I wrote a piece a long time ago about The Wolf. It’s my personal take on the mythical 10x engineer, except that they aren’t a myth. They exist. I’ve seen them. Many of them. The article was popular. With hindsight, I determined two populations cared about the piece and one who did not. One was… more
We’re going to play a really simple and really dumb game. I’ll explain the setup and the rules: Two one-person ‘teams.’ On a flat, boring surface, you draw two parallel three feet long white lines which are fifty feet apart. Teams choose one home baseline. The other line marks the opposing team’s home base. Team… more
When you are asked as a manager “What do I need to get to the next level?” I suggest the quality and completeness of your answer is directly correlated to your effectiveness as a leader. Let’s start with the worst answer, “We’re a meritocracy where the best idea wins.” This is a bullshit cop-out answer.… more
There’s a rumor wandering through your team right now. I’m sorry to report; it’s toxic. It’s the kind of rumor that contains so much interest and emotional energy that the humans can’t help repeat the rumor to each other. It’s about you, and it’s completely untrue. When you hear the rumor, the content will give… more
Whoever came up with the name “Human Resources” deserves a medal. Such a descriptive, helpful, and seemingly useful name. Why yes, I’m human and I sure could use some resources. Purely viewed by the name, Humans Resources or HR seems like such a great idea. These are the people who are responsible for looking after… more
From a recruiting perspective, the best engineering manager I’ve worked with established her reputation with two hires. It went like this: ME: “We need to build an iOS team, and while we have talented engineers, we don’t have time to train the current team on iOS, it’ll be faster to hire.” HER: “Great, who should… more
First day of the new gig. You walk in the building knowing practically no one. Everyone is pleasant and nice… almost too nice. Everyone (including you) is not quite themselves because everyone understands the power of the first impression. They’re watching every single move and attempting to interpret how these moves might be perceived. It’s… more
Dunbar’s Number is a favorite blunt diagnosis for the pains that affect rapidly growing teams. The number, which is somewhere between 100 and 250 describes a point at which a group of people can no longer effectively maintain social connections in their respective heads. What was simple from a communication perspective becomes costly. What was… more
A long time ago, there was a big fight between Engineering and Marketing regarding the name of a new 1.0 product. I was not there, but the fight went something like this: Engineering: “So what are we going to call the product?” Marketing: “We’re not sure yet. The focus group data isn’t complete.” Engineering: “A… more
When it was five of you sitting in the same room, it was easy. When someone needed to know something, they stood in the middle of the room and asked, “Who broke the build?” When a decision needed to be made, you looked up at Phil and said, “Phil, this needs to scale from day… more
