Systems, Mistakes, and the Sea An Article by Robin Rendle www.robinrendle.com Every paper cut is felt The design systems between us
Thanks Doc An Article by Robin Rendle & Craig Mod www.robinrendle.com A couple of months back, Craig mentioned in a video that he has a doc filled to the brim with snippets of text—nice words, compliments, and thanks that had been sent his way for his work. Whenever someone says something nice he just copy/pastes it into that doc. It sounds silly at first and perhaps a little egotistical. Behold! I have a document that proves how great I am! But I started doing it just to see what it feels like and…hey…actually? It’s so great! When I’m feeling low (often) or whenever the world feels unstable (extremely often) it’s so very nice to return to a few kind words about my work. It reminds me just how much these words of praise mean, it reminds me that I ought to pass that favor along. Good Things happinessworkfriendship
An incoherent rant about design systems An Article by Robin Rendle www.robinrendle.com No matter how fancy your Figma file is or how beautiful and lovingly well organized that Storybook documentation is; the front-end is always your source of truth. You can hate it as much as you like—all those weird buttons, variables, inaccessible form inputs—but that right there is your design system. ...being honest about this is the first step to fixing it. uxcode
Care for the Text An Article by Robin Rendle css-tricks.com Whenever I’m stuck pondering the question: "How do I make this website better?" I know the answer is always this: Care for the text. Without great writing, a website is harder to read, extremely difficult to navigate, and impossible to remember. Without great writing, it’s hardly a website at all. But it’s tough to remember this day in and day out—especially when it’s not our job to care about the text—yet each and every <p> tag and <button> element is an opportunity for great writing. It’s a moment to inject some humor or add a considerate note that helps people. …These are the details that make a good website great. detailstypographycontent
Re: Pointing at things An Article by Robin Rendle www.robinrendle.com I think I’ve been darting around this question for a while now: ...I think we’ve all been taught to write in a style that forgets the reader entirely. My English degree taught me, incentivized me in fact, to write poorly with this sort of obfuscatory language, “nevertheless...”, “in this essay I will set out to...” etc. All that stuff is me pointing at me, pointing at a thing. But we should just get out of the way of the thing we’re pointing at! Pointing at things writing
Planning doesn't make for better software A Fragment by Robin Rendle www.robinrendle.com My own time in a Silicon Valley startup has proved this much to be true; planning doesn’t make for better software. In fact today our design systems team doesn’t have sprints, we don’t have tickets or a daily standup. Each day we come to work, figure out what’s the most important thing that we could be doing, and then we—gasp!—actually do it. Watching so many other teams slowly flail about whilst they plan for quarter 3.2 of subplan A, whilst our team produces more work in a week than they all do combined in a quarter has been shocking to me. After four years of working in a large startup, I know what I always assumed was true: you don’t need a plan to make a beautiful thing. You really don’t. In fact, there’s a point where overplanning can be a signal of inexperience and fear and bullshit. The scrum board and the sprints and the inane meetings each and every day are not how you build another Super Mario 64. Instead all you have to do is hire smart people, trust them to do their best work, and then get the hell out of their way. Why Software is Slow and Shitty planningsoftwareagile
Who the fuck is Guy Debord? An Article by Robin Rendle www.robinrendle.com Long, unwieldy sentencesImagining her PsychogeographySuch tortuous syntax writingsimplicity
Every Website is an Essay An Article by Robin Rendle css-tricks.com "Every website that’s made me oooo and aaahhh lately has been of a special kind; they’re written and designed like essays. There’s an argument, a playfulness in the way that they’re not so much selling me something as they are trying to convince me of the thing. They use words and type and color in a way that makes me sit up and listen. And I think that framing our work in this way lets us web designers explore exciting new possibilities. Instead of throwing a big carousel on the page and being done with it, thinking about making a website like an essay encourages us to focus on the tough questions. We need an introduction, we need to provide evidence for our statements, we need a conclusion, etc. This way we don’t have to get so caught up in the same old patterns that we’ve tried again and again in our work. And by treating web design like an essay, we can be weird with the design. We can establish a distinct voice and make it sound like an honest-to-goodness human being wrote it, too." writingwwwessays
Re: How would I improve RSS? An Article by Robin Rendle www.robinrendle.com I still believe in a Kindle/Analogue-esque device that, within it, contains an operating system that is half Patreon, half Substack, half Instapaper. I think of this as the Republic of Newsletters writ large—The OmniBlog—where writers can publish their work and folks can subscribe via RSS but with a Coil-esque payment system built in and preloaded onto a physical e-reader. Writers could blog away, connected to eachother, whilst readers could subscribe to their work and perhaps even fund larger pieces of writing... Shit, I just described Medium huh. How would I improve RSS? rssblogging
Managing Oneself A Book by Peter F. Drucker Only from strengthFeedback analysisTaking pride in ignoranceBut bulldozers move mountainsWaste as little effort as possible on low competence+8 More Never change the technologyWhat to learn managementdisciplinewisdomwork
Only from strength Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all. strengthweakness
Feedback analysis The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. growthfeedback
Taking pride in ignorance First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results. Second, work on improving your strengths. Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths. ignorancearrogance
But bulldozers move mountains A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work. planningideas
Waste as little effort as possible on low competence One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. 95%-ile isn't that goodOn Talent talent
How do I perform? For knowledge workers, How do I perform? may be an even more important question than What are my strengths?. A few common personality traits usually determine how a person performs: Am I a reader or a listener? How do I learn? Writing? Taking notes? Doing? Talking? Do I work well with people, or am I a loner? And if I do work well with people, in what relationship? Do I produce results as a decision maker or as an adviser? Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? personality
To improve the way you perform Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly. work
The mirror test In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave." This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning? ethicsvalues
Your organization's values Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results. business
Values vs. strengths There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof). Values are and should be the ultimate test. valueswork
Successful careers are not planned Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer. The most important thing you doIn defense of disorder: on career, creativity, and professionalism
The best-laid plans It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half? planning
The second half of your life Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored. There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs. There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60. life