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>If you've been a long-time reader of this newsletter, you've probably guessed by now that I'm biased toward seeing individual competency in the context of a br

>If you've been a long-time reader of this newsletter, you've probably guessed by now that I'm biased toward seeing individual competency in the context of a broader "system." The primary problem is that this is not the majority view, and so saying stuff like "we kind of suck at that right now" is how - As a suit, you scare the shit out of your employees and cause them to overwork, burn out, lose faith in you, leave, etc - As an IC, get fired, get your team laid off/outsourced/replaced, etc

cj 2y ago
Then again, it’s really frustrating to work at a company where you feel like you’re not allowed to point out problems because you might hurt someone’s feelings. I’ve been in situations where I see a major problem, while also having extremely limited time to communicate it to someone who can do something about it, so I end up just ignoring it rather than raising the issue because I don’t want to risk communicating the issue in a way that offends someone. Other times I communicate a problem and an entire team is extremely thankfully and appreciative that I raised it to their attention. If someone is saying “we suck at this” they’re probably communicating something quickly off the cuff without thinking. The alternative for that person is likely to not raise the concern at all for fear of hurting feelings, or spend a lot of time obsessing over how to perfectly word the feedback. It’s a difficult balance and particularly difficult in companies that need to move quickly and iterate fast, e.g. startups.
- codingwagie 2y ago
  Usually when theres major problems, who ever is in charge allowed those problems to occur. Probably they got promoted, while causing those problems. So youre directly challenging their status and job.
  - cj 2y ago
    FWIW, my comment was from the perspective of a founder with no concern about my own status. But you’re probably right in other contexts.

cj 2y ago

Then again, it’s really frustrating to work at a company where you feel like you’re not allowed to point out problems because you might hurt someone’s feelings. I’ve been in situations where I see a major problem, while also having extremely limited time to communicate it to someone who can do something about it, so I end up just ignoring it rather than raising the issue because I don’t want to risk communicating the issue in a way that offends someone. Other times I communicate a problem and an entire team is extremely thankfully and appreciative that I raised it to their attention. If someone is saying “we suck at this” they’re probably communicating something quickly off the cuff without thinking. The alternative for that person is likely to not raise the concern at all for fear of hurting feelings, or spend a lot of time obsessing over how to perfectly word the feedback. It’s a difficult balance and particularly difficult in companies that need to move quickly and iterate fast, e.g. startups.

codingwagie 2y ago
Usually when theres major problems, who ever is in charge allowed those problems to occur. Probably they got promoted, while causing those problems. So youre directly challenging their status and job.
- cj 2y ago
  FWIW, my comment was from the perspective of a founder with no concern about my own status. But you’re probably right in other contexts.