge. Your options are: Quick and dirty—something barely capable of getting you across the bridge. Unsafe, but does the job right now. 2-3dThe Beautiful MessJohn Cutler | 1 | — | 0 | 1 | 1 100% |
| 3 | 1 | — | 0 | 1 | 1 100% |
| You’re Not Misaligned. You’re Thinking Differently. | 1 | — | 0 | 1 | 1 100% |
| TBM 384: Prioritization Starts With Strategic PrioritizationEnduring, differentiated advantages counter downward pressure. A powerful power (lol) resists decay and compounds future advantage. A feature that closes a deal today but adds product complexity tomorrow has zero durability and may even shorten the half-life of advantage.The Beautiful MessJohn Cutler | 1 | — | 0 | 1 | 1 100% |
| Teams usually don't stop to think what (and why) things are working or not working | 1 | — | 0 | 1 | 1 100% |
| Why goal cascades are harmful (and what to do instead) | 1 | — | 0 | 1 | 1 100% |
| The Magic Prioritization Trick - John Cutler | 1 | — | 0 | 1 | 1 100% |
| http://cutlefish.substack.com/p/tbm-334-the-capacity-allocation-illusion | 1 | — | 0 | 1 | 1 100% |
| Source | 1 | — | 0 | 1 | 1 100% |
| The Beautiful Mess. | 1 | — | 0 | 1 | 1 100% |
| Where More Effective Product Teams Spend More (and Less) Time | 1 | — | 0 | 1 | 1 100% |
| Persistent Models vs. Point-In-Time Goals | 1 | — | 0 | 1 | 1 100% |
| https://cutlefish.substack.com/p/high-leverage-product-evangelism | 1 | — | 0 | 1 | 0 0% |
| John Cutler: We Need Someone Who Has Done "It" Before | 1 | — | 0 | 1 | 1 100% |
| Capital (In)Efficiency | 1 | — | 0 | 1 | 1 100% |
| Annual Planning (Wicked Problem) | 1 | — | 0 | 1 | 1 100% |
| A long read but worth it | 1 | — | 0 | 1 | 1 100% |
| https://cutlefish.substack.com/p/tbm-3353-but-why-is-it-working | 1 | — | 0 | 1 | 1 100% |
| TBM 370: Dependencies aren’t your problem | 1 | — | 0 | 1 | 1 100% |
| https://cutlefish.substack.com/i/142017363/bothand | 1 | — | 0 | 1 | 1 100% |
| John Cutler – The Beautiful Mess Newsletter | 1 | — | 0 | 1 | 1 100% |
| Cutlefish.substack.com Cutlefish.substack.com | 1 | — | 0 | 2 | 2 100% |
| TBM 377: Time Allocation ≠ Capacity AllocationSpoiler: the concept of capacity allocation is fraught with misunderstanding, and companies waste a lot of money (and do a lot of damage) by mistaking time allocation for capacity allocation.The Beautiful MessJohn Cutler | 1 | — | 0 | 1 | 1 100% |
| TBM 274: How Capable Leaders Navigate Uncertainty and Ambiguity | 1 | — | 0 | 1 | 1 100% |
| Why Don't Our Leaders Care About How We Work? | 1 | — | 0 | 1 | 1 100% |
| Part 2 | 1 | — | 0 | 1 | 1 100% |
| TBM 380: “But We Have To Try Something!”You’ve likely heard the saying “The definition of insanity is doing the same thing, and expecting different results.” Humans have an intuitive sense of what scientists call attractor states, the concept that systems tend to revert to the same patterns unless external factors change.https://cutlefish.substack.com/p/tbm-380-but-we-have-to-try-something | 1 | — | 0 | 1 | 1 100% |
| Go to Source | 1 | — | 0 | 1 | 1 100% |
| 20 Things I've Learned as a Systems (Over) Thinker | 1 | — | 0 | 1 | 1 100% |
| kontinuierliche Roadmaps | 1 | — | 0 | 1 | 1 100% |
| TBM 269: Three Organizational Design PrinciplesI have been thinking a lot about organizational design lately and how it relates to how we collaborate and how managers/leaders collaborate. I have come to understand three principles: Principle #1: Hierarchical Collaboration Parity To be sustainably successful, the level of collaboration and alignment among managers or leaders in an organization must be equal to or greater than the level of collaboration required among their respective front-line team members | 1 | — | 0 | 1 | 1 100% |
| TBM 234: Maintenance, KTLO, and BAU | 1 | — | 0 | 1 | 1 100% |
| Why Labeling Relationships Is So Important | 1 | — | 0 | 1 | 1 100% |
| https://cutlefish.substack.com/p/tbm-4652-facts-assumptions-beliefs | 1 | — | 0 | 2 | 2 100% |
| TBM 216: Good Goals/Bad GoalsWhat makes a good goal? Most of us have heard of “SMART goals” (Specific, Measurable, Achievable, Relevant, and Time-Bound), but in my experience, SMART is only the tip of the iceberg. OKRs, to their benefit, seek to encourage some positive goal-setting habits, but ultimately they are still goals.The Beautiful MessJohn Cutler | 1 | — | 0 | 1 | 1 100% |
| Rebuilding Trust and Breaking Free From Trust Proxies and The Swirl | 1 | — | 0 | 1 | 1 100% |
| TBM 289: The Boring Product Manifesto | 1 | — | 0 | 1 | 1 100% |
| The Real-World Journey to Value and Product-Centricity | 1 | — | 0 | 1 | 1 100% |
| Why didn’t they say no? | 1 | — | 0 | 1 | 1 100% |
Frequently Asked Questions
What anchor texts are used to link to cutlefish.substack.com?
This page shows all anchor texts found in backlinks pointing to cutlefish.substack.com, sorted by the number of referring domains using each anchor. Anchor texts range from branded terms (like the domain name itself) to keyword-rich phrases that describe the linked content. The distribution of anchor texts reveals how other websites perceive and describe cutlefish.substack.com.
What is anchor text?
Anchor text is the visible, clickable text in a hyperlink. Search engines use anchor text as a signal to understand what the linked page is about. For example, if many sites link to a page using the anchor text "best running shoes," search engines infer that the page is relevant to that topic. Anchor text appears in several forms: exact-match (contains target keywords), branded (uses the company or domain name), generic (like "click here"), and naked URLs.
Why is anchor text analysis important for SEO?
Anchor text analysis helps identify potential SEO risks and opportunities. A natural backlink profile has diverse anchor texts including branded terms, generic phrases, and topic-relevant keywords. Over-optimization, where too many backlinks use the same exact-match keyword anchor, can trigger search engine penalties. Conversely, understanding which anchors drive the most authority (measured by referring domain count and DR) helps prioritize link building efforts.
How many unique anchor texts does cutlefish.substack.com have?
The anchor text report for cutlefish.substack.com displays all distinct anchor texts grouped by their hash. Each row shows how many unique referring domains use that anchor, the total number of links, and the dofollow percentage. A high number of unique anchors generally indicates a healthy, natural backlink profile with diverse link sources.