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Sad that this happened to the OP - some good coaching would have helped to smooth his transition into the team without raising hackles. >>"But I don't like to

• iajrz 8y ago
  A hamfisted approach to team code on centralized repos, I agree with you on seeing the problem. But building a proof-of-concept in my branch is way less invasive. I've bought many a candy bar to people who've proven me wrong. And he seems to have done things by the book (do the work, take the measurements). On the other hand, can't agree more with the coaching - and that's what pains me. Sometimes people in leadership positions aren't as strong in leadership skills as they could be. Nothing is more delightful for me than having someone prove that things that could've taken a month can be done in a week with no sacrifices - means we've low hanging fruit and can devote time to improving _more_ things in the time we've available. Maybe even write pretty documentation or other things that are usually neglected. I must say, though - I've seen that "this is going to take forever!", "this is _SO_ complicated!", and "we'll have to code A LOT for this!" attitude before. So much so, that the very wording makes me suspicious. When I see that in an org - as opposed to "with this timeline, we'd have to change the scope so and so to deliver", or "Let's make sure we achieve what we want", or - basically, there are wordings that match what you'd do were you playing victim, and wordings that match what you'd do if you were a competent person doing their best for the company. > The Steve Blank article Brilliant. I've learned similar from watching my own father _learn_ that :^) I recommend using Monica (monicahq.com) and applying those lessons in all areas of life.