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<section> <section>
<h2>Notes for myself during my departure from Superhog</h2> <h2>Notes for myself during my departure from Superhog</h2>
<p>I'm writing this a few days before my last day at Superhog (now called Truvi). Having a few company <p>I'm writing this a few days before my last day at Superhog (now called Truvi). Having a few company
departures under my belt already, I know a bit on what will come next. I know one part of it is that 99% departures under my belt already, I know a bit on what will come next. I know one part of the drill is
of the details of what happened during my tenure at the company will completely disappear for the most that 99% of the details of what happened during my tenure at the company will completely disappear from
part, only triggered by eerily coincidental cues here and there every few years. I will remember clearly my memory for the most part, only triggered by eerily coincidental cues here and there every few years.
a few crucial, exciting days and situations. I will also hold well the names and faces of those with who I will remember clearly a few crucial, exciting days and situations. I will also hold well the names and
I worked closely, as well as my personal impression and judgement of them. I will remember the office, faces of those with who I worked closely, as well as my personal impression and judgement of them. I
and some details of how my daily life was when I went there.</p> will remember the office, and some details of how my daily life was when I went there.</p>
<p>But most other things will be gone from my brain, surprisingly fast.</p> <p>But most other things will be gone from my brain, surprisingly fast.</p>
<p>Knowing that experience is a great teacher, and regretting not doing this in the past, I've decided to <p>Knowing that experience is a great teacher, and regretting not doing this in the past, I've decided to
collect a few notes from my time at Superhog, hoping they will serve me in making the lessons I've collect a few notes from my time at Superhog, hoping they will serve me in making the lessons I've
@ -38,22 +38,23 @@
<li> <li>
If you're in the leadership of a company, you make decisions, and then things go badly because of If you're in the leadership of a company, you make decisions, and then things go badly because of
them, people are going to think you've fucked up and won't be happy about it. Should you publicly them, people are going to think you've fucked up and won't be happy about it. Should you publicly
retrospect in an intelligent way, you have a chance at some degree of redemption, and you might even retrospect in an intelligent way and clearly show you've learnt the lesson, you have a chance at
make some of the employees hopeful again that there's still a second chance to go for success. If some degree of redemption, and you might even make some of the employees hopeful again that there's
you don't retrospect at all and pretend the mishaps have nothing to do with your management, they still a second chance to go for success. If you don't retrospect at all and pretend the mishaps have
won't just think you're incompentent: they simply won't take you seriously anymore, and won't be nothing to do with your management, they won't just think you're incompentent: they simply won't
honest to you. take you seriously anymore, and won't be honest to you because smart people don't invest calories in
arguing with people who they consider idiots.
</li> </li>
<li> <li>
If you're in a B2B business where customers will have a long term relationship with you, and you If you're in a B2B business where customers will have a long-term relationship with you, and you
have sales people, giving them incentives that are all about getting people onboard, and not about have sales people, giving them incentives that are all about getting people onboard, and not about
long term performance, might be an expensive mistake. I've observed sales people who only care about long term performance, might be an expensive mistake. I've observed sales people who only care about
scoring deals engage in undesirable behaviours such as: scoring deals engage in undesirable behaviours such as:
<ul> <ul>
<li>Sell to anyone, regardless of whether there's a good fit between your offering and the <li>Sell to anyone, regardless of whether there's a good fit between your offering and the
customer needs.(no matter if they're a good fit).</li> customer needs.</li>
<li>Cut corners, surely do and say thing that are in moral gray areas. If you're unlucky, cross <li>Cut corners, surely do and say things that are in moral gray areas. If you're unlucky, even
moral red lines.</li> clearly cross moral red lines.</li>
<li> <li>
Drive the people who build and deliver your offering crazy. Since they have no incentive to Drive the people who build and deliver your offering crazy. Since they have no incentive to
care about what happens after a deal is signed, they don't care if their actions in the care about what happens after a deal is signed, they don't care if their actions in the
@ -61,12 +62,12 @@
of the service. of the service.
</li> </li>
</ul> </ul>
I think many of these issues get solved by structuring compensation so that they do well once the I think many of these issues get solved by structuring compensation so that sales people do well
leads they convert have been doing well for some time, however you want to measure that. Not only once the leads they convert have been doing well for some time, however you want to measure that.
nasty Not only nasty behaviour can be avoided, but even new, good and constructive actions might arise.
behaviour can be avoided, but even new, good and constructive actions might arise. For example, your For example, your sales people will care more about building a great product, and so they'll
sales people will care more about building a great product, and so they'll regularly feedback to regularly feedback to engineers and operations and care deeply about collaborating in improving
engineers and operations and care deeply about collaborating in improving things. things.
</li> </li>
<li> <li>
If you're lucky to find talented employees, go crazy about retaining them. If you're lucky to find talented employees, go crazy about retaining them.
@ -74,9 +75,12 @@
<li> <li>
The unexpected death of collegues can be a great blow to the business. The unexpected death of collegues can be a great blow to the business.
</li> </li>
<li>Non-technical founders need CTOs with strong characters nearby to protect them from themselves.</li> <li>Non-technical founders need CTOs with strong characters nearby to protect them from themselves.
<li>I managed to deliver astonishing amounts of value with extremely simple tooling. This had many Soft-hearted CTOs with a pleasing attitude and aversion to conflict will feel sweet at first, but
advantages and was a silent win. It's not sexy, but I think it should be.</li> their lack of fightning back on certain topics will lead to sour consequences down the line.</li>
<li>During my tenure, my team and I managed to deliver astonishing amounts of value with extremely
simple tooling that was just enough for what we needed. This had many advantages and was a silent
win. It's not sexy, but I think it should be.</li>
<li>If you are silently efficient budget wise, as in you manage to achieve something consuming way less <li>If you are silently efficient budget wise, as in you manage to achieve something consuming way less
money than whatever is average for your context, but you don't explain it are notably noisy about money than whatever is average for your context, but you don't explain it are notably noisy about
it, nobody will give a damn. Even worse, your levels of efficiency may be taken for granted and you it, nobody will give a damn. Even worse, your levels of efficiency may be taken for granted and you
@ -96,11 +100,10 @@
<li>If you've had employees rotating through various departments in your org, doing very different jobs, <li>If you've had employees rotating through various departments in your org, doing very different jobs,
their views and opinions are worth solid gold and should be valued as such.</li> their views and opinions are worth solid gold and should be valued as such.</li>
<li>Right befores starting in this company, I had just read the book It doesn't have to be crazy at work <li>Right befores starting in this company, I had just read the book It doesn't have to be crazy at work
by by Jason Fried and DHH. At that time I thought I believed by then that it's worth creating a calm
Jason Fried and DHH, and I thought I believed by then that it's worth creating a calm environment to environment to think clearly, since doing the right thing is way more important than executing fast,
think clearly, since doing the right thing is way more important than executing fast, and fast paced and fast paced environments are not great to keep your head clear. After my time here, I'm a x100
environments are not great to keep your head clear. After my time here, I'm now even more of a times more of a believer.</li>
believe of it.</li>
<li>Giving people in the business some basics on SQL is really useful, but that usefulness gets <li>Giving people in the business some basics on SQL is really useful, but that usefulness gets
multiplied by the tidyness and documentation of your DWH. If they need to call you up every time multiplied by the tidyness and documentation of your DWH. If they need to call you up every time
because there's no way they can find and understand what they need in the DWH, teaching them SQL is because there's no way they can find and understand what they need in the DWH, teaching them SQL is
@ -111,17 +114,24 @@
bit. You had a stake in this person's entrance, they remember it vividly, and not calling them to bit. You had a stake in this person's entrance, they remember it vividly, and not calling them to
grab a coffee and say bye properly will disappoint them. grab a coffee and say bye properly will disappoint them.
</li> </li>
<li>If a manager gets fired and you get their direct reports now reporting to you, and you know they had
strong respect for him, make sure to recognize that feeling the first thing. Saying something along
the lines of "Guys, I know you respected X and were fond of working with him, and that you might not
be happy with his departure and having to report to me instead. I understand that and think it's
natural", will go a long way in helping with the grieving and making them feel more comfortable.
</li>
<li> <li>
Engineering leadership is quite a bit like parenting when it comes to mirroring. Regardless of what Engineering leadership is quite a bit like parenting when it comes to mirroring. Regardless of what
you say should be done, people will ignore that a lot and tend to do what you do. If senior you say should be done, people will ignore that a lot and tend to do what you do. If senior
engineers do patchy shit on the database, don't document a thing, cut corners instead of building engineers do patchy shit on the database, don't document a thing, cut corners instead of building
properly, mindlessly submit to absurd requests instead of collaborating productively with their properly, mindlessly submit to absurd requests instead of collaborating productively with their
non-tech colleagues, etc, the rest of engineers will do it as well. Conversely, if you focus on non-tech colleagues, etc, the rest of engineers will do it as well, regardless on how many training
quality, give time and room to do things right, reward ingenious solutions to problems, treat sessions on best practices you run. Conversely, if you focus on quality, give time and room to do
incidents in professional and serious ways, push back from stupid managerial situations and work things right, reward ingenious solutions to problems, treat incidents in professional and serious
things into a way of working that is good for everyone, document your work properly, etc. you will ways, push back from stupid managerial situations to work things out in a way that is good
soon find the rest of your colleagues (specially, the most junior ones) following your lead, without for everyone, document your work properly, etc. you will soon find the rest of your colleagues
you even needing to insist on good practices. (specially, the most junior ones) following your lead, often times without you even needing to
insist on good practices.
</li> </li>
<li>People care little about having an office on the beachfront.</li> <li>People care little about having an office on the beachfront.</li>
<li>If you manage to raise a team to have team-ownership mentality (as in, they know what's their high <li>If you manage to raise a team to have team-ownership mentality (as in, they know what's their high
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Unfortunately, it's likely that the appreciation for your achievement only becomes visible when you Unfortunately, it's likely that the appreciation for your achievement only becomes visible when you
decide to leave and people panic.</li> decide to leave and people panic.</li>
<li>People with cowardly and anxious characters might seem harmless. But don't undersestimate their <li>People with cowardly and anxious characters might seem harmless. But don't undersestimate their
ability to allow terrible things to happen precisely because stepping up would require courage and ability to allow terrible things to happen precisely because stepping up and acting would require
they have none. Basically the way <a href="https://www.youtube.com/watch?v=uW9Q1cm_Tnw" courage and they have none. Basically the way <a href="https://www.youtube.com/watch?v=uW9Q1cm_Tnw"
target="_blank" rel="noopener noreferrer">Upham gets Mellish killed in Saving Private Ryan</a>. target="_blank" rel="noopener noreferrer">Upham gets Mellish killed in Saving Private Ryan</a>.
The attrocities that can be tolarated or even supported by cowards in this manner can be terrible, The attrocities that can be tolerated or even supported by cowards in this manner can be terrible,
and even more depressing that the loud acts of bold, evil men. Plus, group thinking will create and even more depressing that the loud acts of bold, evil men. Plus, if there are many cowards
comfort and normalize the behaviour in the fashion of the bystander effect. clustered together, group thinking will give them comfort and normalize the behaviour in the fashion
of the bystander effect.
</li> </li>
<li> <li>
Only badmouth a colleague in front of others if you are going to eventually raise the issue to Only badmouth a colleague in front of others if you are going to eventually raise the issue to
@ -147,11 +158,12 @@
</li> </li>
<li> <li>
I have found that the lack of easy access to data and skills like SQL and data analysis are orders I have found that the lack of easy access to data and skills like SQL and data analysis are orders
of magnitude less of an issue to organizational data literacy that managers who don't expect a of magnitude less of an issue to organizational data literacy compared to managers who don't expect
data-driven approach from their reports. People start caring about data when their boss demands they a data-driven approach from their reports. People start caring about data when their boss demands
do their work using data. People continue ignoring data when their boss tolerates the lack of data. they do their work using data. People continue ignoring data when their boss tolerates the lack of
And when observing this, it's vital to also keep in mind that reports adjust their behaviour to what data. And when observing this, it's vital to also keep in mind that reports adjust their behaviour
their manager actually rewards/punishes, not what their manager SAYS he will reward/punish. to what their manager actually rewards/punishes, not what their manager <em>says</em> he will
reward/punish.
</li> </li>
<li>Joel Spolsky wrote <a <li>Joel Spolsky wrote <a
href="https://www.joelonsoftware.com/2000/04/06/things-you-should-never-do-part-i/">this thing href="https://www.joelonsoftware.com/2000/04/06/things-you-should-never-do-part-i/">this thing
@ -165,11 +177,20 @@
make most of the old mistakes again, and introduce some new problems that weren't in the make most of the old mistakes again, and introduce some new problems that weren't in the
original version.</em> I would only nuance that if you can retrospect deeply and learn from the original version.</em> I would only nuance that if you can retrospect deeply and learn from the
mistakes you made on the first run, perhaps there's some hope you may do a better job starting from mistakes you made on the first run, perhaps there's some hope you may do a better job starting from
scratch. But I guess you could also do a better job working yourself out incrementally from the scratch. But I guess if you manage to retrospect and learn properly, you could also do a better job
fucked up situation you failed yourself into.</li> working yourself out incrementally from the fucked up situation you failed yourself into.</li>
<li>If you set up a variable/bonus scheme, refrain from changing the structure frequently, even if you <li>If you set up a variable/bonus scheme, refrain from changing the structure frequently, even if you
are not really making it more stingy. Too much shuffling on that area will get employees thinking are not really making it more stingy. Too much shuffling on that area will get employees thinking
you're playing games on them, even if it's not the case.</li> you're playing games on them, even if it's not the case.</li>
<li>When an engineer who designed, deployed, and since then operated a non-trivial production system is
about to leave, ask him to finish his handover and lock himself out days before his actual last
working day. Challenge him to a nice treat by making it clear that, once he's locked out, he doesn't
have any other duties other than help his colleagues should something not work after his departure.
This way, you provide him with an incentive to handover as perfect and fast as possible (paid
holidays), and you make sure that you get a chance to try to operate the system without him
<em>before</em> he leaves. Not doing this, and instead simply waiting for his last day to remove his
creds and users from the infra, is dangerous.
</li>
</ul> </ul>
<hr> <hr>