I’m curious what sort of email templating mixup resulted in this beauty I received today. Probably some combo of Left Hand, Meet Right Hand and Slip Of The Finger.
The real task that requires immediate attention is for someone to do more testing of their notification system. I appreciate the chuckle AAA, but c’mon, you can do better.
It may not seem like much, but you never know the lives you touch
– Derek Webb
just by always showing up, even on the days you feel so small.
Turns out it all matters after all.
Want an easy way to be perceived as good at your job? Set aggressive goals for being responsive across all your communication media, and especially strive to avoid failing to respond or missing messages altogether.
My own personal targets are the following:
Even just an “I got it, will have you a better response by X time” goes a long way (assuming of course that you do indeed follow-up). Liberal use of tools like reminders, snoozed messages, and do-not-disturb / notification settings make this achievable without completely giving up on work/life balance.
I call the approach “radical responsiveness”. In my experience, it’s a simple way to earn trust with colleagues and customers alike. It works across levels and roles, though it’s particularly helpful when being attentive is part of the job, like sales positions, and especially critical for people management. Be the boss that always responds quickly and your team will be imminently thankful.
Of course you won’t be able to meet these objectives 100% of the time, but being known as a responsive person 95% of the time usually means others will assume the best of you for the 5% of time you fail.
Never pass up an opportunity to express gratefulness, especially in the workplace. In my (almost) 45 years of life, I’ve never heard someone say “You say thanks too much, please tone it down.” Do it often, do it out loud, and do it in front of an audience.
That being said, the object of your expressed gratefulness matters. What you praise is what you encourage to happen more often. But the converse is true too, what you don’t praise you will discourage. And if your praise for a person’s work is disproportionately towards things less important to their job, you may be having the side effect of making them feel they aren’t actually doing a good job with the things that do matter.
Of course, that may literally be true. You may be using praise of the inconsequential as a defense mechanism to avoid hard feedback of what is consequential. Or you may not be. But if your praise quotient is out of alignment, the individual you’re praising will have to guess. And that ambiguity can be disheartening.
Today’s cautionary reminder to know your audience is something of a sequel to Left Hand, Meet Right Hand. It involves a cold email from a recruiter I got two days ago. Which isn’t a rare occurrence by any means, but what was out of the ordinary was that 1) it was from my former employer, despite there being absolutely no indication the sender realized I was a recent ex-Amazonian, and 2) the jobs being offered were at or below the level I’d been hired at back in 2019, a full five years ago. Needless to say, I’m not interested (and I’m not just saying that because my current boss sometimes reads this blog).
Look, I recognize that this email was probably auto-generated from a LinkedIn search, but it’s a recruiter’s entire job to not only find, but adequately entice, qualified candidates. The poor person was hoist on their own petard with the boilerplate about “raising the bar” and “becoming an industry leader.” Failing to do even a modicum of homework is not frugal nor customer obsessed.
It’s not like it would be that hard. Even if the automation was solely LinkedIn based, my entire work history is right there and it’s pretty obvious I haven’t been a mid-level software engineer in ten years. But an Amazon employee could easily do even better, given that there’s robust internal tooling for querying data on current and past employees. I should know, because I wrote some of it. In fact, from memory I bet I could write a Python script that could cross check a list of potential job candidates against Amazon’s employee lists.
Thanks for the chuckle, my recruiter friend. But do better. Open up your browser, go to https://<redacted_wiki_domain>.com/view/Jud_Neer and you’ll find all the resources and documentation you need to avoid this error in the future.
I’m sure there’s research out there that says people do better work when they’re happy. But anecdotally, it’s an obvious truth. Of course there are limits (“fun with respect to work” will almost always be “work with respect to fun”). But in general, fostering a positive work environment and encouraging employees to take care of themselves is good business.
Last week a colleague of mine was revising the spreadsheet we use for high-level estimation, and as part of her adjustments added a few splashes of color. The highlights had a functional purpose, yes, but they were also simply more pleasant to look at. It made me want to work on the spreadsheet at a subconscious level.
Isn’t that nice? I suppose the 49″ ultrawide monitor doesn’t hurt either. 😛
Another obvious example of this phenomenon is font quality and syntax highlighting. Take a look at the following “identical” code samples; which one would you rather work with?
Literally as I was drafting this blog I learned about Monaspace. Taking code aesthetics to the next level, I dig it. Describing the process of adjusting glyph widths as “texture healing” is an especially humanizing touch. Happiness matters!
I don’t have a ton of tech writers that I read regularly, but one that I do is Gergely Orosz. His newsletter, The Pragmatic Engineer, is incredible, full of insights and advice for folks at any point in their technical career journey.
A recent two-part installment discussed in detail the plusses and pitfalls of trying to measure developer productivity, a notoriously difficult problem in software engineering. It’s one I’ve been thinking quite a bit about recently, in an attempt to balance the business need to understand how much value we can deliver per dollar spent, without devolving into a joyless culture of mediocrity that treats its team like coding robots (which, it must be said, they’re not).
If you’re in the same position as me, I’d encourage you to subscribe to the newsletter and give the articles a read-through, but if you’re short on time, I absolutely love this simply-summarized single objective measure:
Weekly delivery of customer-appreciated value is the best accountability, the most aligned, the least distorting.
Yup, that sums it up. Other measures matter, but nothing beats screamingly happy stakeholders.
If I’ve said it once, I’ve said it a thousand times: there’s more to being a software engineer than coding. In fact, coding isn’t even the hardest part.
The point of that latter article is that AI won’t replace programmers any time soon, but not because it can’t code. Rather because it needs to know what it’s coding for, and specifying that well is what matters, whether it be a carefully constructed prompt to GPT or a detailed requirements document.
One of my favorite sayings is “It’s only software!” And I mean it, in that with enough time and money, computers can do just about anything (which is itself pretty darn cool). But no amount of software can determine what ought to be built. To do that we must apply a broader set of tools.
Don’t mean for this blog to turn into an endless stream of “gripe about all things AWS” posts, but once again today I ran into an issue that I feel the system ought to be able to figure out on my behalf.
I’m trying to deploy a CloudFormation template (which, not my favorite) in us-west-2. There’s a small bit of configuration (the WAF rules) that are globally applicable, and when not deployed in us-east-1, this causes the whole template deployment to fail (with an utter non-sequitur of an error message):
I mean, obviously that means I’m trying to deploy in an unsupported region, am I right? (eye roll)
Oh CloudFormation, why aren’t you smart enough to just apply the parts that must be global in any region? Right now you’re forcing me to either 1) deploy the whole thing in us-east-1, which I don’t want to do for locality reasons, or 2) split the template into two pieces, which adds complexity. Boo!
Steps I expected to take when creating an Amazon QuickSight instance and connecting it a PostgreSQL database in Amazon RDS:
Steps I actually had to take:
Figuring out a number of the above steps required decoding unhelpful errors, searching through pages of documentation, and other non-trivial efforts. For shame, Amazon, for shame. Y’all should talk to each other more.
Since becoming a CTO, I’ve had a major uptick in spam, everything from thinly veiled LinkedIn connection requests to blatant direct emails. This one was particularly funny:
Oh Brian, you have a delightful sense of irony. Your products probably won’t solve my unwanted solicitation problem, but your marketing attempt did bring a smile to my face, and for that I thank you. Now go away.