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As you said, the "earn trust" doesn't really make sense, so I'd guess there is actually some other reason. Is the way you've implemented the staging plan making

As you said, the "earn trust" doesn't really make sense, so I'd guess there is actually some other reason. Is the way you've implemented the staging plan making life more difficult in some way? Does the founder have some other objective in mind? Once I worked with a company that had a super smart founder who hired a super smart sales manager. The sales manager quickly noticed that the company did not follow the usual industry practices around quoting projects, and on his own initiative started rolling out a new system, including training sales people, and changing the company's software systems. There was increasing friction with the founder over everything, and eventually the sales manager was let go/quit. Somehow the sales manager never understood that the core issue the founder had with his plan was that even though 95% of the industry operated with a secretive, price-what-the-customer-can-pay sales process, the whole company had been built over decades on transparent pricing for everyone. It was big part of the trust the customers had for the company and quite a competitive advantage. Which is all to say that to you, devops means "production doesn't go down", but to the founder, it could mean "Anyone can push to production even faster on more servers." :) Since the founder has basically said he doesn't trust you, it's likely there's something you are doing that he doesn't like. I hear that you are offended by the founders lack of trust, but being offended is a really good way of missing the actual meaning when he is talking. If things continue as they are, both of you are going to be very unhappy. Given that there's this disconnect, I'd really spend some time with him to work out what it is that he actually wants -- and when he says he wants something, push deeper to find out the why behind it! Sometimes people ask for a "universal plugin system for our app, so any can extend it" when all they really wanted was "we can translate the app to French". It's aways possible that the founder is a loon in this area, but I'd say that's only a 10% chance. 80% bet that there is a miscommunication.

derekp7 8y ago
The way I've had to explain this to coworkers when dealing with our former manager -- Take what he says, then figure out what he really means, and from there deliver what he needs. But dress what he actually needs into something that looks like what he meant to say, ignoring what he actually said.
- iovrthoughtthis 8y ago
  A manager that cannot communicate what they need clearly is not a good manager.
  - danieltillett 8y ago
    An employee who can't understand what a manager is communicating is not a good employee. More seriously communication is a two way street and problems can occur at either end.
    - iovrthoughtthis 8y ago
      I disagree. It is the sender who is in control of the format. You have to ensure you’re sending something that the reciever will understand. Good receivers probe and negotiate a better format but ultimatly it is the sender who is responcible for the communication. Between peers I think it is more acceptable to require more negoatiating the format but in a manager -> employee dynamic (or any other power imbalance) it is the managers responcibility to be understood. Reliquishing that control is disempowering and stunts personal growth IMO. I think my view point requires a specific belief about peoples ability to do things and grow. Without that I can see how judging others for their ability to understand makes sense. I believe in people though.
ivanmaeder 8y ago
> Given that there's this disconnect, I'd really spend some time with him to work out what it is that he actually wants… This. Spend time with the guy, try to understand where he's coming from. When you do talk I'd suggest you: - Make it clear that your motives are to help the company. I.e., you both have the same interests - Listen, don't try to win the argument, don't push your solutions. The aim is to understand what he thinks is needed - You can very well explain how you're feeling. Maybe you feel that you're not really sure what you're doing there given that none of your suggestions are accepted. Tell him - But don't blame, don't presume ill feeling or ignorance. Ask him for suggestions There's a chance that this is never going to work out and as somebody else said, you're set up for failure. I think you can figure this out if you do as much as you can on your side to understand him, and he still doesn't do his part to help you do well at your job (whatever that is! It may not be what you think). Something else… I'm not sure this is part of the issue but I've seen this a lot: you work on an amazing new way of doing things. You figure it all out, document it, dot the i's and cross the t's. And then when you present it nobody is interested. Why? Regardless of whether it's a great idea, you didn't involve anyone else. You need to bring people along with you: ask about their problems, ask for input, collaborate as much as possible…

derekp7 8y ago

The way I've had to explain this to coworkers when dealing with our former manager -- Take what he says, then figure out what he really means, and from there deliver what he needs. But dress what he actually needs into something that looks like what he meant to say, ignoring what he actually said.

iovrthoughtthis 8y ago
A manager that cannot communicate what they need clearly is not a good manager.
- danieltillett 8y ago
  An employee who can't understand what a manager is communicating is not a good employee. More seriously communication is a two way street and problems can occur at either end.
  - iovrthoughtthis 8y ago
    I disagree. It is the sender who is in control of the format. You have to ensure you’re sending something that the reciever will understand. Good receivers probe and negotiate a better format but ultimatly it is the sender who is responcible for the communication. Between peers I think it is more acceptable to require more negoatiating the format but in a manager -> employee dynamic (or any other power imbalance) it is the managers responcibility to be understood. Reliquishing that control is disempowering and stunts personal growth IMO. I think my view point requires a specific belief about peoples ability to do things and grow. Without that I can see how judging others for their ability to understand makes sense. I believe in people though.

ivanmaeder 8y ago

> Given that there's this disconnect, I'd really spend some time with him to work out what it is that he actually wants… This. Spend time with the guy, try to understand where he's coming from. When you do talk I'd suggest you: - Make it clear that your motives are to help the company. I.e., you both have the same interests - Listen, don't try to win the argument, don't push your solutions. The aim is to understand what he thinks is needed - You can very well explain how you're feeling. Maybe you feel that you're not really sure what you're doing there given that none of your suggestions are accepted. Tell him - But don't blame, don't presume ill feeling or ignorance. Ask him for suggestions There's a chance that this is never going to work out and as somebody else said, you're set up for failure. I think you can figure this out if you do as much as you can on your side to understand him, and he still doesn't do his part to help you do well at your job (whatever that is! It may not be what you think). Something else… I'm not sure this is part of the issue but I've seen this a lot: you work on an amazing new way of doing things. You figure it all out, document it, dot the i's and cross the t's. And then when you present it nobody is interested. Why? Regardless of whether it's a great idea, you didn't involve anyone else. You need to bring people along with you: ask about their problems, ask for input, collaborate as much as possible…