On Talent I observed something fairly early on at Apple, which I didn’t know how to explain then, but I’ve thought a lot about it since. Most things in life have a dynamic range in which [the ratio of] “average” to “best” is at most 2:1. For example, if you go to New York City and get an average taxi cab driver, versus the best taxi cab driver, you’ll probably get to your destination with the best taxi driver 30% faster. And an automobile; what’s the difference between the average car and the best? Maybe 20%? The best CD player versus the average CD player? Maybe 20%? So 2:1 is a big dynamic range for most things in life. Now, in software, and it used to be the case in hardware, the difference between the average software developer and the best is 50:1; maybe even 100:1. Very few things in life are like this, but what I was lucky enough to spend my life doing, which is software, is like this. So I’ve built a lot of my success on finding these truly gifted people, and not settling for “B” and “C” players, but really going for the “A” players. And I found something… I found that when you get enough “A” players together, when you go through the incredible work to find these “A” players, they really like working with each other. Because most have never had the chance to do that before. And they don’t work with “B” and “C” players, so it’s self-policing. They only want to hire “A” players. So you build these pockets of “A” players and it just propagates. Steve Jobs, Steve Jobs: The Lost Interview Waste as little effort as possible on low competenceA small team of committed coworkersBuild projects around motivated individualsIndividuals matter talent
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. Peter F. Drucker, Managing Oneself 95%-ile isn't that goodOn Talent talent
95%-ile isn't that good An Article by Dan Luu danluu.com Reaching 95Mistakes at the top Waste as little effort as possible on low competence talent
Problems With Agile UX A Podcast by Laura Klein & Kate Rutter www.usersknow.com So that you can get feedback on it and make it betterI'm sorry, I love engineers
So that you can get feedback on it and make it better Fascinatingly, one of the other big complaints people had about agile is no iteration. I don't understand how being in an agile environment makes people less iterative, but somehow that seems to be the case. And I think it's because people misunderstand and think that agile is just about putting features out faster, and not about the important part, which is getting something in front of users faster so that you can get feedback on it and make it better. The most rewarding iterationsTo anticipate all the uses and abuses agileiteration
I'm sorry, I love engineers People are afraid to let design have time to actually figure out the right thing to make, because "whatever will the engineers do?" – fuck you, there's plenty for the engineers to do. Go fix some technical debt. Go fix those 700 bugs that you de-prioritized or marked as won't fix because you're an asshole. I'm sorry, I love engineers. I don't know why I'm yelling at them. But you know, there's plenty for the engineers to do. There's all sorts of cleanup. They can work on dev-ops stuff! They can work on their build process! Make it faster! I'm not worried about keeping the engineers busy. If you think that the only thing that engineers can do is build yet another stupid feature that nobody is going to use, then you're a garbage designer and you should quit. ...Happy 2020 everybody! engineeringuxfeaturesrepair