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Celerity

I'm listening to an autobiography of Octavian, the man who went on to become Augustus Caesar.

What's interesting from the book is that Augustus had more patience than his various rivals of the day in large scale affairs and reforms, but he moved with serious haste - celerity - when there was a situation that could be settled decisively.

Around six years ago, I started paying more attention to business and entrepreneurship and generally success and things like that. I remember coming across a lot of literature that encouraged doing things faster - especially in business. Shaving off the shipping time from 7 days to 4 days. Things like that.

Back then, I didn't understood why there was so much emphasis on speed. I thought, "Okay, obviously you wouldn't want to go too slow, but why go so fast? Why does it matter that much?"

And more recently, the answer has been clicking. It's not that getting your package 4 days from now instead of 7 makes such a big difference in all cases. Much of the time, it doesn't.

What Shape are You?

On Made of Metaphors

My post before this was a kind of therapy / Buddhism / personal growth kind of deal, but I also spend a lot of time thinking about how to run effective teams and to be a responsible, thoughtful manager of people. It is my work: I am a lead engineer at Bungie, an independent video game developer of about 300 employees (though not for long, we're growing.) There are some unique aspects to making videogames, and I'll use game development terminology here as I refer to, say, texture artists or sound designers or programmers, but when I talk to friends in different creative industries - film, industrial design, other software development - I find these themes are pretty universal.

If you're going to manage people, you're going to have a lot of conversations about employee performance. It's just bound to happen. Sometimes, like during reviews, it might seem excessive. You might wonder if's worth all the time it takes. It is. It's OK that you spend a bunch of time on this. As a manager, that is your job. It's your job to have well-formed opinions about how you evaluate people and how you work with them to help them grow. If you aren't spending time on that, then you may be succeeding as a leader, but probably not as a manager. Apples and oranges.

It is, however, important to spend this time well. During conversations about performance, everything you talk about should boil down to one thing: the value they contribute to the team. What is their value, and how can they become more valuable?

I find a lot of review conversations tend to focus on strengths, weaknesses, and specific work results. These seem like reasonable topics, and there's value there, but I also find this often leads to a review that looks like this:

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