The Management Flywheel

The great Camille Fournier has another blog post that is worth reading:

The managers who succeed in this may have big ideas about the technology, the product, and the talent and culture of the team, but they don’t just start with these ideas. Instead, they identify the little things that can be changed. Questions like “how do we decide what we’re working on today” and “do we have clear responsibilities for core tasks” start to get resolved. These managers may tackle confusing on-call schedules, or onerous project management expectations. The best will look across the projects and quickly re-prioritize work to gain focus for the team.

From The Management Flywheel

Management Scrutiny

This, 1000000%:

People aren’t paying attention out of any sort of expectation of wisdom – but when someone has an impact on your job, it’s rational and reasonable to analyze them to help your career. However, I find that few new managers are aware of this phenomenon, which can have far-ranging consequences.

From Stay SaaSy

PJ O’Rourke: This is why millennials adore socialism

As they say, the root of humor is truth. I know many people who will read this piece and won’t make it past the first paragraph. But you should anyway. Try not to take it too seriously.

A taste:

Marxism puts inarticulate notions of a sharing-caring nicer world into vivid propaganda slogans. Slogans such as: “From each according to his ability, to each according to his need.” Which may be the most ridiculous political-economic idea that anybody has ever had.

My need is for Beluga caviar, a case of Chateau Haut-Brion 1961, a duplex on Fifth Avenue overlooking Central Park, a bespoke suit from Gieves & Hawkes in Savile Row, a matched pair of Purdey 12-bore sidelock shotguns and a 1962 Ferrari 250 GTO that recently sold at Sotheby’s Monterey auction for $48.4 million.

My ability is … Um … I have an excellent memory for limericks…

Here’s the whole thing.