This snippet seems problematic—normally people doing the hiring aren’t the ones doing the “work”, and at each point they’d be in a position to evaluate whether hiring is the right thing to do. Over-hiring is a management/strategy problem, not a natural outcome of working hard.
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Additionally, having worked at two megacorps that were famously laser-focused on “reducing waste”, I can tell you that a relentless focus on waste reduction is also self-harm. Neither extreme is good.
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I’m biased, but I of course disagree ;) Like Adam Smith said, “the division of labor is limited by the extent of the market.” The bigger a company grows, the more it makes sense for people inside it to specialize.
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Also, the smaller of an impact they need to have, relatively speaking, for their salary to pay for itself, eg an engineer making a change increasing trip conversion by 0.05%
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Hiring feels like its progress. And company building is fun in the same way kids have fun playing grown-up so it's tempting for founders to hire for the sake of hiring.
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Hire only people who can do some of what you do better than you.
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This book is just amazing. I read every page so slow because it brings so dense info, implications and todos to think through.
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Disagree. The nature of human beings is to work hard on things we find interesting and valuable. As a product owner you need to convey that to your team, and you should expect that people’s output on operations won’t compare to new features.
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“be ruthless about firing” should be taken as extremely hyperbolic. You don’t want to open the door for managers to be able to use “gut feel” firings to get rid of superior engineers in order to protect the career paths of their less capable but more subservient lackies.
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