OKRs (Objectives & Key Results) are a framework for validating alignment through the organization. As a company, as a department, as a team: what are we focused on this quarter? What are we trying to make true? Alignment looks nice when the team OKRs roll up to the department OKRs, and those add up to … Read moreCascading OKRs: We can do Better
In Engineering, quarterly OKRs (Objectives & Key Results) can feel like a duplication of product planning. Basically, they say “Ship the Roadmap.” What new information are they communicating in that case? And if the OKRs say anything else, they’re in conflict the roadmap! An example (that I made up): In Marketing, quarterly OKRs express our … Read moreHitting OKRs vs Doing Your Job
My work does not reduce to measurable outcomes. Much of what I accomplish as an engineer and as a developer advocate amounts to creating conditions that make it more likely for the company to succeed. I resist and resent most metrics, yet I don’t mind OKRs the way Honeycomb does them. How not to OKR: … Read moreOKRs for Evil and Good
I don’t think I’ve worked at a company whose website satisfied me. It never gives me a clear explanation of what our product does. After a few years working closely with Marketing, I finally understand why. As a developer, my goal is to provide useful capabilities to people through the software I work on. To … Read moreWhy is every startup’s website so darn useless?
I think of “command and control” as one thing. Is there a difference? That common phrase notwithstanding, command and control are two alternative structures, more opposites than synonyms! Command (like in the military) allocates responsibilities to parts of the hierarchy. So a general is tasked with winning a war, and each officer under them is … Read moreCommand vs Control
When Honeycomb was a small company, All Hands meetings had announcements and discussions. Discussions mostly took place in the meeting chat, where everyone can answer anyone’s question. Between that and the announce channel in Slack, information got out to the whole company. Or did it? It’s hard to check for understanding in that big a … Read moreCommunication Structures in a Growing Organization
In a startup that sells software, what is the “business” side of the company? When I worked in retail, developing software for internal use, there was a clear division between the engineering teams in IT and the Business, where people understood retail products and how to run a store. But now that I’m in a … Read moreWho turns software into money? GTM
We’re talking here about “feedback” as commentary from people you work with, telling you what you could do better—in particular, 360° Feedback as part of a performance review. I’ve capitalized “Feedback” in this post in reference to this particular use of the word. The benefits of Feedback are purely mythological. Carol Sanford, No More Feedback … Read moreNo More Feedback (book summary)
Accountability is about performance and behavior. Patrick Lencioni, The Advantage Accountability for measurable outcomes is “not the most important kind.” It’s the easy kind. The kind [of accountability] that is more fundamental, important, and difficult is about behavior. Lencioni, The Advantage It’s fundamental because behavior is what we can legitimately ask someone to change. Business … Read moreAccountability for Effective Teams