@johncutlefish My leadership philosophy: As much as I enjoy underdog movies, I'm not about to take that risk here. We're not in the hero business, I'd rather rely on creating an environment where normal people can do great things reliably.
@evbots@sbyrnes@RichRogers_@hblodget Following this logic I can send them a screenshot of my ticket. It’s not the lack of appropriate tech, but an intended lock-in - for organizers it’s obviously easier to hand ticketing over to a centralized operator than handling it themselves
Corporate travel opinion: If someone travels more than once a quarter for you, just issue them a corporate card. If you don’t trust them that much, don’t hire them. But asking anyone to have thousands of dollars available to travel, no matter repay time, is REGRESSIVE. #devrel
I have gone through dozens of re-orgs in my career and the most useful thing I’ve learned from this is to ignore the gossip & drama that >80% of your colleagues constantly engage in before, during, and after a re-org. Be attentive to what matters, and help your team do the same.
Product teams that treat engineering as a service end up spending a staggering amount of time solving problems that would never arise if they treated engineering as a partnership.
@mr_mig_by@JaeTask React (perhaps unintentionally) encouraged the mixing of concerns with how they introduced hooks, so a lot of devs believed "all you need are hooks". This idea eventually breaks down.
Takeaway:
Market > Strategy > Execution
Execution can be a limiter, but by itself cannot ensure large Outcomes
Strategy is a major amplifier for Outcomes, but is still dependent on Market
Market is essential for large Outcomes, assuming you've done fine on Strategy & Execution
Our egos don't like to admit it, but our actions are deeply affected by the people we listen to.
With more noise than ever, it's crucial to have a system for tapping into the signal.
Only listen to people you'd be proud to be compared to.
Otherwise who gives a sh*t?