One of the lessons that I find to be simultaneously essential to learn and incredibly difficult to teach is an idea that I refer to by the shorthand “being a consultant”–the notion of saving the customer from themselves.
Paul Sherman’s amazing presentation “The UX Unicorn is Dead” (if you haven’t read it, stop reading this and go read that) highlights an excellent opportunity to save the customer from themselves: customers asking to forgo UX or QA work (or, in some horrifying instances UX and QA work) in exchange for a lower price or faster timeline.
This post was originally going to be posted once the formal announcement of the change it describes was announced at work. Having been laid off mid-month, that announcement will never come, but I consider the concepts to be important enough to post anyway.
I resigned from my managerial role today.
Actually, it is more accurate to say that at the beginning of this month, I gave notice that I would be stepping down from my managerial role by month’s end. Today, that resignation simply became official. [Edit: Plus or minus a little…]
It appears that the sort of folks that always have to find a way to make everything about them (AllLivesMatter, anyone? NotAllMen right a bell?) have gotten #HeterosexualPrideDay trending on social media. At this point, it’s hard to muster anything more severe than disappointment in such a predictable set of actions.
Rather than get upset, since my upset is going to accomplish nothing productive, I’m choosing to observe Heterosexual Pride Day in my own way. I invite you to join me.
I choose to recognize that while there are zero states in which I can be fired for being heterosexual, you can still be fired for not being heterosexual in more than half of the states in our country. I take pride that it isn’t 100%, while continuing to do what I can to make it 0%.
I choose to take pride in the fact that while heterosexual people can assume that they will get joint custody of their children when they separate, it is only now becoming a possibility in some states. I recognize that we have a long way to go in order to resolve that disconnect.
I choose to be proud of the fact that there are increasing numbers of non-heterosexual people in the media that are not stereotypes, while still remembering to call it out when I hear someone referred to as “gay” or “faggy” for being different or for enjoying hobbies traditionally associated with the opposite gender.
I choose to recognize the fact that, while I can take pride in the fact that we have come a long way in terms of gay marriage, there are still states in which it is not legal.
This is how I choose to celebrate Heterosexual Pride Day; to take pride in how far things have come while recognizing how terribly far we have to go. #heterosexualprideday
This post is a placeholder to an article that I wrote for another site, if you want to read the article, you’ll have to follow the link…
It’s 10am and I am sitting in my home office corresponding with a broad network of contacts and contacts of contacts, and it occurs to me that for a hopeless introvert, the last 24 hours amounts to more “being on” than I typically muster in even a busy week.
And I haven’t even started trying to find a job for me yet!
Let’s begin with a basic concept with which we should all be able to agree: time has inherent value. Nobody seriously questions this fact, what we argue is what that value is.
I was thinking about this while I was doing some yard cleanup this week and the lawn folks came by to mow. As the two of them swept in and back out in about 10 or 15 minutes, I found myself pondering the cost of that fraction of an hour in a very intellectual fashion…
“Are you fucking shitting me, that’s $100/hour to mow my lawn!” I thought, intellectually.
Today the majority of my team and I were let go from work. Laid off. Reduced. RIFed. Whatever the right term for that is. This being the third round of layoffs it isn’t entirely surprising anymore, although the degree of commitment represented by the depth of the cuts does take one aback.
I know, I know, you’re already shaking your head and clucking your tongue at how mean it is to call these simpletons morons, but bear with me here, because I’m not the only one that must think that the sort of folk likely to share this are not blessed with an over-abundance of brains—the people who MADE the document knew it too. Here’s how I know:
I have so much going on at the moment; several cool development projects to work on that I’m really excited about, numerous books on the queue, the weather is nice and the bikes and kayaks are calling, there are some recently released video games that I enjoy quite a bit, I have writing ideas that sound like fun, my foot pain seems to be improving…I’m surrounded by great shit and life is, by any real measure, great!
I’m sitting in the main room of Self.Conference waiting for the start of day 2 and mostly trying to figure out how I’m going to absorb another day of material. It’s a problem that is somewhat unique to Self, in my experience.
I’ve written and spoken on the subject of managing customers fairly extensively because I feel that it is often done incorrectly—no, not just incorrectly, but extraordinarily incorrectly, cartoonishly so. In my experience, most customer management is done from a place of complete fear. How do we avoid losing the customer, how do we avoid offending the customer, how do we avoid failing the customer.
So defensive. So reactive. So rooted in negative emotion.
Last week we went through a round of layoffs (or reductions in force, or whatever trivializing euphemism is currently en vogue). Over the course of two decades in the industry, I have been through numerous layoff cycles—as an employee being laid off as well as being among those that retained their employment, and later as a manager having had to lay folks off and escaping having had to do so. One thing that I have never done is escaped unscathed.
In a previous post, I discussed using decisiveness to reduce or eliminate decision debt; but how do you do that? I mean, if you haven’t made the decision yet, doesn’t that—by definition—indicate that you aren’t yet ready to make the decision?
From my perspective, there is only one useful way to categorize decisions: by their cost to revert. It’s less a taxonomy than a scale, but the basic organizational schema for decisions should be in ascending order from most costly to change to least costly. From there, logic dictates that you should only exhaust as much exploratory effort to make a decision as its cost to alter.
Dawn Kuczwara (@DigitalDawn) and I talked a bit about the difference between managers and leaders at Penguicon this weekend. Penguicon always pulls a different sort of talk out of us, and this is no exception. The informality of the panel-style discussion lent itself to several things…
Consider your brain to be like a Git repository, constantly changing and updating and checking in new information. Everybody who has maintained a Git repo for any length of time is all too familiar with the amount of technical debt that is accrued through open branches. The more branches you have open and the longer you have branches open, the greater the likelihood that merge conflicts, hidden bugs, and other evils lurk in your future code. Continue reading Decisiveness and Decision Debt→
This year, I have a fairly light schedule at Penguicon, affording me an opportunity to relax and visit with friends and (perhaps) attend some panels! My pesky responsibilities include: Continue reading Penguicon 2016 Schedule→
As I discuss leadership, I often use the terms “coaching” and “mentoring” in a manner that would lead a casual reader to assume I mean them to be synonymous—that they are interchangeable. They are not.
For most of us, our first real exposure to a coach is in high school sports. My high school wrestling coach knew two important things: he knew what made up a successful wrestler and he knew that I had no idea what made a successful wrestler. With those two things, he set out to teach me the things that I needed to learn to be successful—often over my objections, frequently against my better judgement. He had a clear vision of what the goal for me looked like, and he helped me achieve.