“Managing humans” means getting two things right: The very big and the very small. Michael Lopp offers plenty of advice for both.
Often overlooked while staffing: Most people excel in very specific situations, some prefer to make, some to maintain. But projects/products require different skillsets througout their lifecycle.
“[At the start] it needs builders, pioneers who come up with clever ideas and execute upon them fast. They improvise … are opinionated [and] make their own decisions.”
“[Later] it needs a lot of incremental improvements, nitty-gritty […] details […] and a developer team which […] only needs some fine-tuning.”
Really good example from Oliver Eidel.
Classic presentation created by Sequoia Capital created in 2008 on How to survive a crisis. In essence: Get real or go home. I think I can get behind that, no matter the times.
How long since you have been in a bad meeting? A week? A day? An hour? Unfortunately it is really, really easy to botch a meeting, to make it the worst part of any given day for a whole group of people. Fortunately it is also not that hard to make it a positive and productive experience.
I greatly enjoyed reading “Craftsmanship—The Alternative to the Four Hour Work Week Mindset” and while disagree with the dychotomie of hacker and craftsman it supposes I think this is a pretty good distinction between and entrepreuneur and somebody that just dreams:
‘I didn’t know how to do x, so I just had to figure it out.’ This is what I regularly hear from successful founders, whereas ‘I couldn’t find someone to do X, so I had to reconsider whether to pursue it at all’ is a common refrain from unsuccessful founders.
A true trove of inspiration, open anywhere and find inspiration for everyday management work.
Equal parts auto-biography and corporate manifesto this book provides an interesting glimpse at what made the worlds hippest company with an ecological conciousness.
Communication is hard, technical communication is harder, technical communication under pressure is hardest, with these little “communication (design) patterns” it gets a bit easier.
Superstar biographies, genius interviews and parental anecdotes, might lead us to believe that success or failure in life depend only on us making the perfect choice at the perfect moment. Fortunately they are all wrong.
Total efficiency constrains us. We become super invested in maintaining the status quo because that is where we excel. Innovation is a threat. Change is terrifying. Being perfect at something is dangerous if it’s the only thing you can do.
How an over emphasis on efficiency leads to fragility: Getting ahead while being inefficient.
Some interesting thoughts on early vs late stage projects and pre-mature optimization vs technical debt.
There are many ways to learn about Scrum, I found this among the most entertaining.
But, it’s urgent! We are late! We need to hurry – our client expects this. There it is, a stakeholder calls to put “a bit of pressure” on the team, to “go the extra mile” or “work double as fast”. All in order to meet a milestone, add another feature or meet an impossible deadline. And as you crack your whip and shout “Faster!” your team miraculously pulls through – another crisis averted, another deadline meet.