"Build a better mousetrap and the world will beat a path to your door" is a lie presumably spread by mice. Your door must feature a cash register because the mousetrap will not sell itself.
Take what we do at the @DuckbillGroup as an example. "Consulting projects that pay for themselves many times over before they're complete" sounds super compelling and easy to sell.
There is no such thing as an easy sale to a sophisticated business customer. Thus we hire salespeople to drive the sale and thus keep our Spite Budget topped up. Their primary job is helping a buyer sell the project internally.
(When you're dealing with sophisticated, enterprise buyers, no one person has the ability to procure services without also getting buy-in. The job of sales is to help that buyer build a business case.)
We're now at a point where we need to hire an additional Account Executive. You knew this thread was building to something; now you know where. apply.workable.com/duckbillgroup/…
Ideally you have experience selling services (not software) to clients. Folks with a background in, say, infosec services might find the story of @awscloud bill optimization services spiritually aligned.
Sometimes the leads pour in. Other times when they're slow you'll be reaching out to likely prospects. You will be required to not be obnoxious about it. You know exactly what I'm talking about.
We work reasonable hours here, our clients love us, and we're quite effective at doing what it says on the tin. Your customers will never come back to you with angry complaints!
In hindsight, the recurrent failing that my managers always had was that they failed to explain just exactly WTF their job was. It turns out that 'managing me while catering to my every whim' was absolutely not it.
From where I sit, the hard truth is partially that having employees isn't the manager's job; having employees is simply their current approach to getting the actual responsibility handled.
AWS Lumberyard (better known as "the AWS service that had a Terms of Service callout for zombie apocalypses") has had a bunch of its code open sourced and hurled over to the Linux Foundation to effectively make it their problem now.
This is a delightful way to wind up cloud advocates, open source fanatics, and the wonderful denizens of gaming culture all in one go.
Obviously "you're doing it wrong" is basically the only thing upon which those constituencies agree.
Oh ho ho I just saw this. With @gaberivera's begrudging permission and significant trepidation I will be tackling the mini-essay questions in a tweet thread. Let's begin!
I'm seeing a lot of crappy takes about Amazon's leadership principles (amazon.jobs/en/principles) today, and I want to break character for a minute to give my sincere thoughts on them.
Culture is hard. Maintaining that culture across a massively scaled company is virtually impossible. How do you avoid the problem of not having a corporate culture but rather 2000 different ones?
Amazon's answer to this comes in the form of the 16 Leadership Principles. They're easy to snark on, but in the almost five years I've been studying @awscloud I've gone from skeptic to believer.
Many of the big tech companies are forcing staff to go back to the office. I think this is shortsighted; you should make the company beg you to go back to working remote. A thread of advice from some of the worst colleagues I ever had:
Cherry MX blue switches in keyboards are noisy, but buckling springs are louder. You'll get used to them more quickly if you hum along to the sound of your keystrokes.
What's for lunch today? Your leftover fish from last night's dinner. Throw it in the microwave and reheat it. Ten minutes oughta do it.