> [!info] This was originally a DM from Michael Margolis on 2025-10-17. What I’d do if i were to run it (and maybe if i run it, i’ll just follow this): 1. Be clear about the PURPOSE. AKA “Start with Why” 1. To level up how we, as engineers, desig...

When an experienced driver drives in normal conditions, they are at ease. They make decisions without thinking about it. But when drivers are first learning to drive, they do it in slow controlled environments like an empty parking lot. Even when condition...

_Notes on Creativity, Inc. by Ed Catmull_ - Hierarchical structures prevent honest employee feedback, especially if directed at superiors. - The fear of failure causes people to prefer familiar routes instead of risking changes. - People dislike change be...

Missionaries, not mercenaries. _Mercenaries_ build what they’re told to build. _Missionaries_ are true believers in the vision and are committed to solving problems for their customers. Dedicated/durable teams within a company act and feel like a startu...

Psychological safety is about creating an environment and culture where people feel safe to step out of their comfort zones. You create psychological safety when you give good feedback.

System boundaries tend to follow communication boundaries. Plan for that or pay in meetings and glue code.

Makes the case for engineering teams to invest in cultivating their collective knowledge. A team's shared understanding is one of its most valuable assets, and putting in extra effort to grow it pays dividends in better problem-solving and decision-making.

Fred Brooks on why staffing up a late project often pushes the finish line out, not in.

What Robin Dunbar's ~150 limit claims, and how it shows up in org design, on-call, and communication load.

A comprehensive guide to working remotely and asynchronously. Covers foundational principles like information availability and clear goals, practical team processes for meetings and work tracking, and the personal challenges of staying productive without r...