4 ms·
>You just kind of have to minimize the wrongness And, if you can't figure out which is least-wrong, just make a decision, any decision. Don't become a roadbloc
by alasdair_ 5y ago
>You just kind of have to minimize the wrongness
And, if you can't figure out which is least-wrong, just make a decision, any decision. Don't become a roadblock. If the problem has already gone from junior->intermediate->senior->architect->cto it's already taken a whole lot of time and energy. It's software - you can fix almost anything (except certain security, reliability and financial controls) later if its wrong so making any decision is more important that making the optimal one.
I've definitely worked at startups where the CTO was the blocker for the longest time and we'd wait weeks on them when another senior people could have done the work immediately. Try to delegate and trust people as quickly as you can.
- vorpalhex 5y ago> it's already taken a whole lot of time and energy. It's software - you can fix almost anything Depending on the problem, it may be you need to experiment, research or call in an external expert. As a leader, you may need to make the call as to which approach but the execution itself should be handled by the problem owner.
- maerF0x0 5y ago> just make a decision, any decision. The nuance here is if you're making a decision that has a gross positive value, then you likely have a large number of "wrongness" choices that still result in a net positive. If you're not sure which of them to take then take any one that has a positive EROI (the ambiguity makes them all appear similar returns). Remember that EROI is marginal so even if you end up in a lossy situation _after_ the decision, so long as it's less loss than before you're net better off than you were. If you're making a decision which all decisions seem to have a net negative EROI, then there is no opportunity at hand. Keep looking for a real opportunity.