Ken Kocienda

To fix bugs, I rarely step through code in the debugger. If I don’t have a good idea right away about the issue, I comment things out. I add print statements. I poke at the code and re-run the program to see if I can change the bug into a subtly different one. Until I understand.

The best work speaks for itself.

If I must direct attention further to kickoff a demo, I use as few words as possible. “Create a new item and make it a Favorite.” Beyond that, I try to say nothing. I observe. After the demo, I solicit feedback, decide what must be improved, make changes, and demo again.

In software development, my primary medium, I make demos to show. My favorite demos are the ones I can introduce with, “Here, try this.”

This “show, don’t tell” concept is general.

In fiction writing, don’t write that Bob is a foul-mouthed misanthrope. Give him this dialog: “Hey Gramma! Get you and your rickety little shopping cart the f%*k out of my way!” Readers will draw their own (correct) conclusions.

Creative work should show, not tell.

Repeat. There is no simple way to develop taste or to use it to create great work. But you can’t get there by hiding behind numbers or A/B tests.

There are no right answers, but ask yourself what good it is if people agree or disagree with you. Try to understand their opinions about yours.

What can you do instead? The next time you go to a museum, or a car show, or a craft fair, look around. Pick your favorite thing. Decide why and say so. Try to defend it to the people you’re with.

Do you measure how well people like the birthday presents you buy for them by asking them to fill out a survey? Do you use A/B tests to assign “fun ratings” to your friends?

A/B tests came up again in my DMs. Now, for everyone: Is it possible to quantify the quality of your product or service? To make changes based on data? Well, what’s the percentage difference between your favorite ice cream flavor and your second-favorite?https://twitter.com/kocienda/status/1113450945705177088 …

Crazy idea: Talk with your manager to set a “meeting budget” for you, measured in minutes per week. You can refuse to attend meetings that put you over your budget. Work with your manager to prioritize and resolve conflicts.

Another possible antidote: schedule thirty-minute meetings. Finish early if you can! If there’s so much to talk about that you run out of time, schedule another thirty minutes, but try to cancel that follow-on meeting by messaging, emailing, or chatting while walking to lunch.