I’ve been leading small and large organizations at small and ginormous enterprises, I’ve founded my own and grown them with bad and great exits, and that’s afte

I’ve been leading small and large organizations at small and ginormous enterprises, I’ve founded my own and grown them with bad and great exits, and that’s after a long career as one of those 10% engineers wherever I went. Ive worked in social, e-commerce, fintech, fundamental tech, and others. I’ve never had need for work, and in every recession I’ve been essential. That’s not a bragging point but a point of context. I’ve had the chance to watch first hand the dynamics of productivity, who makes what, who is needed and who is redundant, and I’ve made a lot of agonizing decisions in this space. Some haunt me at night to this day. This idea of 10% and 90% is fundamentally wrong. It’s like saying the only meaningful part of a gear system is the meshing teeth. That’s after all where all the magic happens. But the interior of the gear is importing to position the teeth correctly. Where the gear attaches is more crucial - you can function fine with a few broken teeth but if the attachment is too tight or too lose it won’t work. More importantly the empty space in the system is crucial to the function. I think the ratio is generally reversed - 90% of the people are making the magic happen, and 10% are redundant. It’s true there’s always a small percentage of folks that demonstrate remarkable effectiveness, but they can’t do that without the rest of the team essentially carrying out the work they are too valuable to be distracted from. They provide the cover, the headroom, and while the exceptional performers are force multipliers, there must be a force to multiply. They can’t multiply themselves alone. A good manager knows how to integrate those people into the rest of the gear system such that their force multiplication is magnified to its maximum. But the force itself is not redundant. Due to their rarity the force multiplying engineers make more money and receive outsized recognition. The same is true for say a star quarterback (I know nothing about sportsball fwiw). The quarterback is famous and compensated better than the rest of the team if they’re amazing. But they can’t win the game alone. The other thing to note about exceptional engineers, which I modestly count myself as one after many years of impostor syndrome, they can’t stand bullshit and absurd decision making. They also respect and even love their coworkers and team and will go to no end to see them individually successful. They are generally not mercenaries nor are they obsessively driven by a vision at all cost. There are very competent engineers who are like that. But they tend to be poisonous to the team and largely ineffectual because they’re not force multipliers. More than anything, no one trusts them - not even other engineers like them. They usually get stuck midcareer and either become bitter and withdrawn or end up as the star at some small shop that couldn’t afford a truly amazing engineer. Now, I don’t work at twitter and never have. They might not be a serious engineering shop and his strategy is to dynamite the existing culture and rebuild it as a more serious engineering shop. But that won’t be successful if he can’t recognize the value of the 90%. And he shouldn’t fool himself that his force multipliers clicked yes. He ended up with people in precarious personal situations that can’t afford to lose their job and mercenaries that were bitter how they were marginalized while the force multipliers were magnified. He will have a lot of rebuilding, and building of trust once lost is the hardest to rebuild of all. These events can haunt recruiting efforts for decades.