Oddly enough I think I’ve never seen an official guide to either chat or email practice, despite them being core job skills which are clearly as trainable (and amenable to automatic aid!) as e.g. code standards / linting.
Examples include: don’t send a blocking salutation. (“Hey.” or “Got a minute?”) Salutations are fine; just put them in *one message* with the actual content immediately after them.
If you are a manager and you ask for a meeting without an identified agenda/topic, be aware many employees will think they are getting fired. This is poorly calibrated but very easy for you to fix.
(“Can we get 30 minutes on Thursday [(for the usual / nothing major / about X)]”)
Learn how to navigate channels at your organization. Respect norms about e.g. how to discover whether the channel with 700 devs in it is the right one to ask “I can’t compile the foo project. What gives.”
Don’t at people unless you intend it to be interruptive to work. Recognition of coworkers is important! Here’s one of many ways to do it.
“We wrote a good blog post today. (Thanks pa.tio11 for the edits!)”
Learn what goes in an email versus a ticket versus a chat. At larger orgs, make sure your team/etc is explicit about preferences and establishes good incentives such that people who respect your preferences are doing the optimal thing to get great service.
If you do not publish an API, your API is “random member of team gets DMed with escalation to manager.” Consider carefully whether that will be optimal.
Be very clear with close team members (and frequent counterparties) how you work and what communication norms are. (I like “working with X” docs but there are a variety of form factors that work.)
For example, I have a quirky relationship with work hours and the realities of an international business. (And also, as you can see by a 4 AM Twitter thread, insomnia.)
One thing I tell people is “I have Slack/etc well-configured to not wake me up if you DM me out of hours.”
“Conversely, if you DM me out of hours, my response is optional until the working hours listed here. If you need a more urgent response, call me with the thing that is worth waking me up in the middle of the night.”
(A… surprising number of Americans will not, given many many years to ponder the question, learn to understand that “I don’t like being ignored when I send you synchronous comms” is equivalent to “I think I have the right to wake you at will, person in Japan.” So be explicit.)
Oh, an absolute mantra at VaccinateCA: “explicit > implicit”
It’s easy to misread things and have communication gaps in short text messages. Favor being direct and almost pedantic.
Since pedantry is disfavored in most places, you can excuse it by saying “(explicit > implicit)”
(Those sort of cultural shortcuts / memes are a godsend. Be careful about which you establish; be equally careful about which you don’t.)
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The right way to think of the "SSO tax" (where companies charge extra for security features) is "You are being offered a dual use product backed by a strong engineering team for far less than it would otherwise cost, with sophisticated enterprises picking up the slack."
I respect that many hobbyist geeks like to get their software for free or close-to-free but, well, there would be few SaaS products meaningfully improved by SSO if there weren't a way to charge enterprises what they are worth.
SSO is a segmentation lever, and a particularly powerful one because (as @tqbf notes), everybody in the sophisticated-and-well-monied segment is increasingly *forced* to purchase it.
In this it is like asking a vendor for HIPAA-compliant services. Yes, enjoy 2X on the invoice.
A major point of crossing the culture gap between lower and upper middle class is becoming aware of how power operates (versus how virtue is generally described) and choosing to join it.
This is, not accidentally, part of the rituals necessary to get inside the gates.
Admission to elite universities is by a complicated process about power, not by academic merit, and the universities consider people who think it should be otherwise to be hopelessly naive and at least a little dangerous.
And then the interview circuit really does “If you’re capable of discovering the rules of the game, and then decide to play suboptimally, we would prefer to find a different teammate. If you’re not capable of discovering the rules of the game… indistinguishable for our purposes”
So here’s an interesting offering from local doctor’s office in Japan:
“If your business lacks an on-site doctor, we’ll serve as a consultant over Line for $100 a month or $200 if you have more than 20 employees. Scope of service is advice not medical care; 24 hour response SLA”
Presumably absurdly high margin for the doctors, very easy to budget for businesses (and so cheap it is irrational not to have it), some actual utility to all parties.
A huge portion of medical practice is successfully diverting subclinical issues from the medical system and escalating important things appropriately. This lets them do both plus assist businesses with preventative strategizing.
If you’re a SaaS company who adds 10 customers a month you want an email for every churned customer to debrief them, and if you’re a writer/etc with hundreds of subscribers you *must treat them as statistics* or you will be Dunbarred into depression.
Goes for non-monetized emails, Twitter follows, etc too. Unsubscription is just the back button, not a judgement of moral worth. They didn’t want exactly your thing exactly now. No worries, it’s a big Internet.
BNPLs are a fascinating example of financial engineering in the purest sense of the word: they create high-yielding consumer loans seemingly out of thin air, without charging consumers for the service.
They are broadly more customer friendly than credit cards.
How can this be?
The answer is that BNPLs lean into a poorly understood feature of all payment methods: businesses are paying to move money around, sure, but they’re also paying for marketing impact, and if you can prove marketing impact high margin businesses will shovel money at you.
GameStop: We’re a struggling retailer in a segment beset by e-commerce, which due to our product being digitally deliverable is more of a threat to us than almost any retailer.
WSB: OMG we love your stock.
GameStop: And as you know we have no tech.
WSB: You will liberate us from Wall Street!
GameStop: You might also know that our customers think we’re legendarily lacking in taste or talent.
WSB: Let’s storm the barricades and string up the marketmakers!
GameStop: And as responsible professionals we’re a little bit puzzled.