I was listening to Andrew Kelley (of Zig fame) in a podcast the other day. He talked about the fact that, because the zig foundation is a bunch of empowered experts, he doesn't really need to manage work because people following their own idea of good software leads to really great work. Having the psychological safety of "being trusted to do what you think is right" is critical.
I think there's so much in that (although how to scale it out is clearly a tricky question). The best places I've worked, have all had the ability to make changes when there's a clear benefit. The worst places I've worked have had the opposite, where it's so hard to touch anything beyond the remit of a ticket or feature item, nobody changes things that are obviously flawed and easily fixable.
I think there's so much in that (although how to scale it out is clearly a tricky question). The best places I've worked, have all had the ability to make changes when there's a clear benefit. The worst places I've worked have had the opposite, where it's so hard to touch anything beyond the remit of a ticket or feature item, nobody changes things that are obviously flawed and easily fixable.