![]() ![]() If they don't know their values, that means no one cares about them. If they can't tell, then their values might be bullet points on a glossy brochure that have no application in reality. Ask if they could give a concrete example of how their values or principles have been used in practice recently. How often do you speak with your manager? Their manager? The CTO? The CEO? In general, the more often, and the more approachable leadership is, the less likely you're thought of as a cog and seen more as a human. How long have the people on the team I am joining been there? You're looking to get a feel for tenure and seniority. Am I joining because the team is growing, or am I replacing someone? If replacing, why did the person before me leave? Find way to ask without asking "How is it working there?" directly. Ask them questions about how it is to work there. I hope you will have an interview with either the hiring manager, or one or more peers. See if there are any patterns between reviews. Pay attention to the mixed reviews who give you the good and some bad. They are a signal, but people often have an agenda or are led by emotion when they post like that. Read the high praises and the vulgar criticisms with a grain of salt. Are the reviews fluff? Are there any veiled criticisms. I don't think there is a single magic question you can ask and you'll get a black-and-white answer. The leaders that realise this will outperform anyone that doesn't. And having great retention in employees saves you a lot of investment in hiring and training. The thing is that having great retention in users saves you a lot of investment on acquiring new ones. So even in factories, either you listen to the lowest level employees or you're not optimising your process.Īnd finally, if users and employees can be replaced, so can companies, products and services. Why them? Because they have the hands-on knowledge and see things management can't. Now back to the factories: I'm no expert, but one of the key elements of Lean Manufacturing is that the people on the floor are able to provide feedback to the upper layers. Managers should be at the service of their team, making sure they get the focus and freedom to work on their stuff. In knowledge work, managers should not say "First do this, then do that". If you move up as a smart person, you will for sure lose up-to-date knowledge. In knowledge work, the smartest (=experts) are at the bottom. developers are like "machines working in a factory"Īfter I worked a few years in the industry, I came to the following conclusion: The main difference between a factory and a knowledge business is that in a factory, the smartest, most knowledgable people are at the top (not completely the case, but mostly). ![]()
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