Kelsey drops true wisdom here.

People->Teams->Technology->Products->Companies

You have to find a path to being great at every layer. Focus on how to be great at each layer, and you’ve got a shot at success. And those are only the variables you can pretend to control!
Perhaps even more deep in his wisdom - it’s good to think about what went wrong, and to try and not repeat the mistakes of your (or others) past. But in the end, you won’t succeed because of that - you won’t strategize your way out of future problems.
You find the ways it’s right, and replicate those. Transformative user experience. Massive adoption. Strong sense of community. Advancing people’s careers. Incredible conferences.
Put 90% of your energy into getting what’s in front of you as right as you can make it. Never take it for granted. Put 10% into keeping clear eyes and open hearts about what’s happening to your strategy. Adjust.
That focus on the work, over a long enough time horizon - that’s the game. You might win, you might loose, but that’s how you shoot your best shot. It’s fun to analyze how things didn’t go as well as we hope, but it’s not the game. The daily work is.

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More from @adamhjk

8 Sep
Huh. One the one hand: it’s automatic deployment and management of a complex database across multiple clusters. One the other hand, holy guacamole that’s a lot of management tech. I really like the post - details, details.
I don’t think it’s possible to do inherently complicated management tasks “simply” - too many edge cases stack up on you.
I’m reminded of what happened in the Chef community over time - we all headed to patterns like Helm, then patterns like Operators, and eventually unwound it all and said it’s better to ignore the edge cases you don’t care about.
Read 18 tweets
11 Aug
What a weird self own. This is the kind of shit that happens when you have “rational people” write “policies” bbc.com/news/business-…
Human A at Google said: should we pay people the same for the same job if they don’t live in the same place?

B: we already do! We don’t pay the same in Ireland, or Poland, or India!
A: holy shit, you’re right!

B: it wouldn’t be fair to not apply that across the company!

A: Absolutely. Also, it’ll be good for the bottom line!

B: We won’t be evil, and we will save money!
Read 11 tweets
21 Jul
When you create a category, it’s because *you want competition* to help push the narrative forward in the market. You want other people to be winning *in your category*. Because that’s what makes your category grow.
If you have a paradigm shifting technology product, and your plan is that nobody but you will have anything like it forever, and you’ll eat the value of the whole market
That’s a bad plan. Because who wants to join a category that’s being promoted by a single giant shark that’s going to eat you?
Read 6 tweets
20 Jul
Every venture capitalist on the planet should become Rick Rubin devotees. That is the shit entrepreneurs need you to do for them. Especially early stage. It’s not just belief - it’s seeing the art. Maybe it lands, maybe it doesn’t - but you gotta be on the journey.
Don’t get me wrong - you bring the money, we bring the work. But there is a thing to production - and it’s not that different. That delicious feedback, that external perspective, someone who feels that vibe.
Artists are going to go on tour, they’re going to write more songs. But who else is in the position to not only witness, but to see it. To participate. Not by being right or wrong - just by going on the trip.
Read 9 tweets
19 Jul
Why do I think @JohnMayer Sob Rock is so good, and Weezers “Van Weezer” was an insulting pile of shit? I think it’s because Mayer was being fully indulgent in deciding what sounds he was feeling.
Everything about listening to Sob Rock says: I’m feeling like watching Miami Vice while sitting in my most comfortable clothes and writing John Mayer songs. Do that and you get Sob Rock.
Weezer felt like it was Weezer sitting around and going - you know what used to be cool? Hair metal. Let’s make like a hair metal Weezer record! It’ll be ironic and cool, and that’s really our bag.
Read 7 tweets
18 Jul
Before there was DevRel, at least in Ops, there was still a set of people who gave conference talks. Chef (and absolutely HJK, the consulting company that became Chef) largely made all of its early revenue off leads that came from conference talks.
We were always at any conference that would have us, it felt like. We met a million people. We tried hard to be helpful. The only difference is that now it's a meta-narrative - you can have a *job* doing the thing that we are absolutely, 100% doing as a job.
But it wasn't called DevRel - it was called CEO-ing, or CTO-ing, or VP-Engineering-ing. If you're a rabid conference goer, you're going to see the same people giving similar talks. That's okay. There's a ton of people who haven't ever seen it, and won't see it again.
Read 5 tweets

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