Dusting off some old replies. The TL;DR is: reduce information asymmetry, expose thought processes and align (everyone knows what to do, what not to do, why, and how we got there). People should send in pull requests to your thought processes. They should be able to take decisions based on their model of your thought processes, which you can help them build. Increase leverage and fire yourself every day.
The posts that are more relevant to you (you are welcome to contact me afterwards in case you want to talk about things):
Remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align:
On taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable:
Dusting off some old replies. The TL;DR is: reduce information asymmetry, expose thought processes and align (everyone knows what to do, what not to do, why, and how we got there). People should send in pull requests to your thought processes. They should be able to take decisions based on their model of your thought processes, which you can help them build. Increase leverage and fire yourself every day.
The posts that are more relevant to you (you are welcome to contact me afterwards in case you want to talk about things):
If I disappear, what will happen:
- https://news.ycombinator.com/item?id=25008223
Communication, alignment:
- https://news.ycombinator.com/item?id=24177646
Useful things for the team and product that add leverage:
- https://news.ycombinator.com/item?id=21808439
Communication with the team (link, and subsequent clarification):
- https://news.ycombinator.com/item?id=21598632
- https://news.ycombinator.com/item?id=21614372
Fractal Communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets:
- https://news.ycombinator.com/item?id=26123017
Product development:
- https://news.ycombinator.com/item?id=22827841
Management involvement as a spectrum:
- https://news.ycombinator.com/item?id=22715971
Giving a damn:
- https://news.ycombinator.com/item?id=20356222
Researching topics:
- https://news.ycombinator.com/item?id=25922120
Keeping up with a firehose of information:
- https://news.ycombinator.com/item?id=26147502
Tips to learn from videos:
- https://news.ycombinator.com/item?id=22710623
- https://news.ycombinator.com/item?id=22723586
Remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align:
- https://news.ycombinator.com/item?id=26179539
Less relevant to you, included nonetheless...
Understanding codebases:
- https://news.ycombinator.com/item?id=19924100
Testing pipelines, scaffolding, issue templates:
- https://news.ycombinator.com/item?id=26591067
Making the most out of meetings and leveraging your presence:
- https://news.ycombinator.com/item?id=22873103
Consulting, understanding the problem your "client", who can be your manager, has:
- https://news.ycombinator.com/item?id=24972611
Product, architecture, and impact on the team:
- https://news.ycombinator.com/item?id=24503365
Onboarding new hires to a codebase, what if it were you, improve code:
- https://news.ycombinator.com/item?id=22860716
Reduce information asymmetry, template for taking minutes of meetings to dispatch to the team:
- https://news.ycombinator.com/item?id=21427886
On taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable:
- https://news.ycombinator.com/item?id=24209518
More meeting notes. Reply to a person who had trouble talking in corporate meetings:
- https://news.ycombinator.com/item?id=20323660