3 ms·
>> I sometimes wonder who these articles are written for. If you're a Leader (big L) in an org, this gives you a way to asses your organization. If you're a le
by xyzelement 6y ago
>> I sometimes wonder who these articles are written for.
If you're a Leader (big L) in an org, this gives you a way to asses your organization. If you're a leader (small l) it may give you a way to concretize your thinking around problems so you can discuss them better.
>> Am I supposed to share this with the CTO to show them how poorly the organization is being run?
That would be the worst way?
Why don't you pick whichever problems on the list resonate the most, come up with a good case as to why it's a real impediment to your team, ideally quantify its impact, perhaps come up with some solutions, and then go have the conversation?
Ultimately, it's not important whether your org looks good or bad against some checklist, the "meat" is whether you have an opportunity to be more effective against your goals. If so, people generally want to have that conversation. Especially if you go in with a realistic understanding of why things are this way and the tradeoffs.
>> and even then - it will still IPO
Sounds like they know what they're doing then?
- bradlys 6y agoRocketships don’t need to know what they’re doing to succeed.
- xyzelement 6y agoIs that so obvious? I bet there are way more failed businesses that had followed meticulous software practices than there are 'rocketships' that took off despite(?) what may appear to be bad practices.
- Aeolun 6y agoI find this hard to justify to myself. It’s literally my boss’s job to fix these impediments (and the boss’s boss, and their boss). Am I supposed to teach them how to do their jobs? In addition to doing my own?
- xyzelement 6y agoIf you are a senior member of the team and problems are apparent to you, I would expect you to productivity call them out. It sounds like you want to gripe about the problems on HN but not actually try to solve?
- Aeolun 6y agoNo, no. I’m talking about bringing the problem to some higher ups attention, but also needing to expend the effort to both come up with a plan for fixing it, as well as actually convince this 50 person team to do this thing. And then still have nothing happen because the people above are mostly paying lip service to improvement, but not actually changing their ways. It’s like needing to expend 200% effort because others are expending only 10%. Edit: But yeah, I also gripe about it on HN because it’s carthartic ;)
- xyzelement 6y agoIt's a little hard to follow you but it still sounds like this to me: there's a problem I am seeing, others are "bad" for not fixing it but I am "justified" in doing nothing. So it's not surprising nothing gets done. For what it's worth, my strategy has always been to grapple with these situations. Sometimes you get to have impact and learn in the process: eg how do I communicate about this problem in a way that gets traction? If you can do it, you will "level up" in your career. Alternatively you may learn why things being as they are is a reasonable trade-off for the situation you are in. This may also level you up by helping you think on "what makes sense for the business" rathe than simply "I don't like it" level. At worst, you'll have a story for your next interview about how you tried and failed to make a big improvement like this. I have a similar story and it resonates really well for senior roles.
- onethought 6y agoWhile I get the employee/employer/manager relationship can be a bit shit a lot of the time. This attitude is likely contributing to whatever problems you are encountering, and they are potentially trying to fix.
- deleted 6y ago[deleted]