| “It was very frustrating to me that the correct answer to most prioritization and architecture projects was obvious” Lost me there. People that think they know everything are the easiest to trick. “People are complex, and they get energy in complex ways. Some managers get energy from writing some software” No. We get energy from food. “folks will accomplish more if you let them do some energizing work, even if that work itself isn’t very important.” Cited himself. No proof of claim. “ fun project is prototyping a throwaway service in a new programming language, then hmm, maybe that’s fine. But if you put it into production, then your energizing detour is going to be net negative on energy generation after other teams are pulled in to figure out how to support it. Honestly, don’t worry about the other rules, just make sure to follow this one.“ I think you should fix your deploy pipeline. Prototypes don’t belong in production. Now, if that started a prototype and team decided it had to go to prod, then it’s a good decision. They had their reasons —— I gave up. It’s hard to take it seriously. Obviously the self is always more important. Anyway, the main issue is you have two midwits purple-prosing past each other. Circumstances change. Shit happens. There is no such thing as “the right way”. Or correct. You pick the lesser of two evils and do your best. “still believe it’s the correct advice, and I continue to see managers who fail because they are missing this perspective. However, I’ve also seen some of the best leaders that I’ve worked with burn out by following this advice too loyally.” Then by definition it’s not “correct” because it can fail and fails spectacularly. |