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A Cargo Cult of Personality

03/31/2016 Comments off

Leaders and entrepreneurs often justify bad behavior and tyrannical management practices by invoking the mythology of Steve Jobs.  This is a “Cargo Cult of Personality“, where people emulate the mythologized and unconnected personality traits of successful people.

Richard Feynman spoke about Cargo Cults:

In the South Seas there is a cargo cult of people. During the war they saw airplanes land with lots of good materials, and they want the same thing to happen now. So they’ve arranged to imitate things like runways, to put fires along the sides of the runways, to make a wooden hut for a man to sit in, with two wooden pieces on his head like headphones and bars of bamboo sticking out like antennas—he’s the controller—and they wait for the airplanes to land.

They’re doing everything right. The form is perfect. It looks exactly the way it looked before. But it doesn’t work. No airplanes land. So I call these things cargo cults because they follow all the apparent precepts and forms, but they’re missing something essential, because the planes don’t land.

It’s easier to learn from failure than from success when it comes to management, business, or technology.  When someone fails, publicly it’s far easier to track the causality from what they did or didn’t do back to important principles.  When people succeed publicly, we only see the highlight reel of their longer struggle and journey, not the behind the scenes footage.  It’s easy to misconstrue the most prominent features and myths about people or companies in the glow of their success.

When it comes to Steve Jobs, it seems he learned to be a better manager and person slowly over his career and only put the pieces together at the end of his career in rejoining Apple as CEO.  Steve Jobs was successful in spite of being an asshole, not because of it.

I see so many entrepreneurs and business leaders thinking that a tyrannical style of micromanagement or ruthless pursuit of products over people will deliver success.  The most recent stories about Tony Fadell only seem to support this happening once again.  It’s not how you run a business or manage people, it’s a cargo cult of personality.

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Categories: Management, Startups

A Year of WOW (20% time) at PatientsLikeMe

01/27/2012 1 comment

What is WOW Week?

PatientsLikeMe has built our own version of Google’s “20% Time” that we call “WOW Week”. WOW Week is a week of unstructured development time for engineers, where they can work on anything they choose to improve our products. This lets people focus on their personal passions or explore riskier ideas. See my more detailed post about what WOW Week is and how it works for PatientsLikeMe.

2011 WOW Week Projects in Review

It’s easy to pay lip-service to the idea of 20% time, but PatientsLikeMe actually dedicates entire weeks at a time. This post showcases what a year of WOW produced in 2011. Each of these projects was initiated by an engineer in their own time and most made it into production.

Clinical Trials (In Production)

Credit: James Kebinger and Jeff Dwyer

Provide a friendly search interface to National Clinical Trial registry and automatically match patients within PatientsLikeMe to relavant trials they qualify for.

Clinical Trials

Read more…

WOW Week at PatientsLikeMe

01/20/2012 2 comments

What is WOW Week?

PatientsLikeMe has built our own version of Google’s “20% Time” that we call “WOW Week”. WOW Week is a week of unstructured development time for engineers, where they can work on anything to improve our products as long as they demo their progress in front of the company at the end of the week.

The engineering team works in 2-week long development sprints. After three development sprints in a row, we have a “Technical Debt” week and a WOW Week.

Why a Week at a time versus 20% Time?

It’s easy to pay lip-service to the concept of 20% time for engineers while scheduling a full load of work. I’ve seen this happen many times at other companies. PatientsLikeMe avoids this pitfall by creating a public block of time for the entire company. See the 2011 WOW showcase to see how much we build.

Scheduling a complete week allows a single context-switch into innovation mode for everyone. This maximizes the value of this time, instead of dividing it into smaller chunks that are diluted by context switching and deadlines.

Read more…

How PatientsLikeMe.com Monitors Ops w/ PagerDuty

04/26/2011 1 comment

PagerDuty Dispatch

Summary (TL;DR)
We have a network of production monitoring tools at patientslikeme.com, where monit, NewRelic, and Pingdom feed alerts through PagerDuty to produce e-mail, SMS, and Pager alerts for production issues. PagerDuty has a ticketing system to assign a given problem to a single person. It’s awesome.

Life Before PagerDuty
Whenever a background worker was automatically restarted, we deployed a fix, or any minor system event occurred a handful of e-mails would be generated to our whole Ops team and most of them would get SMS messages for each. We mostly ignored all of this noise. When a genuine emergency occurred, we often didn’t react immediately. Because we were all getting alerted, often 2-3 of us would respond in a piling-on effect. This sucks.

Principles of Proper Ops Monitoring

  1. People only get alerts for serious issues requiring human intervention
  2. Only One Person Alerted at a Time
  3. Serious Issues Should Wake You Up at 4AM

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What Makes a Great Startup Engineer?

03/20/2011 1 comment

(The following is an answer to this question on Quora)

What Makes a Great Startup Engineer?
Working in a startup is both difficult and awesome for the same reasons: very little process/politics, but always more work than anyone has time to do.

  1. Organized & Driven – aka they can Get Shit Done
  2. Smart
  3. Energetic/Passionate
  4. Quick Learner
  5. Not an Asshole, you should enjoy spending time with them

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