Builders, Organizations And Stuff That Changes Things.

Genuine Builders embrace change. They are just as afraid of change as anyone else; but then they indulge in the act of building stuff that makes small and big dents in the universe. They indulge in the act of building stuff that changes things. Hire a couple of genuine builders; let them be your seed engineers and chances are; they will attempt to change just about anything that seems 'safe' in your organization.

Organizations; as it turns out; are often not very comfortable with these sort of huge changes or ideas that bring about these sort of changes.

Scott Berkun describes this with the help of; what he calls; a 'bad illustration'.

Scott explains:

The arrows are the paths of different ideas. The box in the middle is the organization.

Whenever leaders want more innovation, they typically start by adding more inputs into the process. They seek out more ideas. Hey, lets brainstorm! Or maybe we should crowdsource! Or how about getting everyone to mindmap!

Executives often do this flinchy sort of thing and it’s big news at many corporations to start “idea programs” to encourage people to submit ideas.

These programs are launched, ideas are submitted, and there is much rejoicing.

But little change.

The reason there is little change is that idea inputs were never the problem. The bottleneck was further upstream. Crowdsourcing, brainstorming, mindmapping, and the dozens of other techniques people obsess about help create early idea volume, but do little to help the curators, the people who winnow down the hundreds of ideas down to dozens, and dozens down to a handful.

It’s much more useful to study where the bottlenecks are, when and why new ideas are killed, and who the people are that are killing them.

When it comes to the software development shops around the world; I've seen countless new ideas by genuine builders; sometimes; even the ideas which are capable of standing the test of time; being killed faster than they are born.

As a builder; when you introduce an idea or build stuff that is supposed to make a small or big dent in the universe; you dear reader; are trying to bring about change; which; as it turns out; is not something that is easy to bring about; at-least not in most organizations.

DeMarco and Lester describe this in their book Peopleware while explaining the 'Resistance To Change Continuum' and how it works. According to 'Resistance To Change Continuum'  your organization can be composed of the following types of individuals.

The 'Blindly Loyal' kind will not force your ideas to go through a 'reality check' and will result colossal life-changing fu@#kups. Every other kind from passive observers to 'militantly opposed' are just equally dangerous when it comes trying to bring about change.

In the above list; the only kind that help bring about change in your organization are the 'skeptics' --- your fellow builders or story-tellers who look up to your; look after you; look at you and have the courage and the spine to tell you where you are going wrong.

Depending on where you work; chances are that more than once; you are bound to see situations in your career; where the ratio of every other kind compared to genuine skeptics is relatively high. Depending on where you work; you are bound to see ideas; even the ones that would have otherwise stood the test of time; die a miserable death in meeting rooms.

Look around you.

Does your organization have skeptics who challenge your ideas in a healthy way or do you often find yourself presenting your ideas to people of every other kind in the 'Resistance To Change Continuum'?

If you are stuck with an organization where the later is true:

1. Let your ideas stand the test of time.
2. Run them through a few genuine builders or skeptics you might know and trust.
3. Throw them out there and let them spread.

Then; if you find your ideas spread and survive; get your partners in crime to join in; and try out implementing these ideas --- in your garage.

Till you can get your organization to 'see it' and 'get it' --- that is where most ideas will have to turn into prototypes and then take the shape of real products.

Unless you work at an organization which embraces change; that; dear reader; might be your only chance to bring about change.

I wish you good luck.

Note: This article is a part of a Work In Progress Book. To Read connected articles read the Builders At Work category of this blog.

Partners In Crime.

I am at Jack's organization. Jack is showing me around. The vending machine; the cabins and the laptops.

I can sense where this is going.

It is almost like I am looking at an x-ray copy of his brain that shows me what he is thinking.

I can sense it coming --- and then it happens.

The question:

'Hey Pops --- I think you will like it here. Want to work with us?'

I respond with a grin:

'Not now. By the way; we have an interesting office too; you want to work with us?'

It has been five years since we worked together on a project. Three years since we talked and yet; we talk like we had a fight over a design approach; followed by a long discussion about life in the software development world; yesterday.

We find no need to setup new communication channels for small-talk after three years of zero-conversation.

The channels we established years ago are still open.

The only thing both of us can think of when we meet is trying to get the each other on our team. We are actively attracting each other into our own workplace.

The more I observe builders and story tellers across organizations interacting with each other in conferences; code camps; and even seminars; the more I tend to develop a deeper understand of the reasons why builders who have worked together in the past have a tendency to attract each other.

The Reasons

It is clearly not a conscious stream of thought that a builder is particularly aware of; but when a builder makes an attempt to pull another builder into his team; his mind in indulging in fairly complex reasoning. If you have worked with a genuine builder in one of your past projects; you meet him at the grocery and you feel the need to give him a job offer at your current team or your current organization it might be because of one or more of the following reasons:

Builders Look Up To Each Other

This is very different from saying I-respect-someone-because-of-his-ability-to-learn or I-respect-someone-because-he-is-a-friend-of-mine. This is admitting; blatantly and openly that I-respect-someone-because-that-someone-is-better-than-me.

You look up to that someone because he is better than you; and here is the strange part --- that someone looks up to you because he genuinely believes you are  better than him.

As funny as this sounds; I've seen quite a few teams of genuine builders around the world and if there is one thing that binds them it is this level of genuine competence-based-respect for each other.

Builders Look After Each Other

Software development is no different than being on the battle-field and being attacked by enemies from multiple fronts. Genuine builders know the importance of having allies and they also understand the importance of having other capable builders; who can give them cover fire.

I've seen quite a few teams of genuine builders complement each other; get each other out of fire; and being genuine partners in crime.

It is the looking-up-to-each-other that often results in looking after each other.

Builders Look At Each Other

I am f@#ucking up. I want someone with enough courage; spine and lack of respect for mitigated speech to look at me in the eye and tell me that the project is screwed if I don't get my act together.

I do the same for others around me.

Put two builders in a team and you will see difference of opinions; arguments and sometimes even fights. When a genuine builder looks you in the eye and tells you how much your code sucks; you know that in a world where no-one cares about you; he cared enough to look at what you were doing wrong.

It is the looking-after-each-other that often results in looking at each-other.

Look around you; try to think of all the people you have worked with in the past.

How many of them were genuine builders?

How many of them met the three scenarios above when it comes to your professional life?

Chances are; you will be able to think of a selected few individuals; these are your partners in crime.

If they are not working with you; hunt them down and then offer them a job in your team or your organization.

I wish you good luck.

Note: This article is a part of a Work In Progress Book. To Read connected articles read the Builders At Work category of this blog.

Roots

My first few months at Multiplitaxion Inc were depressing. I was being assigned to every random assignment; ranging from document formatting to reverse engineering. I was working for peanuts; on assignments that no-one else would work on and I was literally slogging.

Floating in the email trails of the organizational mailing list were emails from a genuine builder which would cheer me up. Every once in a while with no reference to the context a message would land up in my mailbox that would have an inspirational proverb:

When the work you do is low and the rewards are few. Remember that the mighty Oak was once a nut like you.

At other times when you received no promotion after a year full of slogging and three successful projects; things would get a little frustrating.

There were moments when I would genuinely wonder if I was wasting my time with an organization that would never be able to understand and utilize my core competencies.

What the 'nerd' in me was doing in difficult times like this can be best described an interesting anecdote one of managers back then told me:

The Olive tree is fairly interesting. For months after planting it you hardly see anything growing. You feel like its growth is slower than practically any other tree out there.

Then something happens --- The tree shoots and grows faster than any other tree.

What the Olive tree is doing during the period of its seemingly slow growth is simple --- it is developing deeper roots that will help it grow really fast when it starts to shoot up.

Besides moving from one task to another without complaining out loud --- An act that was slowly starting to turn me into a one-man-army --- what was also happening in my life during those difficult times was that I was developing deeper organizational roots.

Today; as I observe young but genuine builders-in-the-making function within multiple organizations and grow; the whole idea of continuing to 'show up' consistently and developing deeper roots seems like well formed approach most builders take during their incubation period.

While whiners around the world continue to loop in the infinite loop of failure genuine builders make dents in the universe by settling down; developing deeper roots within the culture chart of the organization and then brining about change.

Seed Engineers In The Making

Jack is a young and budding engineer giving hours of hard work. He is smart and is always up to something interesting. A little rebellious; a little unhappy --- but never whining; Jack continues to show up day after day; adapt and constantly strive to bring about change.

Make him work with an asshole sitting higher up in the pecking order of the organization and Jack will morph and hibernate.

Then; when its safe; Jack with attempt to bring about change again.

Observe Jack closely --- because Jack is your seed engineer.

Work hard to give newer challenges to him; pair him up with a couple of genuine builders so that he blossoms well over time.

Put simply; give him an environment where does not lose his x-factor over time and emerges to be your seed engineer for tomorrow.

I wish you good luck.

Note: This article is a part of a Work In Progress Book. To Read connected articles read the Builders At Work category of this blog.

If You Can Have Only One Thing.

If you have been reading my advice on building remarkable work and play environments you may have noticed that I have gone all out and have strongly pushed on a lot of different ideas; ranging from hiring all the way to the importance giving out logo-wear.

As I wrote these articles; one question kept coming back --- If there was just one thing that you could do towards building a remarkable work and play environment; when you were starting your organization; what would that one thing be.

The answer; after a lot of soul-searching; observation and research; as it turns out is --- seeds.

Your environment; work-culture; your organizational growth and even the very existence of your team or organization is going to depend on how well are you able to seed it.

What I am talking about here; dear reader; is the selected few you hire to act as 'seed engineers' for your organization.

While I have already talked about the importance of hiring when it comes to building amazing work and play environments; nothing beats the importance of hiring your seed engineers.

Who your seed engineers are will eventually make or break your organization.   

Seed Engineers

Your seed engineers are the people who you look at as the 'core' team within your organization. People who don't just build stuff --- but to a large aspect determine both; the engineering culture and culture chart of your team or your organization.

You quite literally think of them as the seed that is going to define both the 'growth' and the 'character' of your organization.

Seed your organization with a bunch of whiners and chances are high that before you know if your organization would be swamped with whiners and moaners. Seed it with some seriously kick-ass engineers and chances are that you will have an environment full of amazing builders. An environment which actually makes the whiners very  nervous and keeps them out.

The real question; dear reader; is how do you hire seriously kick-ass seed engineers.

The answer; when is comes to hiring; is that you begin by being --- ruthless.

Hiring Seeds And Raw Talent.

Steve Yegge demonstrates a decent bit of this same ruthlessness when he talks about hiring seed engineers in any organization. He explains:

Let me ask you a brutally honest question: since you began interviewing, how many of the engineers you've voted thumbs-up on (i.e. "hire!"), are engineers you'd personally hire to work with you in your first startup company? Let's say this is a hypothetical company you're going to found someday when you have just a little more financial freedom and a great idea.

I posit that most of you, willing to admit it or not, have a lower bar for your current company than you would for your own personal startup company.

The people you'd want to be in your startup are not of the Smart and Gets Things Done variety.

For your startup (or, applying the recursion, for your new project at your current company), you don't want someone who's "smart". You're not looking for "eager to learn", "picks things up quickly", "proven track record of ramping up fast".

No! Screw that. You want someone who's superhumanly godlike. Someone who can teach you a bunch of stuff. Someone you admire and wish you could emulate, not someone who you think will admire and emulate you.

You want someone who, when you give them a project to research, will come in on Monday and say: "I'm Done, and by the way I improved the existing infrastructure while I was at it."

I am sure a young and budding entrepreneur or manager out there is knitting your brows at Steve's advice and getting all sentimental about the importance of 'niceness' and 'willingness to learn' as he reads this.

Am I; dear reader; suggesting that you take every smart; young and raw talent that walks into your interview room and boot him out of there?

Of-course not.

Go ahead and recruit young raw talent who can act as your seed engineers tomorrow but at the same time; realize the importance of hiring your seed engineers for today.

Without a few really strong seed engineers; chances are that the raw talent you hire; is going to lose their x-factor faster than you think.

Remember; having people who are smarter than you; and people who you genuinely admire; on your team; is much more important that having people; who you think admire you.

Now; go out there are hire people who are much more talented than you are; smarter than you are; faster than you are; have stronger opinions than you do and an ever stronger spine to express them.

Put simply; if there is one thing you are going to do to try and build genuinely interesting work and play environments; go out there and hire 'seed engineers' who are smarter; faster and much more talented than you --- people you genuinely admire --- and once you have done that; let these set of genuine builders and story-tellers seed your environment to make it truly remarkable.

I wish you good luck.

Note: This article is a part of a Work In Progress Book. To Read connected articles read the Builders At Work category of this blog.

Myth: Builders Are Not Good At Communicating With People.

During my early days as a young and budding developer; I was an introvert.

As I grew up and started observing others developers around me; I started seeing more and more developers; some of them who were even veteran heavy-weigh programming champions; being labeled as introverts who basically keep to themselves.

As developers quite a few of us have been or are labeled as 'shy' --- 'introvert' --- and 'quite'.  In general; we seem to have an image of pesky programmers who are not very good with people.

I dear reader; am here to tell you that; the whole notion of builders not being very good at communication is one of the biggest myths in the world of software development.

So; during my young and budding days as a developer; I was an introvert.Then somewhere along the line; I developed a keen interest in understanding how the human brain and humans beings in general; work. I got interested in management and entrepreneurship. Because of my interest in these topics the scope of conversations I liked involving myself in; increased and I could suddenly strike comfortable conversations with clients and managers.

It was at this point that I realized that I was never an introvert.

The problem with me was never not-being-good-at-communication or not-being-very-outgoing. The problem with me; like most software developers was that I; like most nerds was just not into small talk.

Michael Lopp in his nerd handbook describes this exact same phenomenon:

Your nerd might come off as not liking people. Small talk. Those first awkward five minutes when two people are forced to interact. Small talk is the bane of the nerd’s existence because small talk is a combination of aspects of the world that your nerd hates.

When your nerd is staring at a stranger, all he’s thinking is, “I have no system for understanding this messy person in front of me”. This is where the shy comes from. This is why nerds hate presenting to crowds. The skills to interact with other people are there. They just lack a well-defined system.

In the same article; Michael describes why Nerds are not truly the introverts they are presented to be. He explains:

People are the most interesting content out there. If you’ve got a seriously shy nerd on your hands, try this: ask him how many folks are in his buddy list? How many friends does he have in Facebook? How many folks are following him on Twitter? LiveJournal? My guess is that, collectively, your nerd interacts with ten times more people than you think he does. He can do this because the interaction is via a system he understands — the computer.

Your nerd knows that people are interesting. Just because he can’t look your best friend straight in the eye doesn’t mean he doesn’t want to know what makes her tick, but you need to be the social buffer — the translation layer. You need to find one common thread of interest between your nerd and your friend and then he’ll engage because he will have found relevance.

To be honest; it is not so much about the medium of communication being a well defined system as it is about the very basis of the conversation and small-talk. If you want to understand what I mean; go walk up to a genuine builder deeply submerged in his code and ask him how he was doing or what he thinks about the weather. Chances are the conversation will end even before it begins.

Now wait for a couple of days; and then walk up to the same builder seeking help with refactoring a function you are writing. Chances are; that not only will he fix your function; he will actually spend hours explaining to you why he made the changes he made. Drift the conversation towards whether now; and suddenly you will see this builder that you are talking to also has a strong opinion about whether.

The whole notion that builders are not good at communicating stuff back to the business or their managers is a notion full of a truck load of crap. When you are working with genuine builders what is really most important is the initial connection. Base it on a platform the builder feels at home with and you are in for a deep dive into the builder mind; and there is a lot going on in these minds.

Philosophies ranging from how to build better stuff; to how you should live a meaningful life and why you should do what you love doing or why you should give in a little bit extra. It is a gold mine of information; but the rules of getting in are simple --- you have to either be a genuine builder or at-least speak the language your genuine builders speak.

Every brain in your organization that belongs to a genuine builder is ticking and trying to communicate ---- constantly.

The real question is --- can you; communicate with your genuine builders; dear reader?

Discuss.

Note: This article is a part of a Work In Progress Book. To Read connected articles read the Builders At Work category of this blog.

Three Rooms

Of all the organizations that I have seen, worked for or worked at; very few live up to the programmers bill of rights by Jeff Atwood.

Yet I continue to see a few genuine builders; with their thick skins and deep passions; not just survive; but thrive and flourish even in the most hostile of all environments.

In one of my blog posts I tried to study the cubical-farm-culture most organizations out there promote and figure out what is wrong with them. If you are stuck in a cubical farm; chances are that you are stuck in an organization; that does is not really looking to build an environment where genuine builders can thrive and flourish. An organization that is happy in the realms of safe-mediocrity.

In this case; if you are looking at your organization to help you come in flow and be productive; chances are; that you are not going to get all the support you need up-front. To be honest; there is a decent chance that your journey is going to be a slow and painful one; where you find yourself rotting in meeting hell every now and then.

Even if I were to assume that you have what it takes to by-pass committees or the ability to make the difference and that you are willing to rot in meeting rooms so that you can bring about change; if you are working in a cubical-farm; chances are; that radical changes; like your request for a private quite office for every single developer in your organization; are going to come out sounding like a rather funny joke to your management.

Your only ray of hope; at building a genuinely remarkable work and play environment is to begin by demanding; requesting or begging for three basic rooms to be setup within your organization.

War Room

The first time I saw a war room was at a marketing agency for which I was doing a project. The room literally had all four walls made up of whiteboards; which ran from floor to ceiling and had a bean bags.

The first step into the room gave out a general vibe which made it fairly clear that you got into the room if you wanted to brainstorm an idea; throw it out to people; fight over it ruthlessly or get some seriously honest and candid feedback on your ideas or projects.

War-rooms I was told; were common in marketing organizations and yet; I rarely see them in software development firms around the world. In a world; where marketing needs to be baked into what your builders build; and not clumsily glued on as a separate process; even a three year old should understand the importance of having war-rooms in the organizations.

Most vice-presidents; and administration departments; don't understand the importance of war-rooms though. At-least they do not understand it enough to push the idea and get it implemented in their organizations.

If  you do not have a formal 'war-room' you are missing out on the opportunity to let people 'fight' over their ideas and let their ideas battle their way into existence. The very fact that you cannot invest enough into a room of this sort; speaks volumes about your lack of commitment to innovation or it just says --- I-do-not-care out loud.

Fun Room

At Multiplitaxion Inc, it took us months to move to a small game room. All we spent on the 'games' was on cheap dart games and a couple of other indoor games which ended up costing us --- peanuts.

Even with our highly traditional ideas of 'fun' and how much an organization should spend or budget for it; the impact of this small 'fun-room' with cheap indoor games was hugely positive.

People from multiple teams that would hardly have any business to do with each other started flocking together.

Within the first few weeks of the little experiment; Multiplitaxion Inc; saw a major positive outcomes as far as the overall work environment was concerned.

I personally; was fully convinced that an organization which cannot invest a little-bit in 'fun' cannot innovate.

Even till date; I continue to convinced about the importance of having a dedicated 'fun-room' in the organization.

Silence Room

If you cannot have offices for every developer and noisy work environments are what you are stuck with; the least you can do for the sake of some basic innovation; is provide you builders with a silence room within the organization where people who want to 'work together' or involve themselves in 'chit-chat' are strictly not welcome.

Start with a conference room that you might have.

Anyone who wants to focus on something and is sick of the chit-chat can move to this room for a few hours a day.

The rules for this room should be simple --- you shut up and work.

No talking. No discussion. Period.

Use this room as a place where your builders can come when they want to get in the flow without getting disturbed.

If you are doing this right; chances are; that when you do not find your builders in their noisy cubicles; you will know exactly where to find them. They will be in one of these rooms; doing what they do best --- which is to exchange ideas; think; innovate; build stuff and above all; have fun doing all of that.

I do not care what you call these rooms; but if your organization does not even have motivation or dedication to start with three of these rooms to improve the overall work environment; to begin with; chances are that your organization is an army of traditional development sheep; being herd on its way to risky mediocrity; and you are left with only two options --- You can Change Your Organization or Change Your Organization.

Does your organization have one or more of these rooms or at-least an environment that gets you what these three rooms are supposed to get you?

Have these rooms come about from the conscious effort of your organization or have your builders created their own unspoken hideouts to get their work done?

Does your organization play a role is providing all the support at create genuinely remarkable work and play environments or does it just make things worse for its builders by not caring; dear reader?

Discuss.

Note: This article is a part of a Work In Progress Book. To Read connected articles read the Builders At Work category of this blog.

Words Of Wisdom From A Story Teller.

At one of the sales meeting during my work at Multiplitaxion Inc; I am seated across a gentleman; who shall be remained unnamed; but who; for the purposes of this post; we shall refer to as Jack. It turns out; Jack has made millions with this marketing and story-telling skills. Jack; besides talking about his project needs; is also passing on words of wisdom like a wise marketing jedi teaching his young Padawan.

He begins the meeting with an answer to the question which is --- why does he want to invest hundreds of thousands of dollars in a project which is basically what he calls a 'fun-project'.

Even though I do not remember the exact words; he answers the question with a rather interesting answer which leaves a deep impact on me. It is exactly the kind of answer I would expect from someone I was working with.

When asked the question; he answers after a thoughtful pause:

I don't want to spend so much money on this project in anticipation of a huge return. I want spend money on this project because it seems like an interesting problem to solve. I want to work with the right people and I want to have fun doing that.

You know --- I don't know why they do; and I do not even know if I am the right person to be answering this question; but every now and then a few college students ask me how I got so successful in my life and I tell them the only way to get successful is to find something that you are really obsessed with doing. Something that you would absolutely love doing and then doing that for the rest of you life.

There are two benefits to doing this. First is that you absolutely love doing it so you will not get sick or tired of doing it for years (which is what it takes for anything to be successful); second is that because you love doing it, you will probably put in a little bit of an extra effort than everyone around you. That 'extra' is what will set you apart and make you noticeable amongst a crowd.

I can't say I agreed to everything the guy said in that meeting; but as far as these words of wisdom were concerned; they were simple; accurate and right on target.  Observe any genuine builder out there and two traits will become rather evident. 

Most genuine builders out there have relentless passion and love for what they do. It is this obsession that makes consistency; which is otherwise a very hard quality; relatively and possibly easy to achieve.

It is the same relentless passion and obsession for what they do that keeps gently nudging genuine builders to strive for more and put in a 'little bit of extra' in everything they build.

A Little Extra

When it comes to software development we all know how easy it is to be ninety percent done. It is completing the other ten percent with class that separates veteran builders from wannabes. It is all about putting in that little-bit-of-an-extra-effort and giving that little-bit-of-an-extra-touch.

This little-extra is what is usually required to cross the dip. It is what results in overnight-success-after-years-of-effort. It is what separates a blu from being yet-another-twitter client; a tortoise-svn-client from being yet another SVN-client and a project-path from being a yet another task-list cum project management tool.

Now; here is a task for you dear reader. Go review your products and try to do an honest self assessment on them.

Are you absolutely loving the act of building these products?

Are you having fun every day at work?

Are you just building me-too products?

Or are you leaving the mark of a genuine builder on your product by putting in a little-bit-extra into it?

Which one of the two approaches does your organization or work environment expect and encourage you to take; dear reader?

Discuss.

Note: This article is a part of a Work In Progress Book. To Read connected articles read the Builders At Work category of this blog.

Why You Cannot Please Everyone.

At Multiplitaxion Inc; we had a truck-load of serious issues. Starting from the BDUF model for software development to a complicated hierarchal organizational chart where your manager could probably screw you really badly for no particular rhyme or reason; if he felt like doing so. Everywhere you looked; there were issues and problems.

Quite a bit of builders I knew personally had complained initially and had then moved into hibernation.

Even some of the super-heroes were down; lost and tired of trying.

Then something happened.

Random people --- including the whiners --- started quitting.

Loads of them.

New people started joining in.

A couple of us started working without a truck-load of  documentation and started using light-weight processes scrum to produce results which; compared to the results that were being produced by a couple of other teams; were --- lets just say --- noticeable.

People higher up in the organization took notice; listened and helped us spread the culture across the organization.

Multiplitaxion Inc was about to take a new form; shape and a completely new makeover.

In the days to come:

1. We moved from Rational Unified Process to Scrum.
2. We moved from doing ad-hoc random consultancy to developing products which made small dents in niche markets.
3. We moved from 'control' and 'rules' to 'maturity'.
4. We moved from 'ties' to T-shirts.
5. We moved from half-baked-multi-layered-official-email-based-announcements to transparency within the corridors of the organization.

When we were on the path where we always wanted to be --- we patted ourselves on the back. The world was going to be a great place to live in; the sky was going to be blue and the birds were going to hum sweet songs now.

We Just Rubbed Someone The Wrong Way.

We had just about started patting ourselves on our backs. It was then that; running in the corridors of Multiplitaxion Inc I heard a builder; who  for the purposes of this post we shall refer to as Jack; whining about the fact that we had gone way too transparent and he did not like the transparency. Jack felt we had lost the 'sophistication' that we once had.

Turns out; Jack actually liked the notion of wearing ties to office and genuinely believed in deadline driven development.

Of all the things here a few things about this feedback that would make you feel completely and totally --- weird:

1. The feedback was not a direct candid feedback. For days it floated around the corridors of Multiplitaxion Inc much the moans of whiners float around for days; spreading dissatisfaction and lowering the general happiness.
2. The feedback was not objective about things that could be changed. It involved random criticism about the organization; the management; the marketing and every other department this person could lay his hands on.
3. The person made a full-time job out of spreading his very own personal dissatisfaction within the corridors of the organization.

What was even more disappointing about the whole episode was the feedback was coming from a genuine builder who was decently good at what he did.

To top off all of this what made the whole episode even more worse; as I observed it unfold; was the fact that the same individual had actually complained and whined about the excessive use of BDUF processes and lack of transparency a couple of years ago.

Love It Or Leave It.

If you are running an organization; and if there is one thing you need to be very careful about; this poster describes it rather articulately.

While Jeff Atwood at Coding-horror proposes the love-it-or-leave-it idea for programming in general; the same idea; dear reader; also holds true within your organization.

Genuine builders; will have gripes about things that they do not like in the overall environment. Genuine builders will also be usually fairly vocal in expressing their concerns; but genuine builders do not make it their full time job to whine; bitch and passionately hate their organizations. They begin by expressing their concerns; becoming vocal; hibernating; getting disconnect and then if things still do not change --- they leave.

The primary rule of blogging or building anything interesting is that you listen to constructive criticism; you discuss things candidly and openly; but when it comes to Bozos throwing random flames on you or your project; you turn a deaf ear and you continue with whatever-it-is that you are doing. If they feel so strongly against what you are doing; they are free to punish you by ignoring you and leaving you alone.

The same rule; dear reader; holds true for work environments.

When you have an isolated team member; whining and making a full time job out of spreading his unhappiness it is time to cut straight through the bone; look at the gentleman in the eye; confront the issue instead of ignoring it and present him with a love-it-or-leave-it option.

Remember; you cannot please everyone and every now and then you are bound to come across some whiners you can never please irrespective of what you or your organization does. The sooner your organization presents the love-us-or-leave-us option to these whiners the better off you work environment will be.

How many whiners who passionately hate their organizations have you met or worked with?

How many of them; instead of having a spine to bring up the problem; hibernating or leaving; continued to bitch; whine and moan in hush-hush mode within the corridors of the organization?

Have you ever presented a whiner with love-it-or-leave-it option in clear terms; dear reader?

Discuss.

Note: This article is a part of a Work In Progress Book. To Read connected articles read the Builders At Work category of this blog.