Feedback Equation | Lara Hogan

Feedback Equation

Originally posted Jul 15, 2018

As I mention in my book Demystifying Public Speaking, humans are mostly bad at giving feedback. We’re also really bad at preparing ourselves to receive feedback.

Many of us are paralyzed by the fear of having these awkward conversations. We actively avoid asking for feedback because it’s just so painful sometimes, and often we receive nonspecific, general feedback from others. I wrote a whole chapter in that book about feedback, because I so deeply want folks to learn how to deliver (and request!) better feedback at work.

Debugging Engineering Velocity and Leading High-Performing Teams

Problem

You have a solid set of engineers, you’ve embraced OKRs and Agile, you’ve got standups, and you also do Sprint planning and retrospectives. But have you still felt frustrated by your team’s speed of execution? Have you asked yourself, perhaps in the middle of a Sprint planning session, are we stuck?

Why do some teams seem to work faster than others? Why do some people perceive a team as too slow, while others think the same team is working at a good pace? And why do engineers on some teams appear to be more satisfied and more motivated than those on other teams?

Product Operating Rhythm

One of the toughest challenges I’ve faced while running product teams in the past is knowing which level to engage a team and when. Anyone can easily get caught up in debates about specific product details and unpacking a singular OKR status. And while that level of granularity is important, going there at the wrong time is often a major distraction for a team.

As teams scale, there’s an inflection point when you add a layer of product leadership between yourself and the teams closest to the work. I most recently felt this when Thumbtack moved from a totally flat product org to one with a lead in each key area. The processes that worked for a flat org led to a lack of clarity as the org matured.

Why Tech Companies Need Science Fiction Writers On Staff

Convergent Evolution

This entry is part 9 of 9 in the series Recognitions

• 

  Gabriel Ugueto. “Chamosaurine Phylogeny.” 2016.

Similarly to how social media collapsed high and low culture into a sinuous, middling unibrow; it made room for the fringe to graze the mainstream while allowing outliers and niche practitioners a foot in the door. Though institutional barriers to entry persist, a new art world has never been more possible. It would however be blinkered to consider it only in terms of finished and sanctified outputs; which often makes parameters of fault lines ripe for the pushing. Because it’s structural, the revolution won’t be televised until it’s irreversible and given us its first, fixed forms. The bet is safe, though: anticipate swerves wherever generalised crisis meets new media, patronage and deep shifts in values. The history of the avant-garde has never been more forward-facing.

Thoughts on Conway’s Law and the Software Stack

• Ramblings from Jessie

I’ve been talking to a lot of people in different layers of the stack during my

funemployment. I wanted to share one of the problems I’ve been thinking about

and maybe you can think of some clever solutions to solve it.

Conway’s Law states “organizations which design systems … are constrained

to produce designs which are copies of the communication structures of these

The Cadence: How to Operate a SaaS Startup

You think you need a COO. What you really need is an operating philosophy.

David Sacks Jul 1 · 13 min read

Let’s face it: most startups are a shitshow. Perhaps the most pervasive problem afflicting venture-backed startups, once they achieve a basic level of product-market fit, is managing the organizational chaos that results from rapid growth. Almost by definition, this is a chronic challenge of Series A-C stage startups since the rapid expansion of the team to chase a new market opportunity is the purpose of that venture funding in the first place. During this time, the growing pains of the startup will reach such a crescendo that the founders and board will cry out as one, “we need a COO!”

The Magic Wand Approach to Surfacing People’s Strengths

Everyone wants to succeed, and for managers, that means leading highly capable teams that deliver excellent results. In order to drive team members to deliver successfully, managers need to identify what those capabilities are and harness them in a way that serves the organizational goals.

There are many approaches to identifying and evaluating employees’ skills. Some rely on measurable tests and assessment methodologies. Others are less formal and rely on observation, such as what people are known for, and are asked to do again and again (more on that in Whitney Johnson’s HBR article).

How We Experience Code

How your first programming language shapes your perspective

DEV.BIZ.OPS Aug 13 · 5 min read

It was a simple question. I did not expect a large response. I was genuinely curious though when the thought popped in my head while I was taking a shower that morning. So I posted the following on Twitter and LinkedIn and moved on with work:

What was your first programming language?

What I got was a steady stream of responses that are still going strong since a week ago. It was both a blast from the past and a pleasant journey looking back into how many of us geeks and techies got our start in the software business. I welcome you to share your first experience with programming in the comments!

Build effective remote design teams with the right communication model – Automattic Design

As designers, we are often very comfortable in working together using the physical space to our own advantage — critiques, workshops, brainstorming sessions, etc. It’s usually part of our education, and it evolves with our practice and experience. Facilitating an in-person workshop is second nature to many of us. Which is why one of the most common questions about working without being in the same room is: how do you design remotely?

Tools of the trade: How I communicate at GitHub (and why)

One of my favorite “laws” is Conway’s Law, an adage that organizations will design systems that mirror their communication structure. As I’ve long said, “how you work is as important as what you work on”:

The tools you choose matter. Tools are more than mere convenience. Tools force teams into particular workflows, workflows that constrain not just how software is produced, but what software is possible. It’s no coincidence then that the open source community, in order to produce the type of software it produces, adopts vastly different tools than most enterprise developers have available to them at their office.

(more…)

Growth Without Goals

I.

Four years ago, soon after learning that my wife was pregnant with our first child, I was sitting on the Metro-North commuter train, reading. I was thinking about being a father; specifically, I was wondering what it would take to be a great father. Unconditional love and support seemed obvious. Patience too. But what could I teach my son Pierce and future kids that would help them live good, fulfilling lives? That day, I read the following passage from Jiddu Krishnamurti:

Chipping Away at a Monolith

My team recently embarked on a journey toward unbundling our part of Gusto’s monolithic Ruby on Rails app.

A monolithic app is a single application that contains code across many domains. The boundaries are unclear. The domains are fuzzy. Typically, as a monolithic app grows, it becomes increasingly difficult for developers to make changes due to unexpected consequences. This is especially true for Ruby on Rails applications, as the ✨ Rails magic ✨ encourages side effects, indistinct domains, and generally spaghetti code.

How to Manage a Remote Engineering Team

One good thing that has come out of the recent quarantine is that we’ve begun to explore what’s truly possible when all kinds of teams work from home. Though there have been growing pains for many in-person office jobs, most people have been able to make it work. Remote engineering teams are no different; they suffer from the same challenges, but they also have an advantage thanks to the great collaborative software options available.

Why Balanced Teams work better together | by Pam Dineva | Product Labs | Medium

Let us take a cue from Xtreme Programming, share more knowledge and share more ownership with less role definition.

Pam Dineva Apr 28, 2016 · 5 min read

What is Balanced Team?

Balanced Team is a global movement of people who value multi-disciplinary collaboration and iterative delivery focused on customer value as a source for innovation.

(more…)

https://cutle.fish/blog/when-you-hear-pay-attention/

Note: With dad-hood I’m doing more lists. They’re easier to write while learning to care for this awesome little farting/burping/pooping/smiling human. Apologies if you’re a fan of the longer posts. I’ll get back to them eventually/occasionally.

A quick list of hints that there may be an opportunity for improvement (and/or that you’re about to fall into a trap and need to pay attention):

• Might as well do [some extra thing] while we [do the original thing]

  (more…)

Opinion | We’ve Hit a Pandemic Wall – The New York Times

It’s Not Just You. We’ve All Got a Case of the Covid-19 Blues.

New data show that Americans are suffering from record levels of mental distress.

Opinion Columnist

Lyfe Tavarres in his apartment in Portland, Ore. He has found support during the coronavirus crisis by reaching out to family members and friends.Credit…Leah Nash

I am trying to think of when I first realized we’d all run smack into a wall.

Don’t Work on Vacation. Seriously.

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Managing yourself

• 8.95 Buy Copies

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Executive Summary

As more and more employees shift to flexible work schedules, it’s become increasingly common for people to work during time off. But new research shows that working on weekends or holidays can have a significant impact on intrinsic motivation, leading to both lower employee satisfaction rates and lower quality work product. To combat this, the authors suggest a simple but effective strategy for situations in which working during time off is unavoidable: by mentally reframing time off as “work time,” you’re likely to feel more motivated, find your work more meaningful, and put more effort into your work.

Stepping Stones Not Milestones

A mythology often develops around successful large engineering projects. We celebrate the end results and reflect on the positive steps taken to get there but quickly forget about all the missteps and uncertainty along the way. These “moonshot projects” teach engineers a terrible anti-pattern: Large projects addressed via completely disjoint phases of design, execution, and delivery.

This anti-pattern typically manifests itself in one of two ways:

1. The team that is paralyzed at the prospect of designing a solution to a multi-year problem. The warning signs are months of iteration on design proposals, increasingly complex architectures before a single line of code has been written, optimizations for problems we aren’t even sure exist yet, and an ever-increasing demand for “engineering resources” before we can start building stuff.
2. The team that has a complete system design and execution plan but doesn’t plan to deliver any value to the company or any means for reevaluation until the very end of the project. The warning signs are usually surprise that a VP is hesitant to green-light the project, or an increasing backlog of dependencies from other teams getting stalled on project completion.

In both cases it’s possible to successfully deliver on a project like this, but it’s a huge risk.

Tiny Wins

Over the years, I’ve worked on many important, large-scale projects, from figuring out high level strategy and blue sky products, to overhauling core flows and IA, to implementing design systems from the ground up.

Working on these big projects can be exhilarating. They’re often deemed critical by company leadership and various stakeholders, and it’s validating to be trusted with and attached to something so visible and impactful.

I recently shipped two things at GitHub that had an impact beyond my wildest dreams. The amount of gratitude and love that spilled out of the community is like nothing I’ve seen before.

Spotify’s Failed #SquadGoals

Failed#SquadGoals

Spotify doesn’t use “the Spotify model”
and neither should you.

By Jeremiah Lee

Sunday, April 19, 2020 • Listen • En français • 日本語で • Português (Brasil)

Of all the allures of startup culture, few are more desireable than the speed and nimbleness of a small team. Maintaining that feeling as a company grows is a challenge. In 2012, Spotify shared its way of working and suggested it had figured it out.

Human-scale digital spaces

#### Alexis Lloyd

Jul 13·3 min read

Jane Jacobs. Photo: Phil Stanziola

I was watching Citizen Jane last night (a documentary on everyone’s favorite urbanist, Jane Jacobs), and thinking through the parallels between urban planning philosophies and internet ecosystems. In many ways, the tensions between the open web and the platform web perfectly reflect the Jane Jacobs vs. Robert Moses theories of urban planning.

Jacobs’s perspective was that urban life happens at street level, and that access to a wide range of other people on the sidewalks of a city allow for an emergent culture that is unpredictable and messy, vital and communal. On the other hand, Moses’s idea of progress involved sweeping away the mess and unpredictability, creating regimented highways and high-rises that would allow for urban life to be planned, and therefore improved. In many ways the contrast is also about scale — for Jacobs, the city should work at the scale and speed of the pedestrian, whereas Moses believed a modern city should reflect the scale and speed of the automobile.

Covid-19 Is Accelerating Human Transformation—Let’s Not Waste It

The Neobiological Revolution, is here. Now’s the time to put lessons from the Digital Revolution to use.

Back when we started WIRED magazine, it was all digital, all the time. In Silicon Valley, bodies were treated like the somewhat inconvenient and sometimes embarrassing things that needed to be fueled and occasionally rested so that they could support big heads that housed big ideas about the future. Human biology wasn’t exactly on our radar, except in science fiction, where pandemics always seemed du jour.

A Guide to Making Better Decisions

Villi Iltchev Apr 10 · 4 min read

Making decisions is one of the main jobs of a founder and a manager. The average organization, big and small, makes thousands of decisions every day. How teams make these decisions is one of the most important factors in the health, culture, and success of an organization. I believe the cadence and effectiveness with which an organization makes decisions is directly correlated to its ability to stay ahead of competitors and win in the marketplace. Most decisions are sequential and impact other decisions downstream, which means that an inefficient decision making process has magnifying implications as it reverberates through an organization. Today, in this challenging and disruptive business environment, leaders in every organization are facing difficult and important decisions that will impact the trajectory and success of their companies going forward. Strong culture and processes that facilitate clear and efficient decision making are critical to success, which is why I wanted to offer a few thoughts and observations about making decisions.

How to Overcome Dread Tasks

April 2019

There are things you want to do. There are things you need to do. Sometimes these are the same. This post is how to handle life when they aren’t.

The sensation of thinking of a task can be pleasant or painful. This is because your brain is always predicting how rewarding any future scenario will be. You experience joy when your mind is imagining a future fantasy where you’ll be engaged in flow (“when you get to that weekend side-project, things will be interesting, time will fly by”).

Proposal for Near-Future Blogging Megastructures

This post is part of Blogging Futures, a collaborative blogchain-based learning adventure exploring how we can reimagine blogging. Feel free to join the conversation!

Blogging is great, but it sometimes feels like every blog is an island. To have a robust blog society requires connection, community, conversation. Part of the problem is we don’t have many great ways to connect blogs together into larger conversation structures.

Addressable ideas & the connective tissue of the web

We’re forgoing our usual format this week to do a deeper dive on signals in a space that’s very close Addressable ideas & the connective tissue of the web

By Ethical Futures Lab • Issue #28 • View online

We’re forgoing our usual format this week to do a deeper dive on signals in a space that’s very close to our hearts (and work) — reading and writing on the internet. We look at the foundational affordances for writing and linking on the web, and explore how some nascent alternatives might change the way we share ideas and have conversations. —Alexis & Matt

Building Strong OKR’s – Plato

Problem

Teams say that they want to be empowered, but when everything is in front of you, it’s really hard to make decisions, defend them, and show how you measure against them.

Actions taken

• The simplest OKR’s are the best ones. I spend a lot of time with my teams distilling down their OKR’s. I steer them away from flashy words and big adjectives that take them away from what they are actually doing.
• We participate in OKR drafts in a Google Doc that everyone reads and comments on so that it is understood in simple terms by all.
• With metrics, I like to put myself in the mindset of a product manager and work with my product counterpart to decide how the feature is being used and what is most important. I then use that as part of my key results for the things I want to measure while trying to achieve those objectives.

Lessons learned

• The two questions of ‘what you are doing’ and ‘how you will measure it’ are extremely powerful. Those who are really good at explaining the impact know how to write their OKR’s in a way that is simple and easy to measure. If a non-technical person can’t understand what you are doing you have not written your OKR well. Technical background or not, we are all shareholders and fully empowered to make the decisions around what we want to build within a set of constraints and governance.
• I have been in organizations where you do the feature and then you make sure there are enough metrics on it. It doesn’t work that way. Unless you’ve defined the business impact of what you are looking for in your metrics and logs, then it’s just a bunch of garbage data that is being spewed out.
• I am really impressed with how many conversations that were originally happening after features had already been built are now part of a Google Docs document early on in the cycle.

Triggered: How one of Colorado’s smallest protests became its most violent

ALAMOSA — The protesters, about a dozen in all, gathered on June 4 in the intersection of State Avenue and Main Street. Like protesters across the country in the aftermath of George Floyd’s killing by police, they were demanding police accountability and racial justice.

The group occupied the crosswalk during red lights, then stepped to the curb on green. Letting traffic pass, they figured, would help keep things peaceful.

To Be a Great Leader, You Need To Find Time for Yourself – Plato

Problem

As a leader, you often feel short of time. Blocking time for yourself — free of meetings and calls — is vital for boosting your creativity and setting you up in a pro-active mode. Oftentimes great people have their escape; they run marathons, fly planes, or cycle like I do — they are immersed in activities that are taking them away from the noise of the world. As you climb a career ladder you will have increasingly less time and exceedingly more things that will require your attention. The first thing to get compromised will be your time for yourself. While this is true for almost anyone, leaders will particularly experience it. Your time will become the most significant scarcity and you will have to learn how to secure time for yourself.

Leading Virtually – AVC

Most (all?) of our portfolio companies have been working remotely for over three months now. So have we at USV.

The initial experience with remote work has been mostly positive. The typical comment has been “we are doing a lot better than I expected.” Productivity is up in some places, down in some places, but overall our portfolio companies have adapted to the remote work model quickly and well.

What we can learn from early adopters of distributed work

A conversation with InVision and Automattic, two organizations with a combined 24 years of office-less work experience

Filed under

• Made in Dropbox
• Customer Stories

Automattic, the company behind WordPress.com, has been fully distributed since its 2005 inception. In 2017, they experimented with a 15,000 square foot event and community space in San Francisco as an option for Bay Area employees. It looked the part: converted warehouse, open design, a custom-made barn door for good measure. But Automattic’s existing work model was so effective that the space was used infrequently, and the company abruptly ended its lease. No good deed, as it were.

5 Engineering Manager Archetypes – patkua.com

Contents

“There are only two hard things in Computer Science: cache invalidation and naming things.”

— Phil Karlton

Introduction

In today’s tech organisations, you find 2 types of technical leadership roles in teams – Tech Leads and Engineering Managers. Tech Leads are better defined with The Definition of a Tech Lead but the Engineering Manager (EM) role remains unclear. In this article, we will explore 5 Engineering Manager archetypes commonly found in the industry.

The Majestic Monolith

Monolith by Rene Aigner

Some patterns are just about the code. If your code looks like this, and you need it to do that, here’s what to do. You’d do well to study such patterns, as they give you a deep repertoire of solutions ready to apply and make your code better every time you hit their context.

Then there are other patterns that are less about the code and more about how the code is being written, by whom, and within which organization. The Majestic Monolith is one of those patterns. But before we dive into all its glory, let’s first examine its opposite pattern: Micro/services oriented architecture.

Using OKR Based Leadership to Empower Teams – Plato

Problem

In most of the previous companies I have worked with, our goal was to keep empowering teams, yet there was somewhat of a confined matrix around it. So much so, that the teams never truly felt empowered. What we were going to do in the matrix had already been decided. Teams were empowered to find the ‘how’ and maybe contest or argue about estimates in order to inform the ‘what’, and make trade-off decisions around that. These companies would continue to claim that teams were empowered, but in talking to the teams, we all felt rather disempowered.

What comes after Zoom? — Benedict Evans

We had video calls in science fiction, and we had video conferencing in the 1990s, just as the web was taking off, as a very expensive and impractical tool for big companies. It was proposed as a use case for 3G, which didn’t happen at all, and with the growth of consumer broadband we got all sorts of tools that could do it, but it never really became a mass-market consumer behaviour. Now, suddenly, we’re all locked down, and we’re all on video calls all the time, doing team stand-ups, play dates and family birthday parties, and suddenly Zoom is a big deal. At some point many of those meetings will turn back into coffees, we hope, but video will remain.

Time Management as an Engineering Leader — enrich

Many engineering leaders are finding that remote work in today’s circumstances is causing fatigue. Kids and roommates are home, you may not have a proper desk setup, there’s no commute time to zone out and collect your thoughts, and you have to call or type questions to your coworkers and wait for answers instead of looking over your shoulder and quickly asking them. If you’re not able to properly manage your time you’re liable to burn out real quick, and so will your team.

How to never lose another memory again

Editor’s note: We’ve anonymized the interview subject’s identity at his request.

Seven years ago on July 4th, MC bought his mom a Mother’s Day gift.

We don’t know why MC bought his mom a gift on that date, two months after Mother’s Day. All we know is that it happened on a day when he did laundry, went for a light jog, and finally finished the sixth season of 30 Rock.

How to Run Engineering Team Meetings (and not waste anyone’s time) | Hacker Noon

February 3rd 2017

@cat.the.redCatherine Miller

Growing pains: the affliction of all mid-size startups, Flatiron included. It used to be that everyone fit in a single room and overheard everything that was going on; now we barely fit in an auditorium. While there are many struggles in this process (office space, not knowing everyone’s name, needing a second overflow volleyball team), communication is by far the biggest. We want everyone to to be empowered with information, and we want input from as many people as possible; before you know it, our calendars are covered with meetings of all shapes and sizes with tiny “BLOCK: Work” rectangles few and far between.

Betting on Things That Never Change

Amazon launched 22 years ago this week.

Its first web page shows its early days:

What’s neat about this isn’t what’s changed. It’s what’s stayed the same.

The line, “One million titles, consistently low prices” seems like marketing guff. But it helps explain why Amazon has dominated where others have failed.

The allure of the Internet in 1995 was betting on change. New paradigms born. Old strategies discarded. Something requiring radically different thinking.

Avoiding Employee Burnout: How to Help You & Your Team Thrive in Quarantine

How are you feeling right now?

Like really…how are you doing?

If you’re like most people I’ve spoken to, things are pretty rough with quarantine continuing. You may be feeling it, and there is likely some employee burnout on your team.

An informal poll of my followers on Twitter showed that over 2/3rds of respondents are already feeling burnout symptoms, or feel fully burned out now.

Our grimdark meathook cyberpunk now – TechCrunch

Our grimdark meathook cyberpunk now

@rezendi /

6:00 am PDT • May 31, 2020

Image Credits: Ethan Zhan / Pixabay under a Pixabay License license.

Jon Evans

Contributor

Jon Evans is the CTO of the engineering consultancy HappyFunCorp; the award-winning author of six novels, one graphic novel, and a book of travel writing; and TechCrunch’s weekend columnist since 2010. More posts by this contributor

• Our grimdark meathook cyberpunk now
• Why are people who cite videos always wrong?

Ten years ago, the joke was: “It’s weird how, once everyone started carrying phones with cameras all the time, UFOs stopped visiting, and the cops started beating everyone up.” It was darkly funny, then. Now it feels something more like despairing.

Why Everyone Always Hates Redesigns, Even When They’re Good

The strange psychology that shapes your reactions

Angela Lashbrook May 19 · 6 min read

Photo illustration: Angela Lashbrook

In Microprocessing, columnist Angela Lashbrook aims to improve your relationship with technology every week. Microprocessing goes deep on the little things that define your online life today to give you a better tomorrow.

Whenever a popular web interface gets any kind of significant visual change, a lot of people react with confusion, dismay, and even anger. This month, it’s the new Google Docs sharing interface: The Next Web wrote an entire piece detailing complaints about the new sharing menu. One podcaster says she “just doesn’t like it,” and others are “completely baffled.”

The Work of Byron Katie

By Tom Moon, MFT–

Corey came to see me, consumed with hurt and rage. Two years ago, his partner Lyle, whom Corey said “was the love of my life,” abruptly moved out of their apartment and disappeared while Corey was at work. In the following days, Corey discovered that Lyle had been involved with Lyle’s “best friend” for more than a year, and that the two had left the state together. Corey subsequently spent most of his waking hours so preoccupied with angry and vengeful thoughts that his life came to a standstill. He wanted to let go, but he felt completely stuck.

Scrum Made Zero Sense for My Young Startup. So I Designed an Alternative.

Nowadays there are more opinions on how to develop software than there are firms actually doing the development. Some people call programming a science. Others call it engineering, a craft, or even art. Just as coding’s 70-year history has produced hundreds (if not thousands) of languages, it’s also spawned countless processes and frameworks purporting to have the best model for guiding a team to build software.

Product for Internal Platforms

For the past 3 years, I have been running a platform engineering organization. Since that term is vague, where I work it means the software side of infrastructure. Compute platforms like kubernetes, storage systems, software development tools, and frameworks for services are part of the mandate. Our customers are other engineers at the company.

I also oversee the product team for this area. Now, I’m not a product manager (which I’ll shorten to PM for the rest of this post, not to be confused with project manager), and I rely on my PM team heavily for their expertise. But that doesn’t mean that I can personally neglect the product side, and indeed I spend a lot of time thinking about the products and strategy for my org as part of my day-to-day work.

In defense of the modern web – DEV

I expect I’ll annoy everyone with this post: the anti-JavaScript crusaders, justly aghast at how much of the stuff we slather onto modern websites; the people arguing the web is a broken platform for interactive applications anyway and we should start over; React users; the old guard with their artisanal JS and hand authored HTML; and Tom MacWright, someone I’ve admired from afar since I first became aware of his work on Mapbox many years ago. But I guess that’s the price of having opinions.

50 Ideas That Changed My Life — David Perell

Here are the 50 ideas that changed my life.

These are my guiding principles and the light of my intellectual life. All of them will help you think better, and I hope they inspire curiosity.

1. Inversion: Avoiding stupidity is easier than trying to be brilliant. Instead of asking, “How can I help my company?” you should ask, “What’s hurting my company the most and how can I avoid it?” Identify obvious failure points, and steer clear of them.

   (more…)

Spotify vs. Fitbit and the Model of Agile at Scale

I thought I was done with the series of articles on the importance of empowered engineers, but then an article came out a few days ago criticizing the Spotify model of Agile at scale, and I could not pass up the opportunity to try to turn this into a teachable moment.

The author criticizes the Spotify model of scaled Agile, but neglects to mention that Spotify built a company now worth more than $25B, while competing – and often winning – against both Apple and Amazon, two of the very best product companies in the world.

Not even wrong: ways to predict tech — Benedict Evans

“That is not only not right; it is not even wrong”

– Wolfgang Pauli

A lot of really important technologies started out looking like expensive, impractical toys. The engineering wasn’t finished, the building blocks didn’t fit together, the volumes were too low and the manufacturing process was new and imperfect. In parallel, many or even most important things propose some new way of doing things, or even an entirely new thing to do. So it doesn’t work, it’s expensive, and it’s silly. It’s a toy.

Three signs of a poor hiring process—and four ways to fix it

When given the opportunity to establish a process, we’re all biased to advocate for one in which we would be successful ourselves. In hiring, this plays out in two main ways: “A” players build monocultures, hiring people just like them, and “B” players hire “C” players, hiring people who won’t threaten them.

In other words, top performers too narrowly define what top performance is, and okay performers hire mediocre people; in both cases, they’re making selections that bolster their own position.

Seniorless — 4 Tips for Effectively Onboarding Juniors

Seniorless — 4 Tips for Effectively Onboarding Juniors

Gabriel Grinberg Mar 30 · 8 min read

The previous post — “Seniorless — 5 Reasons You Should Hire More Juniors” was about why juniors are a great, and even essential, assets to your engineering group.

Of course, hiring non-experienced members comes with risks/costs. The main reasons I get from other team leaders for not doing so are: