I think more companies don’t hire self-managing people (or create a framework that allows their employees to self-manage) because it means they have to be more thorough on their upfront hiring. It’s much easier to hire a manager and make it his/her problem.
Rotating management duties weekly? I like this idea.
On the heels of this nugget. Wesley is a cool dude. I got to meet him once.
So, so true. If you make anything you have a little more respect for everyone else who produces a body of work.
As a bonus for those of you in the services industry, check out this post by Hoss Gifford called Fast, good, cheap. The negative type of client he’s talking about is a Taker trying to disguise themselves as a Maker.
Hat tip to Ryan of QuickLeft for reminding me of the Gifford article.
Maker versus manager time. I’ve started trying to schedule most meetings on certain days of the week. They’re necessary for me, but they destroy productivity.
Fun to see DHH posting more on the SVN blog. He’s on a roll with posts I can’t resist quoting.
I can’t overstate how much this article has put things into perspective for me. As someone who owns his own business, but also does most of the actual work for that business (design, writing coding, etc.), I felt the tension between the Maker/Manager schedules, but never could put it into words: I have to be both.
Every day I have to be the “manager” – have the meetings, “do” coffee/lunch, build relationships and work with clients. But, I also, every day, have to produce. I have to find blocks of several hours of uninterrupted time that I can dedicate to design, or code, or general creativity—making stuff.
I think balancing the two schedules is almost impossible, but I can now be more intentional about trying: relegating meetings to certain days of the week, or times in the day, and more actively protecting blocks of “maker” time.