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13/ This means exits often "solves" a critical people-problem by creating a new "talent" problem. Deadwood that won't be missed won't leave.
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14/ But net, this exit-centric way of optimizing net allocation of people at all levels from workgroup to national economy is a good thing
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15/ One reason I have an issue with the "mercenary versus missionary" ideological schism in tech is that it tries to force "local" solutions
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16/ "The free market allocates things efficiently","labor immobility through cargo-cult loyalty norms/missions is a good thing"
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17/ "We want you to believe in this, do great work w/great people", "here are stock options to make it hard to form that belief honestly"
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18/ This deep-seated contradiction is "resolved" via cute Jungian projection: hating on "mercenaries" as cynical, disloyal, selfish people
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20/ And perhaps most tellingly, in SV's dislike of lifestyle biz people who participate in digi-future w/o lip service to "mission" culture
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21/ There has been a flip in what constitutes a "good manager". Shuffling people in/out is now more important than managing people you have
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22/ With high-autonomy self-directed creatives in agile teams, there is less direct mgmt to do; hiring/letting go/trading is critical skill
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of all the places I worked, the start-to-finish cycle never got from start to finish. internal BS killed every project.
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