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Highlights

  • We would celebrate and promote our most prolific engineers—not the ones who solved the hardest or most interesting problems. The organization pays a lot of attention to who you choose to recognize publicly. The relative values of quantity (aka speed) and quality are different for startups. You can shift what a team prioritizes with what you reward.
  • We invested a lot in our ability to recover quickly from failures.
  • This fear of pissing someone off is the single biggest reason why companies become SLOW.
  • You need to be OK having your change rolled back or switched up.
  • This aspect is critical—people in the company should feel zero entitlement in terms of having things always go their way. There is still a chain of command. There are still product managers. There are still CEOs.
  • My approach is to work as hard as I can and THEN to expect the same of everyone.
    • Note: But the rewards are not the same… so unless we are also considering differences in efficiency, you simply cannot ask others the same effort