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Akos Komuves's avatar

Great article, guys! I’m curious about the moving fast philosophy. While I was working on my startup, where we created custom software for clients, we always took the time to write clear onboarding documents and set up steps for the team working on the project later. But these were smaller projects, so I thought that’s why anyone could get it running in hours.

However, working now in an enterprise with a more complex project, I assumed that it was normal for me to need a day for setup.

But now reading your experience at Meta I began to think, maybe it depends on how much effort you put into developer experience? I’m sure whatever you set up at Meta was more complex than the current enterprise project I work on.

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Gabriele Cimato's avatar

I just had a question, the goal of a manager (eventually) is that you grow your people enough that they can autonomously go from 0 to a 100 in a project with little to no oversight. Your contribution as a manager will be smaller and smaller but that, to me, means you did a great job. When a great IC performs very well (like in your example), is that accounted for? You might actually have little to no contribution for that project, but that doesn't mean you didn't support and help then get to that point.

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