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> The reasons for this are two-fold: first, upper management never wants to hear this, we're not paying people to sit around idle Have you ever thought to fra
by kqr 4y ago
> The reasons for this are two-fold: first, upper management never wants to hear this, we're not paying people to sit around idle
Have you ever thought to frame it as "paying for lower latency"? E.g. in the spirit of https://two-wrongs.com/estimating-work-lag.html https://two-wrongs.com/estimating-work-lag.html
If yes, how did that go down? (Asking out of personal interest. Expecting to have to do this shortly.)
- dasil003 4y agoHard to answer this without more context as it really depends on the personalities and viewpoints of those you're dealing with. I could see a world where it could work with very technical leadership that had high trust in you, but my gut instinct is it doesn't come off well. Is the problem you're trying to solve that leadership doesn't feel you're responsive enough? Or is the problem that the team is being pulled in too many directions to maintain focus and momentum?