[DwnVoteHoneyPot]

He has opinions on how the company should be managed, what the product should be, and how to interact with the community... but he abdicated all the responsibility, didn't provide leadership, and is now complaining it didn't turn out how he wanted it. This is personality problem and business books won't help.

[teiferer]

And ironically, after going on and on about all the details of those failures, he asks the reader for a job. Does he really think that this overly long text is a good ad for getting people to hire him?

As a potential employer, I already see in front of me the public ranting about what is wrong with my organisation if (or when) he eventually leaves again. Dodged a bullet right there.

[hobofan]

> but he abdicated all the responsibility

He abdicated the responsibility as he from the beginning didn't have any power (always the single dissenting vote). There also isn't much leadership to provide if everyone else in the "leadership circle" is on a different frequency, or otherwise you are just a rogue actor that will quickly get kicked out.

If anything the time for him to leave would have been when he stepped down to be an engineer. I don't think there is anything wrong with laying your reasons for leaving bare, especially when many people will come asking why one of the co-founders left.

[ghaff]

Sometimes it makes sense, if you fundamentally disagree with leadership (or peers who outvote you), it makes sense to just move on. Otherwise they just annoy you and you them. If you've made your case, both parties will be happier apart.

I stepped out of a non-profit board for a time because what was obvious to me needed to happen wasn't going to--although it did over time after my departure and I rejoined at some point.

[EZ-E]

This was my thought too. The author seems very passionate, but I imagine he could be hard to work with.

[lelanthran]

> He has opinions on how the company should be managed, what the product should be, and how to interact with the community... but he abdicated all the responsibility, didn't provide leadership, and is now complaining it didn't turn out how he wanted it. This is personality problem and business books won't help.

This isn't a personality problem; it's far far worse (or better, depending on your point of view) than that:

FTFA

> We hired two new staff to work on it, and did our best to reconcile what little guidance we got from Leadership with an internal process focused on discussion and consent. By late 2024, the app wasn’t what anyone wanted it to be,

Yup, no surprises there.

> Toward the end of our time at CAS we experimented with sociocracy as a way to organize without hierarchy and coercion,

> how much to disclose in our negotiations with CAS (IMO everything) or whether board members should be required to donate money (IMO no, plutocracy is bad at all times and at all levels)

> I tried to do what seemed like the only thing I could do in a hierarchy

> Accepting a grant without any consultation with staff about how its obligations might be met

...

> Since the exodus, Leadership has improved on some fronts [...] They hired three new engineers for the mobile team that seem both experienced and enthusiastic.

Well, a large grant will let you do that :-/

It seems to me that the problem was not one of personality, but of ideology.

Personality is deeply embedded in humans, ideology is merely adopted.

Author's ideology differed from that of leadership. His personality is probably irrelevant.