The leader’s job is being available, a high speed router constantly context switching. The IC’s job is the opposite.
Striving to be good at being available and not being available (what?) is like compromising when you can just find the answer. I think it’s 5 and you think it’s 7. Let’s just agree to disagree and call it 6. That’s mediocrity. You could just walk over there and measure it.
But measuring, in this case, doesn’t happen in a planning meeting. It happens when you give the user something to interact with, from which you can get feedback. You give them the thing that has 5 or 7 and let them say, ”what the hell is this? It’s off by a factor of 10. You’re using the wrong units” or whatever. Then you know.
Sitting in meetings and correcting people’s assumptions feels good. But here’s the thing: that’s not actually your job.
You don’t.
The leader’s job is being available, a high speed router constantly context switching. The IC’s job is the opposite.
Striving to be good at being available and not being available (what?) is like compromising when you can just find the answer. I think it’s 5 and you think it’s 7. Let’s just agree to disagree and call it 6. That’s mediocrity. You could just walk over there and measure it.
But measuring, in this case, doesn’t happen in a planning meeting. It happens when you give the user something to interact with, from which you can get feedback. You give them the thing that has 5 or 7 and let them say, ”what the hell is this? It’s off by a factor of 10. You’re using the wrong units” or whatever. Then you know.
Sitting in meetings and correcting people’s assumptions feels good. But here’s the thing: that’s not actually your job.