What can you do, as a builder, if your job seems to require to employ disrespectful design patterns? What is Disrespectful Design First, it’s worth rehashing what Disrespectful Design is. I think there are a few common dimensions: It’s adversarial. It puts the needs of the product (or the company building the product) clearly aheadContinue reading “Disrespectful Design, Part II”
A lot of people talk compare good code to poetry. Poetry is generally: Elegant and enjoyable to read. Clever. Of variable information density. Sometimes, a line of poetry can contain multiple meanings. Sometimes, it’s more verbose. Subjective and potentially ambiguous. Different people reading the same poem might interpret it differently. But often, good code shouldContinue reading “Poetry, Essays, and Code That Lets you Get on with Your Day”
In general, there are two ways to be good at something. You can be born with it (be “a natural”), or you can learn how to get good at it. The mistake I see a lot of people make when they want to get good at something is to find “a natural” and ask themContinue reading “How to Creatively Solve Problems as a Non-Creative Person”
It is costly to have incompetence in your organization. This is obvious. Someone is not performing or delivering at a high level, your product or service suffers, your business suffers. It is also obvious that as a secondary effect, your team suffers. Other people have to work harder to correct mistakes and pick up theContinue reading “The Hidden Structural Costs of Incompetence”
Most modern software teams have no choice but to spend a lot of effort on their infrastructure, often spinning up entire teams to do so (and sometimes placing their best engineers on those teams). How did cloud infrastructure get so complicated? Why is AWS such a hot mess of insane configurability and complexity? I ponderContinue reading “Why Is Cloud Infrastructure So Complicated?”
Something interesting has been happening as I’ve been trying to write more about engineering management. When I wrote advice about micromanaging for managers, a few friends asked me about how to deal with their (micro)manager, so I wrote about how to handle your manager. The latter piece seemed to be a lot more useful. IContinue reading “Why All Engineers Must Understand Management: The View from Both Ladders”
Why do so many Venture Capitalists act like assholes? They don’t respond to your email, even though they promised to. When they do, it’s incredibly terse and lacking in punctuation and capitalization (turns out, they only like one type of “capitalization”, the one that sits on tables). Sometimes they ghost you. If you pitch them,Continue reading ““VC Brain”—Dissecting Investor Behavior”
One management principle I’ve found really powerful is “disagree and commit”, but I’ve often found that it can be easily misapplied. Let’s first define what the disagree and commit principle is. Here’s Jeff Bezos in Amazon’s 2016 Letter to Shareholders describing the idea: Use the phrase “disagree and commit.” This phrase will save a lotContinue reading “Disagree and Commit And Prove Yourself Wrong”
At many startups, culture happens organically. It’s just built around the personalities and values of the founders and early team. But anyone who has built a company before learns a pretty vital lesson: culture is important, and when something is that important you have to be intentional about it. We wanted to build a companyContinue reading “Product/Culture Duality”
When a team or company is not functioning as it should, two types of problem-solvers often emerge. The organizational psychologist tries to debug the culture. The organizational mechanic tries to debug the process. The mechanic asks what meetings or what documentation is missing. Organizational mechanics love “reviews” (meetings that force decisions to be made). WhenContinue reading “Organizational Psychologist vs. Organizational Mechanic”
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