> if you fail to do something nobody else thought of, nobody would blame you for it either. That's a great point. It's definitely not a perfect lens. And I do

> if you fail to do something nobody else thought of, nobody would blame you for it either. That's a great point. It's definitely not a perfect lens. And I do think that the power of a "Staff Engineer" title or similar is giving really talented, creative engineers the organizational capital to go do wack shit, because hey -- sometimes that wack shit is GMail or JavaScript! But at the end of the day, we're all getting paid to be here; I think having a clear understanding from the start of "what could I do wrong enough that my job is at stake?" is very, very valuable. Later in the article, Amy also talks about how the "blame" can come from below, too: > If the ICs that report to my manager end up feeling like “I told you so” or “We knew this was a bad idea” and that wasn’t surfaced for a discussion, that’s on me. And I think that's a really healthy way to approach leadership. It is -- and should be! -- a very serious responsibility to be making decisions that affect lots of other people's jobs.