The podcast discusses various topics including addressing typos in emails and websites, recruiting and training engineers, the phrase 'knock on wood', presenting evidence, and the consequences of quitting a job due to frustration.
Building credibility through documenting predictions and outcomes can help gain recognition for raising concerns and recommending best practices.
Understanding the trade-offs and pressures faced by management in startups is crucial when advocating for basic best practices and addressing potential problems.
Deep dives
Dealing with Ignored Warnings and Consequences
The podcast episode discusses the frustration of being ignored when raising concerns or recommending best practices in a small startup. The podcast hosts acknowledge that there might be instances where the person raising concerns has low recall and high precision, meaning they predict many bad outcomes, but not all of them come true. The hosts suggest building credibility by documenting predictions and outcomes to demonstrate the track record. They also advise presenting the concern as a way to make the team and systems more resilient rather than focusing on past failures. Understanding the trade-offs and pressures faced by management is important, as startups often prioritize short-term results due to limited runway. The hosts also encourage advocating for basic best practices that are low-cost and easy to adopt, emphasizing the potential benefits for day-to-day work and avoiding future firefighting incidents.
External Factors and Team Dynamics
The podcast highlights the presence of external factors, such as limited resources and pressure to deliver quickly, that affect decision-making in startups. The hosts discuss the possibility that management may view the trade-off of fixing issues versus firefighting as economically favorable, leading to delayed actions or ignoring concerns. They explain the importance of considering the delicate balance between addressing potential problems and the need to meet shorter-term business goals. The hosts also touch on the challenge of team dynamics and the potential bias against addressing concerns from someone who frequently predicts problems. They suggest communicating the fragility and single point of failure nature of the current system to help management understand the potential risks involved.
Quantifying the Impacts and Prioritizing Fixes
The podcast advises presenting concerns in a way that aligns with business interests by quantifying the impacts of firefighting incidents on the development roadmap. They recommend collaborating with the engineering manager to create a case that illustrates the lost productivity resulting from fixing avoidable issues. Developing a shared understanding of how the team's time should be spent for optimal business outcomes can help build consensus and prioritize addressing basic best practices. The hosts emphasize the importance of presenting arguments focused on improving delivery velocity and reducing firefighting incidents to resonate with management's goals.
Finding an Effective Communication Approach
The podcast suggests finding effective strategies for communication and influence within the organization. They discuss the potential challenge of presenting concerns without sounding arrogant or confrontational. The hosts recommend keeping a long-term perspective, playing the long game, and carefully choosing moments to reinforce one's credibility and track record. Creating a spreadsheet or other documentation to record and highlight accurate predictions can serve as evidence without resorting to a 'I told you so' attitude. The hosts also emphasize the need to provide persuasive arguments that focus on making the team and systems more resilient without blaming individuals or past mistakes.
In this episode, Dave and Jamison answer these questions:
I’m a backend engineer at a large non-public company. I noticed a bunch of our emails and website riddled with typos. I can not claim that it is metrics impacting or impacting business, so I get that teams always deprioritize, but the overall feel just irks me. Many of these come from a CMS I don’t have access too, so it’s not like I could offer to help with code even if I wanted. When things like this are not in your space, any advice on how to up overall quality?
Possibly Mute Senior Engineer asks,
I’m currently a senior engineer in a really small startup, and I’ve been here just long enough that I’m deeply familiar with our flagship product in multiple areas - infrastructure, the guts of the business logic, our deployment patterns, our most common failure modes, etc. Unfortunately, I have to be involved in every project and pick the application up off the ground when it dies. As a result, I’ve become spread very thin, and I have to cut corners just to stay afloat (or I am specifically directed to cut corners to meet a deadline). Frequently (because of all the corner cutting), we run into two situations that really tick me off:
I see bad thing on the horizon, talk to my team about it, am ignored, then bad thing happens and I get to have a crappy day fixing it
I recommend a basic best practice, we don’t use it and do some coat hanger + duct tape thing instead, thing breaks, and I get to have a crappy day fixing it.
I’m very tired of being on the wrong end of the consequences of our own actions. I pour so much into this job, but I feel like I need to go get my vocal cords inspected, because it’s like my teammates and my manager can’t hear me when I talk about the things we’re doing poorly that lead to bad outcomes.
Quit my job? Or is there an easy way to deal with this situation that I’m just missing? I feel like I’m screaming into the void every time I have these discussions and get completely blown off with “oh that’s not important right now” or “oh that terrible thing could never happen”. Thanks in advance!
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