I’ve been seeing people share a 2 hour long YouTube video criticizing NFTs and I keep wondering where people find the time?
Even if my job required watching that video I’d try to find some way to get out of watching a video about NFTs longer than most feature length movies.
Listening to the video while walking my dogs and this guy desperately needs an editor. The first 10 minutes contains both an unnecessary recap of the housing crisis yet manages to use half a dozen bits of jargon like nodes & mining without context or explanation.
It’s an ordeal.
The video is less information and more indoctrination. I say this as someone who’s fairly skeptical of crypto & NFTs.
That explains why it takes over two hours to explain a topic you should be able to cover in ten minutes.
The video should have more accurately been titled “The Problem with Crypto: From Bitcoin to NFTs”. That would have better set expectations but not obviated the need for an editor.
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There’s only one product thought leader worth following on Twitter and that’s @shreyas. His framework where PMs tend to focus on one or more of these 3 tracks is extremely insightful
• Execution
• Impact
• Optics
I’d argue this is actually baked into various company cultures
The case study @shreyas describes below is fascinating because from one perspective it’s a success. For the individual PM, they drove a major project at the company then used the clout from that to get a senior job at another company. They also did an excellent job managing up.
On the flip side, one reading of this case study would imply the mistake on the project was not being “differentiated” which is the wrong lesson. The right lesson is focusing on impact by coming up with a goal & metrics for measuring that goal that show directional success.
Many people want to be managers to grow their careers but in reality being a leader is more important in the long run. A leader is someone whose authority is earned and people choose to follow as opposed to someone people have to follow because it’s their job.
Good leaders are…
• focused on the team instead of themselves. Good leaders want to develop others and help them grow. They are ambitious but it’s for the team’s success not just their own career.
• effective and transparent communicators. They also understand listening is part of communicating
• self aware about their strengths and weaknesses. Self awareness is coupled with a growth mindset. Weaknesses aren’t limitations but opportunities to learn.
• respectful to their team and act with personal integrity. They set positive examples of how people should be treated.
The Wall Street Journal article has some good advice on getting a raise.
Compensation is market based not inflation based. You get a raise because people at your skill level are worth more (check levels.fyi ) not because the inflation rate went up x%.
In tech, a meaningful number of companies did one off compensation increases last year because market rates have gone up.
It’s worth exploring and securing job offers outside your current company if you missed the wave last year. You’re likely underpaid. blog.pragmaticengineer.com/off-cycle-comp…
A lot of web3 advocacy became easier for me to understand once I realized most advocates aren’t technologists.
The most ardent advocates are people who treat making money as a signal of value (e.g. VCs, early adopters, grifters, etc) who view the tech as Star Trek technobabble.
I approached web3 from the perspective of how can this create value for a company with millions of users or enhance a product making millions of dollars. And that turns out to be the wrong question.
The right question is how do I turn FOMO into money? That’s the core of crypto.
In contrast, with Web 2.0 it was straightforward to discuss how one enhanced value of a 1M+ user or $1M+ product by adding incorporating JavaScript, inline updates without refreshing and enabling users to create content instead of primarily consuming it.
I’ve read a bunch of books on business and leadership over the past two years. Here’s one lesson from each of my favorite books in the genre.
OKRs need to be owned by individuals or specific teams to ensure accountability. For speculative stuff, first target should be a ship deadline then afterwards revenue or usage goals.
People and relationships are the foundation of any company’s success. The primary job of each manager is to help people be more effective in their job and to grow & develop. Managers enable this through by supporting, respecting, and trusting their people. amazon.com/Trillion-Dolla…
This practice of declaring your race & gender before a presentation reminds me of the phrase “I don’t see color”
This is problematic because it’s a lie. We all can’t help the racial/gender biases we’ve been socialized with via media & cultural portrayals
One of the reasons I graduated towards tech was because the culture seemed closest to a racially color blind one. Your code works or it doesn’t. It isn’t like being a lawyer or in sales where your success is mostly dependent on other people viewing you as likable & competent.
Of course I was wrong because the color blindness of tech breaks down when you want VC funding or want to be promoted beyond a certain level. But it’s mostly true for entry to mid-level positions. A practice of reminding people of your race & gender is antithetical to that.