5 ms·
>was good to Mozilla employees, but it's hard to square the picture you paint with the complete lack of direction Isn't there a fundamental tension between "be
by javajosh 3y ago
>was good to Mozilla employees, but it's hard to square the picture you paint with the complete lack of direction
Isn't there a fundamental tension between "be good to employees" and "strong sense of direction"? If you are focused as CEO, then you must neglect a fraction of your employees at any point in time. This is a side-effect of focusing on one direction, while maintaining capability to go in other directions in the future. If you don't neglect some of your employees and project, then you come off as being distracted and without a strong sense of direction. Is there some way to square this circle?
- romanows 3y agoI would think you could have a company focused on one thing; e.g., "making the people's browser" (with more explanation so the goal is clear). Hire people who believe in that goal. Make it relatively easy for people to leave so they're not tied to their job; e.g., generous severance, active help networking with other prestigious tech companies. Maybe even force people to take a break and work elsewhere for a couple years every N years before coming back, to keep people from getting stuck in a rut. Keep the company relatively small so that it _has_ a primary direction.