About me

About me

Inside my comfort zone I am an ENTJ (archetype “The Commander”) (although very soft-E; I am not a raging extrovert), but outside of my comfort zone I tend to operate more like an INTJ (archetype “The Architect”).

I am naturally a Settler and Town Planner.

I look for patterns that I can repeat and I use them to build systems that don’t require me to operate.

Given no other steer I do work to make me redundant.

I excel when the problem is clearly mine to solve and I can connect my work to positive outcomes.

Failure modes

I flounder when the problem is unsolvable or it’s not obviously mine.

I am demoralised when I cannot connect my efforts to some positive outcome.

I can accept patterns at face value and use them in systems inappropriately.

My core beliefs

I believe in:

  • putting energy into making the world a better place.
  • sharing what I know, freely and without obligation.
  • having opinions, but being curious and changing my mind if new information arrives.
  • being kind, which sometimes means not being nice.

Leadership philosophy

  • Be responsible, take ownership.
  • Teach responsibility and ownership.
  • Frustration is the antonym of efficiency, so seek it out and remove it
  • Clarity and context over control
  • Cult of personality and charismatic leader is unsustainable

People philosophy

  • Organisations have a responsibility toward those who work with them
  • People choose to come to work, and that should be honored with honesty and consistency
  • Life is stressful enough without adding to that
  • As leaders our job is not to retain people, but to create an environment where people want to stay
  • People need time to absorb changes

Modus operandi

I look for patterns that I can repeat and I use them to … … build systems that don’t require me to operate (given no other steer I do work to make me redundant) I thrive on having big problems to solve (more responsibility == better) I work better when I understand the constraints

Systems thinking

I want you all to understand ownership People work best when given the right context Leaders need to understand how something is going to affect people before they even feel it And then feel it when it hurts When our people suffer, we suffer It is important to feel their pain And understand if it is of their own making or of others.

Tribe naming is more than just a name it’s an identity You should be proud of what you do and who you are What is our name? What do we associate with that? And what is our mission? Without any other guidance, what is our mission? (Should that be collaboratively made?)

Well prepared, happy engineers, deliver usable, relevant, working software, fast.

Management philosophy I work the assumption that you want to be here. You chose every morning to get up and come here. When you don’t want to work here, let me know when and why. The contract we make is between that volunteer state and in return we will offer you some money, some support and a clear steer about what we want you to do. If we fail in our obligations, let us know. If you fail in yours, we’ll let you know.

Music and painting don’t require me to justify myself to anyone. They are just for me.

There is no such thing as “correct” in management. Just varying states of “livable”.

The world is a terrible place. It’s inhabitants cause each other pain and create systems to minimise this pain, which don’t work.

How the fuck do I live in this world?

How do I stay connected to the business goals over 12 months? PS 12 month plans aren’t working.

I live in a world where people do the easiest thing for them, not necessarily the right thing. When not everyone aligns values before acting expectations are breached and dissatisfaction follows.