lifanfzeng - Posthaven

The reviewer in the arena

Let's bucket workers into three categories:

1. ICs

2. (Front-line) Managers

3. Execs+

and then two dimensions: whether youre judged on inputs/outputs, and whether youre directly responsible for something

ICs: directly responsible, but judged in inputs

Managers: directly responsible, judged on outputs

Execs: not directly responsible, judged on outputs

By reducing friction to generating work, the owners of quality (i.e. managers) are pressured on both sides. From ICs, who aren't judged based on the long-term results, and execs/non-R&D, who don't have to be directly responsible for quality.

Some recent observations

U-shaped caring

When people aren't doing well economically, they care a lot about what others think about them. This makes sense because you might need ask for help from others/give to others if they ask. While on the come-up, you care little about what others think, because you're focusing on the economics. But once you've made it, eventually revert back to phase one again. Less out of material necessity, and more for psychological necessity. Possibly there's some element of aiming for the wrong thing

The biggest problem

Gerald Weinberg noted that companies with a lot of problems were healthier. This is because whenever you solve your #1 problem, #2 gets a promo. So good companies that solve problems end up with a lot of new ones. Compare this to having a single problem, e.g. we're running out of money. Here's an extension to the emotional realm: people feel their #1 problem with the same level of intensity, irregardless of the actual seriousness of the problem. Your mileage may vary.

Sources of humor

1. Increasing common knowledge

2. Lowering status

3. Doing something super weird, especially physically

Intermediate dance tips

1. The easiest way to get better is also the funnest, which is to listen to the music

2. Don't coach during the dance

3. If you're offtime, stop and restart

4. Start understanding how different people prefer different pressure

5. Prevent personal hygiene issues

6. New moves will soon stop being the primary measure of progress

7. Wear earplugs

The 4th factor

Successful companies have a 4th factor. Product, market, and founder fit are well-known. But a differentiated hiring source is just as important. The default-case for early-stage companies is to take whomever they can get. But a differentiated source gives you inside access to the right people, at the right time.

The easiest way is to hire your college friends. Nvidia/Netscape early hires came from Stanford/UIUC, respectively. A second way is to look where others aren't. Rippling hired over 150+ ex-founders. A third way is is offer outrageous packages. Alibaba let John Wu stay in Fremont to start his own team, with his own pool of employee options.

Yet the more successful you are the harder it is to maintain this source. For hiring college friends, people take less risk as they become more successful. It's easier to convince fellow ramen-eaters than people with mortgages. In the second case, eventually others see your success and start looking where you are. Many startups now have explicit ex-founder JDs. In the final case? Well, you can only offer so many outrageous packages before you go bankrupt.