Career Advice: Simplifiers Go Far, Complexifiers Get Stuck

Career Advice: Simplifiers Go Far, Complexifiers Get Stuck
3 minutes by Dave Kellogg

Strive to make things simple. Seek to understand them. Struggle to find apt metaphors for them. If you’re not burning real energy trying to simplify things for you audience, you are most like a complexifier.

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Physics and perception
9 minutes by Will Larson

At one point, several parts of Stripe’s engineering organization were going through a polite civil war. The conflict was driven by one group’s belief that Java should replace Ruby. Java would, they posited, address the ongoing challenge of delivering a quality platform in the face of both a rapidly growing business and a rapidly growing engineering organization. The other group believed Stripe’s problems were driven by a product domain with high essential complexity and numerous, demanding external partners ranging from users to financial institutions to governments; switching programming languages wouldn’t address any of those issues.

The 4 keys to creating team accountability
7 minutes by Claire Lew

Beyond micromanaging or labeling everything "ASAP," here are 4 most critical things you can do as a leader to help your team become accountable to itself.

The Lifecycle of Goals: Research, Discover, Deliver, Monitor
7 minutes by Itamar Gilad

How to manage the goal lifecycle and steer towards business and user outcomes rather than “place bets” on unproven ideas.

Staying In Touch
5 minutes by John Cutler

I have been fascinated recently by how teams (and organizations) fall into downward spirals. Sports and fitness analogies mostly fall apart because we are talking about groups of humans and complex sociotechnical systems—not a single organism. All that said, I do think there are some similarities worth exploring.