Some great tips here from Will Larson on how to improve internal communications as a leader. I especially like “Maintain the drip”:

These updates establish a persistent drip of information from you to the wider organization. Some weeks you might have a light update, but rather than folks thinking that you’re not doing much, they’ll be reassured that they are up-to-date on what’s important. Dense updates are good, but it’s the brief updates that reassure the team that you would have updated them if there was something they needed to know.

Read on for the others: test before broadcasting, build the packet, and use every channel.

• Surreal Animal Mashups by Ingo Lindmeier. This one lives up to the title.
• Interesting research on Time Savings When Working from Home and what we’re spending that extra time on. It’s mostly for more work! “The average daily time savings when working from home is 72 minutes in our sample. […] Workers allocate 40 percent of their time savings to their jobs and about 11 percent to caregiving activities.”
• See also: Why 2023 Could Finally Be the Year of the 4-Day Workweek. “Among the reporting countries in the 4 Day Week study, revenues rose an average of 8.14% and increased a whopping 37.55% in comparison with the same period the previous year.”
• But then also see: Job searching and interviewing is a nightmare — and only getting worse. “It’s important to remember that if a company’s hiring process feels off, working there might feel off, too.”
• I’m never relinquishing my closet of DVDs. I can definitely relate—it’s why I still buy vinyl and CDs. “Unless you have a physical disc in hand, you really don’t have control over what happens to it.”
• Wonders of Street View. Weird things picked up by Google Street View. Easy to get way too lost in these.
• I’ve been spending more time on Mastodon now that Ivory is available for iOS. It’s a wonderful app and it’s really fun over there. Come join us!

This is a wonderful essay by Vivianne Castillo that encourages designers to hold fast to the belief that things could be better for users—and for themselves. From The one thing missing from UX today? Hope:

Today, it’s clear that many designers are feeling overwhelmed, disillusioned, and even unsafe within their organizations—and design leaders are recognizing that conversations around burnout and stress aren’t quite cutting it. I’ve found a deep sense of comfort in the words of American activist, grassroots organizer, and abolitionist Mariame Kaba: “Hope doesn’t preclude feeling sadness or frustration or anger or any other emotion that makes total sense. Hope isn’t an emotion…Hope is not optimism. Hope is a discipline… we have to practice it every single day.” 

Kaba’s quote is a reminder that the answer to feeling hopeless isn’t toxic positivity or forced optimism. The answer is to make our engagement with hope a discipline because of what’s at stake if we don’t: namely that designers will begin to believe that a better future is not possible within our lifetime.

She goes on to provide examples of how to uphold a comittment to hope in creative, human-centered ways, specifically as it relates to values of belonging, integrity, and power.

Every few days I post some links to things I enjoyed that don’t neatly fit into the topics I usually cover on this blog. Use it to fill your reading queue with interesting stuff.

• The Most Ridiculous and Weird Tech Gadgets From the Last 25 Years. “The Hushme was a ‘voice mask’ intended to let you make phone calls without bothering anyone.”
• Between-time by Mandy Brown. “We live in a world full of distractions but short on breaks. The time between activities is consumed by other activities—the scrolling, swiping, tapping of managing a never-ending stream of notifications, of things coming at us that need doing. All that stuff means moments of absolutely nothing—of a gap, of an interval, of a beautiful absence—are themselves absent, missing, abolished.”
• Movie Trailers Keep Tweaking Well-Known Songs. The Tactic Is Working. (NYT gift article link) “As a composer, Rosen is at the forefront of the trailerization movement: He’s in demand for his ability to rework existing songs to maximize their impact in trailers for films and TV shows.”
• All Human Systems are Enormous Trash Fires. “Once you recognize that all human systems are enormous trash fires, you stop trying to figure out how to switch to a system that isn’t an enormous trash fire, since they don’t exist. […] Eventually you even start to appreciate the beauty of it. How impressive it is that we manage to get anything done at all, given how completely trash everything is, and how on fire it is all the time.”
• This is a beautifully-written piece about standup comedy but also about so much more. I don’t want to spoil it, except to say it starts like this: “Perhaps due to lockdown and the interruptions to normal service, but more likely due to autumnal intimations and a long dormant weakness for sentimentality, I now cherish the belief that the only flavour for which a grown-up should cultivate a taste is the bittersweet.”
• KC Green reflects on creating the “This is Fine” meme. “When a work gets as big as this has, is it still yours?”
• Eightify: AI Youtube Summary with GPT. A Chrome plugin that promises: “Instant AI summaries for Youtube videos using GPT. Summarize video into 8 key ideas.”
• Can Doom Run It? An Adding Machine in Doom. “I demonstrate that it is possible to run any bounded computation in Doom, minus constraints on level size.”

Hot on the heels of yesterday’s post Meetings for an effective engineering organization, I bring you more meeting content! In You can’t just cancel 76,500 hours of meetings Becky Kane makes some good points about the context of meetings within an async culture:

Reducing meetings is just one piece of creating an async-first culture.

She gives some examples of other pieces that are harder but even more important in having a lasting impact on engagement and productivity:

• Decentralizing decision-making so people don’t have to wait for permission and deliberation before acting
• Delineating clear areas of responsibility so people feel individual ownership to move work forward

You can read the post for the other examples, they’re all very good! As with most of these kinds of topics it’s really valuable to think about them not in isolation, but as a system. It’s not about whether meetings are good or bad, it’s about how meetings fit into the culture and system of planning and delivery that the organization operates in.

Becky’s illustration of what “async” really means is a perfect example of this:

It seems like the topic of meetings is on everyone’s minds again as we start the year. Will Larson has some good perspective from the engineering org viewpoint:

Some engineers develop a strong point of view that meetings are a waste of their time. There’s good reason for that perspective, as many meetings are quite bad, but it’s also a bit myopic: meetings can also be an exceptionally valuable part of a well-run organization. If you’re getting feedback that any given meeting isn’t helpful, then iterate on it, and consider pausing it for the time being. It may not be useful for your organization yet, but don’t give up on the idea of meetings. Good meetings are the heartbeat for your organization.

He goes on to recommend six core meetings for every organization to start with. The “weekly team meeting” is one I’ve become a fan of as well. Getting the entire team on a call every week has the potential for being a giant time-waster, so getting the purpose right and facilitating it tightly is essential here. For us, the purpose is:

• See each other’s faces at least once a week. I wasn’t sure if the team would feel like this goal is a waste of time, but it absolutely is not. Since we’re all remote, “let’s just chat for a bit” is such a great way to start the week.
• Discuss blockers/issues. This is not a status meeting where everyone goes around the room and tells us where they’re at. We have an agenda in Google Docs that anyone can add to. The goal is to bring up any issues that the team is struggling with so that we can all figure out the best way to help.
• Company updates. This is also the opportunity for the leadership team to make sure the entire team has all the information and context they need to do their work effectively.

There’s one more thing about this that I highly recommend: every meeting is facilitated by a different team member. We have a schedule that we cycle through with a clear guide on what it means to facilitate—and of course, an option to opt out. This keeps the meetings interesting and everyone invested.

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Previously, on meetings:

• When meetings are outlawed, only outlaws will hold meetings.
• Things they didn’t teach you about Software Engineering.

I agree with Bruce Daisley in The Death of Hybrid Work Is Greatly Exaggerated:

The focus for organisations in 2023 shouldn’t be on mandating a return to the office, but on working out how to build strong cultures in a new, sustainable way. Some of that is about optimising the time that teams spend together, curating rather leaving it to chance. If we’re to get the best out of work culture then we all need to accept that this is the moment to reinvent the construction of it.

It’s a common criticism of remote work that it’s more difficult to collaborate remotely. But I think this is the conventional wisdom only because we try to recreate the office experience for remote work. Since offices rely on synchronous interactions, we use the same lens to try to make remote work effective, and that’s just not going to work.

If we optimize for asynchronous communication instead—which is what remote work is so good at—collaboration can be extremely effective. Perhaps even more effective than office collaboration, because everyone can provide thoughtful responses on whatever topic they are discussing on their own time. As Brian de Haaff points out in Remote Workers Are Outperforming Office Workers—Here’s Why:

Without being able to lean on physical proximity, remote workers must reach out to one another frequently and with purpose. This leads to stronger collaboration and camaraderie.

As counterintuitive as it sounds, this has been my experience as well. As long as we shift the way we think about collaboration away from the office mentality, and use the right tools, I don’t think remote collaboration is less effective than in-person work at all.

My friend Allan sent me an article about the city of Brasília, and how its architecture affected the recent insurrection (Ryan wrote the best overview about what happened that I’ve seen). I have long been fascinated with Brasília, every since I researched it for a product management article called Usable yet Useless: Why Every Business Needs Product Discovery:

A “shiny citadel” from far away, as The Guardian once wrote, up close Brasília has “degraded into a violent, crime-ridden sprawl of cacophonous traffic jams. The real Brazil has spilled into its utopian vision.”

This problem echoes across today’s web landscape as well, where the needs of ordinary users spill constantly into designers’ utopian vision.

So I read In Brasília, Modernist Architecture Met Political Violence with great interest:

Brasília’s so-called Monumental Axis, or Eixo Monumental, isn’t a walkable touristic path dotted by free museums. Instead, it is an otherworldly landscape of red earth, open grass and enormous roadways, an anti-pedestrian landscape best viewed from the air. So vast are its voids that the sheer scale of the space may have helped temper the energies of the crowds.

The city’s design had specific consequences for the political unrest:

More than 60 years later, Brasília’s real-world shortcomings are well known: Its population far outgrew what its designers imagined, with most residents living in satellite developments that sprawl far from Costa’s planned central district. Many politicians commute via plane, making the city more a symbolic site than a place where one finds gatherings of politicians. President Lula was not in Brasília at the time of the riot, nor were legislators of Brazil’s National Congress, which is in recess: The protesters attacked mostly empty buildings.

This is a really interesting look at how urban design affects the behavior of citizens.

Good post by Vadim Kravcenko on Things they didn’t teach you about Software Engineering:

Although it may sound surprising, the primary focus of a software engineer’s job is not writing code but rather creating value through the use of software that was written. […] Elegant code, best practices, smart solutions, design patterns — these are done for the sake of your fellow software engineers who will work on the codebase after you rather than helping you fulfill the purpose of bringing value.

And speaking of meetings:

It’s all interconnected, and the meetings are where the information is shared. As a software engineer, you are responsible for some part of this information sharing, so it would be irresponsible to hinder it. You might not like it, but the information must be shared for the system to remain efficient.

Here is a good articulation of why I wasn’t as enthusiastic about the Shopify meeting cancelation thing as most everyone else. Something felt… off? Here’s the Raw Signal team in When meetings are outlawed, only outlaws will hold meetings:

But the long-term fix for bad meetings isn’t no meetings, it’s competence. If you run a bad meeting, you need to fix the meeting or cancel it. But if you run a company full of bad meetings that need annual reboots, you need to fix your management team. Because while collaboration, alignment, decision making, and unit cohesion can all happen outside of meetings, well-run meetings are a very useful and effective place to accomplish those things. Taking that tool out of your management toolbox might be prudent if you don’t trust your managers to use it without hurting themselves or others. But it would be better if they were competent.

Also this:

Running an effective meeting means being opinionated about what it is and isn’t for, and fierce about not wasting the time of your invitees.

→ Context: Shopify CEO Tobi Lutke Tells Employees To Just Say No to Meetings.