7 ms·

I don't care how good you are, how good you think you are, or how lucky you think I am to be working with you, the tone of this "list of rules" comes across as

by hugh3 15y ago

I don't care how good you are, how good you think you are, or how lucky you think I am to be working with you, the tone of this "list of rules" comes across as rude, and being rude to your underlings just isn't a good way to get them to work effectively (at least not in most cases). The actual suggestions are pretty reasonable, though. As a fun exercise, you could rewrite this list so it sounds helpful and polite rather than rude and egotistical. I've been around academia for long enough to have met a lot of really first-rate minds who are polite and humble, and a lot of second-rate minds who are rude and arrogant. And maybe I've met some first-rate minds who are rude and arrogant as well, but I haven't noticed because I've mentally sorted them into the "overcompensating second-rater" category. tl;dr: Don't be a cunt.

dctoedt 15y ago
I also like these rules, a lot. I've had bosses who used similar rules; they seemed to work pretty well. The tone doesn't bother me. I've been a boss, too, and sometimes you really do have to get people's attention with a 2x4---especially when dealing with young whippersnapper subordinates who have a high opinion of their own capabilities [I should know; I used to be one of those].
- loungin 15y ago
  How would you go about setting one of those young whippersnappers in their place? I honestly think I am beginning to become one at my current job and need a reality check. I am also curious to hear wisdom from someone who has been through it. :)
  - dctoedt 15y ago
    > How would you go about setting one of those young whippersnappers in their place? I've found it's best not to try. First off, as to any given issue, the Young Whippersnapper might well be right. Second, I seem to get best results by treating the YW with patience and respect---regardless whether I think he (or she) is right---and by trying to help him fill in whatever gaps I think he has in his knowledge, so he do a better job next time. (In a given case, the knowledge might relate to how the YW can be a better team player.) By no means should a boss tolerate poor performance forever, but pretty much everyone needs training.
  - dctoedt 15y ago
    @loungin, it occurs to me I might not have responded to what you were really asking. Some suggestions: 1. No matter how mistaken you think your boss is, once he (or she) has made a decision, your job is to support him as best you can, subject always to the fundamental constraints of ethics and integrity. 2. Loyalty up, loyalty down, and loyalty sideways, subject again to the fundamental constraints. Among other things, that means constant patience, courtesy, and respect for everyone else on the team, at all times (no backbiting). 3. If you don't know how to be humble and modest in your dealings with others, fake it. (It helps to remind yourself that, whatever Supreme Being might or might not exist, the odds are it's not you.) 4. It's no sin not to know what to do. When in doubt, take your best shot at formulating both a Plan A and a Plan B, and then ask your boss for guidance; he might tweak one of your plans, and/or might point out something you hadn't thought of. But use your judgment---while your boss might want you to go through the learning experience of figuring things out for yourself, he might also not want you to spend a lot of time doing so before asking for help. You could ask him that, perhaps. Consulting with peers sometimes helps, which is one reason it's good to be on good terms with them. 5. Don't take it personally if someone criticizes you, even harshly. While you might well have screwed up, that doesn't mean you're a failure as a human being; it means you played the hand you were dealt as best you knew how at that time, and now you have a welcome opportunity to learn from the experience; be glad of it. 6. A serviceable rule of thumb: Seek the best for others as you do for yourself.
    - dctoedt 15y ago
      EDIT: I posted an edited version of this on my own blog at http://www.ontechnologylaw.com/seven-ways-to-be-a-stand-up-guy-at-work/ http://www.ontechnologylaw.com/seven-ways-to-be-a-stand-up-g....
deleted 15y ago
[deleted]
- simonsquiff 15y ago
  Um, point 15 has 'Don't tell me there's a problem without offering a solution. '
  - mattdeboard 15y ago
    And?
    - hugh3 15y ago
      It made sense in the context of the now-deleted comment to which it's a reply.
      - mattdeboard 15y ago
        I posted before the parent was deleted.
chunkyslink 15y ago
I don't interpret these as rude and I quite like the tone. You know exactly where you stand and how to act - leaving the little time you have to do the job well. No messing around and no feeling your way into a relationship. I'm printing this out for my wall. The world of academia is not under the same pressures as the business world where there are a completely different set of forces at work. I'm not sure thats a great comparison.
peteretep 15y ago
> [I personally think that] the tone of this "list of rules" comes across as rude > I've been around academia for long enough I wonder if these two things are linked. I'd love to receive a list like this from someone I'm meant to be interacting with - it shows me they're serious about the work rather than serious about egos.
redthrowaway 15y ago
>And maybe I've met some first-rate minds who are rude and arrogant as well, but I haven't noticed because I've mentally sorted them into the "overcompensating second-rater" category. Dijkstra seemed to fall into the category of very smart pricks, although he may be the exception that proves the rule.
borkt 15y ago
Most of these rules should go without saying and were instilled in me through jobs growing up and strengthened through college. I think the author wrote this for people who did not learn this yet in life, not because the author thinks they are the only one with these workplace values.
muratmutlu 15y ago
+1 Couldn't have said it better. I get the point of being focused but if anyone handed me this before a bigwig meeting I'd lose all respect and think they were arseholes straight off. "7. Stand during micro-meetings." Fuck off!
- nrb 15y ago
  Number 7 is a great enforcement of 6. Standing for less than 5 minutes shouldn't be a problem for anyone without a medical issue, which would surely not fall under this "rule"
  - danilocampos 15y ago
    Standing during meetings is hugely helpful for keeping things moving. This is a common, but not common enough strategy.
ChuckMcM 15y ago
Different people are different. Its not particularly profound. What is useful about this list, is that it establishes some boundaries in a working relationship. Establishing those boundaries are essential. If you are an employee it is less stressful to know very clearly what your supervisor expects, and even if they are an asshole, knowing the kind of asshole is a good thing vs trying to discover it by bumping into various traps. Larry Bossidy's book on execution [1] has some good discussion about how clear roles, and clear communication structures, are critical to getting things done in a timely way. When you are struggling to keep three or four different potential solutions to your current problem straight, if your peers are doing the same, its impractical to think your manager will be jugging the n x m set of potentials. Rather they are balancing the relationship of what everyone in their group is working on against things being delivered and things needed in peer groups. This 17 rule missive in the blog posting reads like someone externalizing their tools for maximizing the important signals out of all the possible signals they are getting input on. I don't think it sounds 'rude' I think it sounds 'blunt.' The difference for me being that rude implies negative judgment and blunt implies negative tact. [1] http://www.amazon.com/dp/0609610570/ http://www.amazon.com/dp/0609610570/
JVerstry 15y ago
Funny, this list is about putting ego's aside and organizing work in an efficient way. Yet, your make it about your perception of it and start categorizing people. You don't get the purpose. It does not seem like you have a lot of working experience. It is really not about YOU. I would not want to work with you.
- laughinghan 15y ago
  Putting egos aside and putting perceptions aside are two very different things. Do you agree that working with a person who is competent and nice is better than working with someone who is competent and rude? Which do you want to be seen as?
ErrantX 15y ago
> tl;dr: Don't be a cunt. This is interesting. Because my initial though was; "who is this guy, and how the fuck do I go work for him?". I liked this; simple and clear rules that attempt to force "underlings" (who are obviously historically supposed to ass-kiss) to think critically, force time with the boss, advocate their experience, stand their ground - and so on. Perhaps this was couched in a fairly direct tone; but then I suppose that is what I like :) Others I can understand wanting it presented in a different way. But this is definitely the attitude to give your employees. I love my job, and my boss is awesome. And I can advocate my ideas sometimes. But I often feel bad speaking up - for example his advertising prose is not very good at all, and I have been trying to tell him that politely for the last year (still not got the hint, and this is why having a boss as a friend is a bad move!). But I can't change it when he gives it to me to put on the site... (edit; and, uh, the point I am making here is that as awesome a boss he is, he doesn't give me the feeling I can go to that level of criticism) I'd love to think that when I become a "boss" I'd be able to have this sort of attitude - the sort that says "yes I make decisions, but if you think I am being an idiot, and can express why then sodding well tell me :)". But I suspect many bosses think like that, and most don't manage it. Fingers crossed huh?
- beagledude 15y ago
  agreed! Being direct = generally efficient
- joe_the_user 15y ago
  I'd love to work for someone like this if ... they lived up to their side of the implicit bargain. I have had bosses who made demands of this sort but were stunningly, despicably unworthy of them. I wonder what exactly is the breakdown between "demand exactness but doesn't provide it" and "demand exactness and does..."?
  - ErrantX 15y ago
    Yes.. that's the thing of course. And I suspect that the majority of people that say the things in the email the OP posted are... basically assholes. However some aren't - and for me they are the people I want to work for and learn from. As I said; Ideally I'd love to be that sort of person. Unfortunately I have this horrible suspicion that most people feel that way - and in reality are not at all like that. I keep myself going on the hope that because I have figured out this irony I might not fall into it.. (and, yes, I appreciate the extra irony there). I just hope that when my first underling tells me I am a dick I don't laugh at him.
Shenglong 15y ago
you could rewrite this list so it sounds helpful and polite rather than rude and egotistical That's contradictory to what the article is emphasizing. When you're dealing with your own team, openness is essential, and efficiency should not be traded for politeness. As an employee, I would hope my boss wants results more than my thank-yous. As a boss, I would hope my employees care more about results than thanking me. If you spend all your time making something politically correct, you spend no time getting things done. To me, this article isn't rude: it's to the point, and if my boss gave me this list, I'd smile and jump in excitement.
chaz 15y ago
Like many things, it depends on the delivery. If I received this as an email, a handout, or a lecture, my reaction would definitely be, "WTF?" But many terrific people I've worked with prefer to work this way and they're pleasant to be around. These are things you might have to learn as you work with them.
vidiviciveni 15y ago
> And maybe I've met some first-rate minds who are rude and arrogant as well, but I haven't noticed because I've mentally sorted them into the "overcompensating second-rater" category. Ironically it is your ego that is so pampered and fragile that your primary concern is tone rather than content. When people want to get things done, they focus on results and ability. You seem to dismiss those important qualities for politeness, yet turn around and call the writer of this document a CUNT. I guess you have to resort to weak anecdotes of your distorted personal world view and name calling to get your weak point across. Your post is extremely hypocritical and you're too stupid to realize it.
raldi 15y ago
> As a fun exercise, you could rewrite this list so it sounds helpful and polite rather than rude and egotistical. Okay: ----- Hi! I bet you're super nervous about meeting me, but please don't be -- I'm just a big dork. And don't take it personally if I'm terse or appear impatient with you. 99% of my time is spent in meetings, so it's extremely helpful if we both skip straight to the point .. or "cut the bullshit", as my grandmother used to say. Here are some other tips: If you have bad news, please just come right out and tell me immediately. I promise I won't blame the messenger, and I might even know a quick fix. If we have a regularly-scheduled meeting, don't wait for it; interrupt me with time-critical issues. Also, don't be afraid to ask questions or disagree with me; I promise I won't get upset. If, post-meeting, you find yourself regretting not having spoken up or asked a question, come right back and correct that problem. I'm a big follower of the philosophy that there are no stupid questions. I've found note-taking to be extremely fruitful. Please bring a pen and paper anytime you meet with me; it impresses the heck out of me when someone catches everything the first time and I don't have to repeat myself. If you have an appointment with me, and I'm in another meeting, go right ahead and interrupt it. Your time is important, too. But be prepared for someone to do this if our meeting runs late. Often, there's only about five minutes of real content in a meeting. If so, there's no need to stretch it out. I appreciate such micro-meetings. You can foster them by identifying in advance what decision needs to be made and sending it around in advance. And don't be surprised if I make everyone stand. I don't really like long emails. Instead, consider a micro-meeting, and set an agenda if it's a complicated issue. Then stick to that agenda! Micro-update emails are great, though. I've found them to be effective for confirming commitments and mutual understanding. This is especially true after a meeting: It's super-helpful to get a (brief!) list of your agreed-upon commitment echoed back to me. I don't always respond to such messages, but I read every one. Oh, and to save time, please skip the greetings, "thank you"s, etc. (You'd be surprised how much time this saves on my phone's "message preview" screen.) Finally, a few quickies: * Instead of "It's being worked on", tell me when you expect it will be done. That's what I really want to know. * List all the options, and tell me which you recommend. This is especially important if you come to me with a problem -- but if you don't have a solution yet, skip this step rather than delaying the news. * Economic analyses are the best supporting arguments. (I insist on them when money is involved.) * Don't worry about making reports for me, but if you do, check out the spreadsheets I've made and try to copy their design. * Don't send me long documents. (Yes, I realize the irony.) ----- You might think all the "please"s and other friendly words make my version too fluffy, but it's actually about 500 words shorter than the original.
fractallyte 15y ago
Aside: while you highlight the ego/arrogance of this individual, the last line of your comment - in an orthogonal sense - highlights subtle sexism in language (and hence [cough] thought...?). cf: http://en.wikipedia.org/wiki/Cunt http://en.wikipedia.org/wiki/Cunt
jamesaguilar 15y ago
According to the article, you must be a "weakling" since you don't like his tone.
sfgfdhgfdshdhhd 15y ago
I'd be looking for a new job if my boss handed me this list on my first day. Here is my attempt at a less bullshity and egotistical version: * I prefer to work fast, minimize bullshit, and get to the point. * Share bad news immediately. I might be able to help fix it and I never blame the messenger. * Take notes at meetings if you need to; I always do. We shouldn't waste time repeating ourselves. * Go ahead and interrupt me for scheduled meetings, I sometimes stack meetings with one leading into the next. * Don't assume a weekly meeting is the only time to raise issues; Interrupt me for anything time critical. * Short e-mails are great for quick conformations and notes on agreed-upon goals. * For topics too complex for e-mail, I like quick, no-sit, "micro-meetings". Involve only the necessary parties, work through it and make a decission. * Make your communication consistent and comprehensible to others. This will improve the efficiency of the team. * Avoid long documents. I like precision and concision. Try to say it on one page (or less). * If you need to send reports, I have a template I like, please copy the style and format for consistency. * The most important thing is the best solution, not who's idea it was. * Always feel free to ask questions, challenge or disagree. * Likewise, check your ego at the door and be prepared to defend your ideas based on technical merits. * When possible, provide realistic time lines for projects. I need this for setting expectations with other groups. * Try to present problems along with possible solutions. Include economic analysis where applicable and your recommendation.

by hugh3 15y ago

dctoedt 15y ago

I also like these rules, a lot. I've had bosses who used similar rules; they seemed to work pretty well. The tone doesn't bother me. I've been a boss, too, and sometimes you really do have to get people's attention with a 2x4---especially when dealing with young whippersnapper subordinates who have a high opinion of their own capabilities [I should know; I used to be one of those].

loungin 15y ago
How would you go about setting one of those young whippersnappers in their place? I honestly think I am beginning to become one at my current job and need a reality check. I am also curious to hear wisdom from someone who has been through it. :)
- dctoedt 15y ago
  > How would you go about setting one of those young whippersnappers in their place? I've found it's best not to try. First off, as to any given issue, the Young Whippersnapper might well be right. Second, I seem to get best results by treating the YW with patience and respect---regardless whether I think he (or she) is right---and by trying to help him fill in whatever gaps I think he has in his knowledge, so he do a better job next time. (In a given case, the knowledge might relate to how the YW can be a better team player.) By no means should a boss tolerate poor performance forever, but pretty much everyone needs training.
- dctoedt 15y ago
  @loungin, it occurs to me I might not have responded to what you were really asking. Some suggestions: 1. No matter how mistaken you think your boss is, once he (or she) has made a decision, your job is to support him as best you can, subject always to the fundamental constraints of ethics and integrity. 2. Loyalty up, loyalty down, and loyalty sideways, subject again to the fundamental constraints. Among other things, that means constant patience, courtesy, and respect for everyone else on the team, at all times (no backbiting). 3. If you don't know how to be humble and modest in your dealings with others, fake it. (It helps to remind yourself that, whatever Supreme Being might or might not exist, the odds are it's not you.) 4. It's no sin not to know what to do. When in doubt, take your best shot at formulating both a Plan A and a Plan B, and then ask your boss for guidance; he might tweak one of your plans, and/or might point out something you hadn't thought of. But use your judgment---while your boss might want you to go through the learning experience of figuring things out for yourself, he might also not want you to spend a lot of time doing so before asking for help. You could ask him that, perhaps. Consulting with peers sometimes helps, which is one reason it's good to be on good terms with them. 5. Don't take it personally if someone criticizes you, even harshly. While you might well have screwed up, that doesn't mean you're a failure as a human being; it means you played the hand you were dealt as best you knew how at that time, and now you have a welcome opportunity to learn from the experience; be glad of it. 6. A serviceable rule of thumb: Seek the best for others as you do for yourself.
  - dctoedt 15y ago
    EDIT: I posted an edited version of this on my own blog at http://www.ontechnologylaw.com/seven-ways-to-be-a-stand-up-guy-at-work/ http://www.ontechnologylaw.com/seven-ways-to-be-a-stand-up-g....

deleted 15y ago

[deleted]

simonsquiff 15y ago
Um, point 15 has 'Don't tell me there's a problem without offering a solution. '
- mattdeboard 15y ago
  And?
  - hugh3 15y ago
    It made sense in the context of the now-deleted comment to which it's a reply.
    - mattdeboard 15y ago
      I posted before the parent was deleted.

chunkyslink 15y ago

I don't interpret these as rude and I quite like the tone. You know exactly where you stand and how to act - leaving the little time you have to do the job well. No messing around and no feeling your way into a relationship. I'm printing this out for my wall. The world of academia is not under the same pressures as the business world where there are a completely different set of forces at work. I'm not sure thats a great comparison.

peteretep 15y ago

> [I personally think that] the tone of this "list of rules" comes across as rude > I've been around academia for long enough I wonder if these two things are linked. I'd love to receive a list like this from someone I'm meant to be interacting with - it shows me they're serious about the work rather than serious about egos.

redthrowaway 15y ago

borkt 15y ago

Most of these rules should go without saying and were instilled in me through jobs growing up and strengthened through college. I think the author wrote this for people who did not learn this yet in life, not because the author thinks they are the only one with these workplace values.

muratmutlu 15y ago

+1 Couldn't have said it better. I get the point of being focused but if anyone handed me this before a bigwig meeting I'd lose all respect and think they were arseholes straight off. "7. Stand during micro-meetings." Fuck off!

nrb 15y ago
Number 7 is a great enforcement of 6. Standing for less than 5 minutes shouldn't be a problem for anyone without a medical issue, which would surely not fall under this "rule"
- danilocampos 15y ago
  Standing during meetings is hugely helpful for keeping things moving. This is a common, but not common enough strategy.

ChuckMcM 15y ago

Different people are different. Its not particularly profound. What is useful about this list, is that it establishes some boundaries in a working relationship. Establishing those boundaries are essential. If you are an employee it is less stressful to know very clearly what your supervisor expects, and even if they are an asshole, knowing the kind of asshole is a good thing vs trying to discover it by bumping into various traps. Larry Bossidy's book on execution [1] has some good discussion about how clear roles, and clear communication structures, are critical to getting things done in a timely way. When you are struggling to keep three or four different potential solutions to your current problem straight, if your peers are doing the same, its impractical to think your manager will be jugging the n x m set of potentials. Rather they are balancing the relationship of what everyone in their group is working on against things being delivered and things needed in peer groups. This 17 rule missive in the blog posting reads like someone externalizing their tools for maximizing the important signals out of all the possible signals they are getting input on. I don't think it sounds 'rude' I think it sounds 'blunt.' The difference for me being that rude implies negative judgment and blunt implies negative tact. [1] http://www.amazon.com/dp/0609610570/ http://www.amazon.com/dp/0609610570/

JVerstry 15y ago

Funny, this list is about putting ego's aside and organizing work in an efficient way. Yet, your make it about your perception of it and start categorizing people. You don't get the purpose. It does not seem like you have a lot of working experience. It is really not about YOU. I would not want to work with you.

laughinghan 15y ago
Putting egos aside and putting perceptions aside are two very different things. Do you agree that working with a person who is competent and nice is better than working with someone who is competent and rude? Which do you want to be seen as?

ErrantX 15y ago

> tl;dr: Don't be a cunt. This is interesting. Because my initial though was; "who is this guy, and how the fuck do I go work for him?". I liked this; simple and clear rules that attempt to force "underlings" (who are obviously historically supposed to ass-kiss) to think critically, force time with the boss, advocate their experience, stand their ground - and so on. Perhaps this was couched in a fairly direct tone; but then I suppose that is what I like :) Others I can understand wanting it presented in a different way. But this is definitely the attitude to give your employees. I love my job, and my boss is awesome. And I can advocate my ideas sometimes. But I often feel bad speaking up - for example his advertising prose is not very good at all, and I have been trying to tell him that politely for the last year (still not got the hint, and this is why having a boss as a friend is a bad move!). But I can't change it when he gives it to me to put on the site... (edit; and, uh, the point I am making here is that as awesome a boss he is, he doesn't give me the feeling I can go to that level of criticism) I'd love to think that when I become a "boss" I'd be able to have this sort of attitude - the sort that says "yes I make decisions, but if you think I am being an idiot, and can express why then sodding well tell me :)". But I suspect many bosses think like that, and most don't manage it. Fingers crossed huh?

beagledude 15y ago
agreed! Being direct = generally efficient
joe_the_user 15y ago
I'd love to work for someone like this if ... they lived up to their side of the implicit bargain. I have had bosses who made demands of this sort but were stunningly, despicably unworthy of them. I wonder what exactly is the breakdown between "demand exactness but doesn't provide it" and "demand exactness and does..."?
- ErrantX 15y ago
  Yes.. that's the thing of course. And I suspect that the majority of people that say the things in the email the OP posted are... basically assholes. However some aren't - and for me they are the people I want to work for and learn from. As I said; Ideally I'd love to be that sort of person. Unfortunately I have this horrible suspicion that most people feel that way - and in reality are not at all like that. I keep myself going on the hope that because I have figured out this irony I might not fall into it.. (and, yes, I appreciate the extra irony there). I just hope that when my first underling tells me I am a dick I don't laugh at him.

Shenglong 15y ago

you could rewrite this list so it sounds helpful and polite rather than rude and egotistical That's contradictory to what the article is emphasizing. When you're dealing with your own team, openness is essential, and efficiency should not be traded for politeness. As an employee, I would hope my boss wants results more than my thank-yous. As a boss, I would hope my employees care more about results than thanking me. If you spend all your time making something politically correct, you spend no time getting things done. To me, this article isn't rude: it's to the point, and if my boss gave me this list, I'd smile and jump in excitement.

chaz 15y ago

Like many things, it depends on the delivery. If I received this as an email, a handout, or a lecture, my reaction would definitely be, "WTF?" But many terrific people I've worked with prefer to work this way and they're pleasant to be around. These are things you might have to learn as you work with them.

vidiviciveni 15y ago

> And maybe I've met some first-rate minds who are rude and arrogant as well, but I haven't noticed because I've mentally sorted them into the "overcompensating second-rater" category. Ironically it is your ego that is so pampered and fragile that your primary concern is tone rather than content. When people want to get things done, they focus on results and ability. You seem to dismiss those important qualities for politeness, yet turn around and call the writer of this document a CUNT. I guess you have to resort to weak anecdotes of your distorted personal world view and name calling to get your weak point across. Your post is extremely hypocritical and you're too stupid to realize it.

raldi 15y ago

> As a fun exercise, you could rewrite this list so it sounds helpful and polite rather than rude and egotistical. Okay: ----- Hi! I bet you're super nervous about meeting me, but please don't be -- I'm just a big dork. And don't take it personally if I'm terse or appear impatient with you. 99% of my time is spent in meetings, so it's extremely helpful if we both skip straight to the point .. or "cut the bullshit", as my grandmother used to say. Here are some other tips: If you have bad news, please just come right out and tell me immediately. I promise I won't blame the messenger, and I might even know a quick fix. If we have a regularly-scheduled meeting, don't wait for it; interrupt me with time-critical issues. Also, don't be afraid to ask questions or disagree with me; I promise I won't get upset. If, post-meeting, you find yourself regretting not having spoken up or asked a question, come right back and correct that problem. I'm a big follower of the philosophy that there are no stupid questions. I've found note-taking to be extremely fruitful. Please bring a pen and paper anytime you meet with me; it impresses the heck out of me when someone catches everything the first time and I don't have to repeat myself. If you have an appointment with me, and I'm in another meeting, go right ahead and interrupt it. Your time is important, too. But be prepared for someone to do this if our meeting runs late. Often, there's only about five minutes of real content in a meeting. If so, there's no need to stretch it out. I appreciate such micro-meetings. You can foster them by identifying in advance what decision needs to be made and sending it around in advance. And don't be surprised if I make everyone stand. I don't really like long emails. Instead, consider a micro-meeting, and set an agenda if it's a complicated issue. Then stick to that agenda! Micro-update emails are great, though. I've found them to be effective for confirming commitments and mutual understanding. This is especially true after a meeting: It's super-helpful to get a (brief!) list of your agreed-upon commitment echoed back to me. I don't always respond to such messages, but I read every one. Oh, and to save time, please skip the greetings, "thank you"s, etc. (You'd be surprised how much time this saves on my phone's "message preview" screen.) Finally, a few quickies: * Instead of "It's being worked on", tell me when you expect it will be done. That's what I really want to know. * List all the options, and tell me which you recommend. This is especially important if you come to me with a problem -- but if you don't have a solution yet, skip this step rather than delaying the news. * Economic analyses are the best supporting arguments. (I insist on them when money is involved.) * Don't worry about making reports for me, but if you do, check out the spreadsheets I've made and try to copy their design. * Don't send me long documents. (Yes, I realize the irony.) ----- You might think all the "please"s and other friendly words make my version too fluffy, but it's actually about 500 words shorter than the original.

fractallyte 15y ago

Aside: while you highlight the ego/arrogance of this individual, the last line of your comment - in an orthogonal sense - highlights subtle sexism in language (and hence [cough] thought...?). cf: http://en.wikipedia.org/wiki/Cunt http://en.wikipedia.org/wiki/Cunt

jamesaguilar 15y ago

According to the article, you must be a "weakling" since you don't like his tone.

sfgfdhgfdshdhhd 15y ago

I'd be looking for a new job if my boss handed me this list on my first day. Here is my attempt at a less bullshity and egotistical version: * I prefer to work fast, minimize bullshit, and get to the point. * Share bad news immediately. I might be able to help fix it and I never blame the messenger. * Take notes at meetings if you need to; I always do. We shouldn't waste time repeating ourselves. * Go ahead and interrupt me for scheduled meetings, I sometimes stack meetings with one leading into the next. * Don't assume a weekly meeting is the only time to raise issues; Interrupt me for anything time critical. * Short e-mails are great for quick conformations and notes on agreed-upon goals. * For topics too complex for e-mail, I like quick, no-sit, "micro-meetings". Involve only the necessary parties, work through it and make a decission. * Make your communication consistent and comprehensible to others. This will improve the efficiency of the team. * Avoid long documents. I like precision and concision. Try to say it on one page (or less). * If you need to send reports, I have a template I like, please copy the style and format for consistency. * The most important thing is the best solution, not who's idea it was. * Always feel free to ask questions, challenge or disagree. * Likewise, check your ego at the door and be prepared to defend your ideas based on technical merits. * When possible, provide realistic time lines for projects. I need this for setting expectations with other groups. * Try to present problems along with possible solutions. Include economic analysis where applicable and your recommendation.