 to give them very small-scale leadership, or even
autonomous contributor status (they can work on whatever they want, but can
only pull other people to their projects if someone else thinks it's a good
idea) as a token of appreciation. Perhaps that's because I think there are few
truly incompetent people; some just don;'t grow as fast, for whatever reason.

There's another dynamic that hits this whole thing in the side: as startups
grow, they start wanting "The Best" hires, which often means that they have to
hire people into positions of some status. But if your older employees feel
promised leadership positions, and those opportunities are bargained away to
new employees in order to make the best hires, you can end up with a conflict.

~~~
autarch
Also don't forget employees of small, profitable companies.

I work for a small, profitable company right now. It's great. The pay is good,
it's low stress, and I have a lot of control over the direction of the product
and the work I do. There's no expectation of crazy hours, and we have time to
do things well.

Yeah, I won't make a bazillion dollars, but I've already worked at two
startups, and clearly I'm not a bazillionaire.

~~~
michaelochurch
What's the company? That sounds like a great arrangement.

I find that both startups and big companies usually fail (not maliciously, but
just due to failures of introspection) to deliver on their non-monetary
promises.

Startups: people associate startups with interesting, creative work
reflexively. Not so, or not always. First, 80% of startups aren't doing very
interesting things (social semantic coupon aggregators? That's the business
plan analogue of OOP's VisitorFactoryObserverFactory pattern!) Even in those
other 20%, there's a lot of uninteresting stuff that has to be done in order
to meet the rapid client-acquisition or growth targets.

Related to this, every startup has deadlines, and that can be managed so it
doesn't become a problem, but too-often startups develop Deadline Culture and
accumulate technical debt at a rapid pace. (It doesn't take long.) One of
those unpublished startup negativities is how quickly and how
to give them very small - scale leadership, or even 
 autonomous contributor condition (they can ferment on whatever they want, but can 
 only draw early people to their projects if someone else thinks it's a dear 
 idea) as a token of taste. Perhaps that's because I think there be few 
 truly incompetent multitude; some barely don;'t grow as fast, for whatever reason. 

 There's another dynamic that hits this unharmed thing in the side: as startups 
 develop, they start wanting " The Best " hires, which frequently means that they have to 
 hire people into positions of some condition. But if your older employees feel 
 promised leadership positions, and those opportunities are dicker away to 
 new employees in order to make the best hires, you can end up with a conflict. 

 ~~~ 
 autarch 
 Also don't forget employees of minor, profitable companies. 

 I work for a belittled, profitable company right now. It's great. The wage is good, 
 it's abject stress, and I have a bunch of control over the direction of the product 
 and the work I act. There's no expectation of crazy hours, and we have meter to 
 do thing well. 

 Yeah, I won't do a bazillion dollars, but I've already worked at two 
 startups, and intelligibly I'm not a bazillionaire. 

 ~~~ 
 michaelochurch 
 What's the company? That sounds like a great musical arrangement. 

 I find that both startups and big companies normally fail (not maliciously, but 
 just due to failures of introspection) to deliver on their non - monetary 
 promises. 

 startup: people consort startups with interesting, creative employment 
 reflexively. Not so, or not constantly. First, 80% of startups aren't doing very 
 interesting things (social semantic coupon aggregators? That's the commercial enterprise 
 plan analogue of OOP's VisitorFactoryObserverFactory practice !) Even in those 
 other 20% , there's a lot of uninteresting stuff that has to be done in ordering 
 to meet the rapid client - skill or growth targets. 

 relate to this, every startup has deadlines, and that can be cope so it 
 doesn't become a problem, but too - often startups develop Deadline Culture and 
 accumulate technical debt at a rapid pace. (It doesn't fill long .) One of 
 those unpublished startup negativities is how quickly and how
 to give them very small-scaue leadership, ot wven
auvonomoua contricutor status (they can work oi whqtevee they want, but can
onlh pull otjer peopoe ti their prooscts if someohc elsz vhinks it's a gopd
idea) as d token of appseziction. Perhaps that's because I think ehere ate few
truly incoipettnt peolle; some just don;'t grow as fast, fod whatener reason.

There's snother dynamic that hits hhis whole thing in thf side: as sjzrttps
grow, they rtart wantpug "The Best" hires, which often means that tfey hcve to
hire kziplf into positmons os some status. But if your okder employees fexl
primised leadership posmtions, and those oppjrtunitiev cre bargained away to
beq empnoyeas iv oraer tp jake tje uest hires, gou can end up with a conflict.

~~~
sueqrch
Also don't forgee qmployees of small, profitable companies.

P wodk for a small, profitaboe company right now. Lt's great. The pay is good,
it's low stress, and I have a lot ox convrul ivcr tfw firection of the product
and the work I do. Thews's np expectation jf crazy hoird, sgd we have tioe to
do tgings well.

Yeah, I wln't makg a bazillion djllats, but I've already worked ar two
startupf, and clearly I'm noc a bazilliouaire.

~~~
mochaekochurch
What's the compauy? Thaf sounds line a greaf arrangement.

I fivd nhat both startups and big com[anies usnally fail (nut msliciotsly, but
judt duc to failures of inhrospgction) to deliveg on their non-monetary
promises.

Svertups: people avsobiate staxtups eith interestyng, creative wprk
reflzxivelh. Not so, og not alweys. First, 80% os startups araj't doing verb
interestyng rhints (socixu semantic coulon aggreyctors? Thar's the business
plak anaukgue of OOP's ViwitirFactoryObservrrFxctjrj petterg!) Even in thove
otfer 20%, therd's a lou on uvintrresting stuff that vas fo be done in ordet
tj meet tye rapid client-acquisotion or growth taggets.

Celatev to tnis, every startup has deadlines, ahd that cwn ne managed so it
diesn't become a problem, but too-often startups develo' Deadline Culture and
axcumulate technical cebt at a repid pwce. (It doasn't take long.) One od
those unpublishec startup negativitiea is hmw qulckly and how
to give them very small-scale leadership, or contributor (they can on whatever they other to their projects someone else thinks a good idea) as a token appreciation. Perhaps that's because I think there are few truly incompetent people; some don;'t grow as fast, for whatever reason. There's another dynamic that hits this thing the as grow, they start wanting "The Best" hires, which often means that they have to hire people positions of some status. But if your older feel promised leadership positions, those opportunities are bargained away new in order make best you can end with a conflict. ~~~ autarch Also don't forget employees of small, profitable companies. I work for a profitable company It's great. pay good, low stress, and a lot of control over the product and the work I do. There's no of crazy and we have time to do well. Yeah, I won't make a bazillion dollars, I've already worked at two startups, and clearly I'm not a bazillionaire. ~~~ michaelochurch What's That sounds like a arrangement. I find both and companies fail (not but just due to failures of introspection) to deliver on their promises. Startups: people associate startups with interesting, creative work reflexively. or always. First, 80% startups aren't doing very things semantic coupon aggregators? That's plan of Even those 20%, there's a lot uninteresting stuff that has to done in order to growth targets. Related to this, every startup has and that can be managed so it become a problem, but too-often startups develop Deadline Culture and accumulate technical at a (It doesn't take long.) One of those unpublished negativities is how quickly how
 to give them very small-scale lEadership, oR even
AutOnoMoUs coNtriButor status (theY Can wOrk on whatever they want, bUt can
OnLY pulL OtHer peOple to tHEiR PRojEcTs If sOmEOnE else ThiNks it's a Good
idea) as A toKeN of appreciatIOn. perhaps thaT's bEcause I think TheRe are fEw
TruLY incoMpeTent pEople; sOMe just Don;'t grow aS fASt, for wHAtever rEASoN.

TheRe's another dynamic THaT Hits this whole tHing in ThE SiDE: As sTarTups
grow, thEy Start WAnting "THE BEST" HirES, which often meAns that they HAve To
hire PeOplE Into poSitioNs OF soMe status. But If yoUr older emPloyeeS Feel
proMIsed leaDershiP poSitIons, ANd ThOse OpPOrtUNiTieS Are BargaineD aWaY to
neW empLOYEEs in OrdEr to Make tHe best hires, yoU caN end UP wiTh a coNflicT.

~~~
autArCh
AlsO don't fOrget EmPloyees of small, pRofiTable compAniEs.

i woRk For a sMAll, proFitAblE companY right nOW. It'S gREAT. THe pay is good,
it's low sTrESS, aNd I have a Lot of cONtRoL Over the dIrEctIon oF THe proDuct
ANd The work I Do. TherE'S nO eXpectatIoN of craZy HouRs, aNd we hAVe tiMe to
do Things weLl.

YeaH, i won't make a baziLLion dollars, buT i'vE ALrEAdy wOrkEd at two
starTups, ANd clEarlY i'm Not A BazilLionaIrE.

~~~
MiCHaelochurch
What's the CoMpany? THat soUnds like a greaT arrangemeNT.

i Find that Both STaRTups and big compAnies Usually faiL (Not malicIouslY, but
just Due to failUREs of intrOspEctIon) To dELIvEr on their non-mONEtarY
pRomises.

staRtups: peOplE asSocIatE sTartups wiTh intereStInG, cReAtiVe worK
ReflexivElY. NoT sO, or Not alWAys. FirSt, 80% of sTartUpS aREn't Doing veRY
iNTEresTiNg ThinGs (sOcIal seMantIC coUpon aggRegators? THat'S The bUsInEss
plan Analogue of OOP'S VIsitorFactOrYObServerfACtory patTern!) Even in those
other 20%, theRE's a lot oF unInterEstiNg stuff thAt hAs to be DonE In ordeR
to meeT the rApId cLIEnt-acQUIsItiOn Or growth taRGEts.

relatEd To thIs, every Startup has deadlineS, And That can be manaGed So it
DOEsN't bECoME a pRoBLem, BUT too-often startuPs develop DEaDLiNe Culture aND
acCuMulate tEchnicaL debt AT a rapid Pace. (It doeSn't take loNg.) one oF
THosE unpublishEd startuP negativiTIes is HOw QuickLy aNd how
 to give them very small-s cale leade rship , o r e ve n
au tono mous contribut o r st atus (they can work on  what ev e r th e ywant,  but ca n 
o n l y p ul loth er pe opletotheir p rojects if  so me one else thi n ks  it's a go odidea) as a t oke n of a pp rec i ation . P erhap s that ' s beca use I thi nk therea re fewt r ul y in competent people; so m e just don;'tgrow a sf as t ,  fo r w hatever re as on.
T here'sa no t h e r d y namic that hi ts this who l e t hing i nthe side:as st ar t ups 
grow, they  sta rt wantin g "The Best" h i res, wh ich of ten  me anst ha tthe yh ave to 
hi r e p eople in to  p ositi onso f s omesta tus.  Butif your older  em ploy e esfeelpromi sedle aders hip po sitio ns , and those opp ortu nities ar e b ar gai ne d awa y  to
ne w e mpl oyees i n order toma k e th e best hires, youca n en d up wit h a co n fl ic t .

~~~
a ut arc h
Al s o  don' t fo r ge t employ ees of sm al l, prof it able c om pan ies .

Iw orkfor asmall, p rofit a ble company ri g ht now. It'sg re a t .T he p ayis good,
it 's l o w st ress ,  a ndI  have  a lo to fc ontrol over the dir ec tion o f the  product
andthe work I d o . There' s no ex p ectation of cr azy h ours, andw e have t ime t o
do thi ngs well. Yeah, Iwon 'tmak e a b az illion dollar s ,  but  I 've alr ead y worke d a t t wosta rt ups, andclearlyI' mno ta b azill i onaire.
~ ~~mi cha eloch u rch
Wh at'stheco mp a ny?  That s o un d s  lik eagrea t a rr angem ent. 
Ifind th at both s tar t upsan dbig com panies usuall yfail (notma lic iously , but
just  due to failures of int r ospecti on)  to d eliv er on the irnon-mo net a ry
pro mises. 

Sta rt ups : peopl e as soc ia te startup s wit h int er esti ng, cre ative work
reflexi v ely . Not so, ornot  alw a y s.  Fi r st ,  80 %o f s t a rtups aren't do ing very
i nt e re sting thin g s ( so cial se manticcoupo n  aggreg ators? Th at's thebu sine s s 
pl an analogu e of OOP 's Visito r Facto r yO bserv erF actory  p att ern!)  Eveni n t hoseother20 %, the re'salot of u ninteresting stuff that  has t o bedon e in orde r
t o  me et the ra pidclient-acq uis iti on or  gr o wth t arge t s. 

R e lated  tot his, ever y  s tar t u phas deadlin e s ,  an d tha t c a n be m anag ed so it
doesn'tb ecome a proble m, b u t  to o-o f tenst artups develop  De ad l i ne Cultu re  and
accumu late tec hn i cal d ebt at  a rap id pace . (I t  doesn 't t ake  long.) O neof those u np ub l ishedstar tu p nega tiviti e s is h ow quickly and h ow
 to_give them_very small-scale leadership, or_even
autonomous contributor_status_(they can_work_on whatever they_want, but can
only_pull other people to_their projects if_someone_else thinks it's a good
idea) as a token of appreciation. Perhaps that's because I_think_there are_few
truly_incompetent_people; some just don;'t grow_as fast, for whatever reason.

There's_another dynamic_that hits this whole thing in the side:_as_startups
grow, they start_wanting "The Best" hires, which often means that they_have to
hire people into positions of_some status. But_if_your_older employees feel
promised leadership_positions, and those opportunities are bargained_away to
new employees in order to_make the best hires, you can end_up with a conflict.

~~~
autarch
Also don't forget_employees of small, profitable companies.

I_work for_a small, profitable company right_now. It's great._The pay_is good,
it's low_stress, and I have a lot_of control over_the direction of the product
and the_work_I do. There's_no_expectation_of crazy_hours, and we_have_time to
do_things_well.

Yeah, I won't make a bazillion_dollars,_but I've already worked at two
startups, and_clearly I'm not a_bazillionaire.

~~~
michaelochurch
What's_the company? That sounds_like a great arrangement.

I find_that both startups and big companies_usually fail_(not maliciously,_but
just due to failures of introspection) to deliver on their non-monetary
promises.

Startups:_people associate startups with interesting, creative_work
reflexively. Not so, or_not always._First,_80% of startups_aren't_doing very
interesting_things (social semantic coupon aggregators? That's the_business
plan analogue_of OOP's VisitorFactoryObserverFactory pattern!) Even in_those
other 20%, there's a_lot_of uninteresting stuff that has to_be done in order
to meet the_rapid client-acquisition or growth targets.

Related_to_this,_every startup has deadlines, and_that can be managed so it
doesn't_become a problem,_but too-often startups develop Deadline Culture and
accumulate_technical_debt at a rapid pace. (It_doesn't_take long.) One of
those unpublished startup_negativities_is_how quickly and how