Irrational Exuberance!

Communities of learning.

September 1, 2018 I've always preferred learning in private. Got something difficult? Sure, leave me alone for a few hours and I can probably figure it out. If you want be to figure it out with you watching, in that case I'm not even sure how to start. This is partly introversion, but altogether I'm pretty uncomfortable making mistakes in public. Like a lot of folks, my brain still helpfully reminds me of public errors I made decades ago, and they still bother me.

Time management: the leadership meta-problem.

August 27, 2018 When you sit down for coffee with a manager, you can probably guess the biggest challenge on their mind: time management. Sure, time management isn't _always_ everyone's biggest challenge, but once the crises of the day recede, it comes to the fore.

Introducing SREs, TPMs and other specialized roles.

August 13, 2018 Folks are sometimes surprised to learn that I started out working as a frontend engineer. I'd like to imagine it's because I'm so terribly knowledgeable about infrastructure, but I suspect it's mostly grounded in my unconscionably poor design aesthetic. Something that has stuck with me from that experience was feeling treated as a second-tier engineer: folks were unwilling to do any frontend work, but were careful to categorize it as trivial.

Career levels, designation momentum, etc.

August 11, 2018 Building on the framework in "Designations, levels and calibrations", I wanted to discuss a number of special topics related to designing and running performance systems. These topics are particularly interesting to me because they tend to be the emergent, accidental properties that emerge from common performance management systems and behaviors. Because they're accidental, they surprise many managers early in their careers, and surprise is the cardinal sin of performance management.

Designations, levels and calibrations.

August 10, 2018 One of the core responsibilities of management is selecting who to elevate as a role model, who to recognize as excellent, and who to ask to leave. At smaller companies, these decisions tend to be fairly ad-hoc, and over time they solidify into a formal performance management system. Many managers try to engage with these systems as little as possible, which I think is a shame. If you want to shape your company's culture, inclusion or performance, this is your most valuable entry point.