{"id":3226,"date":"2016-06-03T15:16:57","date_gmt":"2016-06-03T07:16:57","guid":{"rendered":"http:\/\/www.bytebot.net\/blog\/?p=3226"},"modified":"2016-06-03T15:16:57","modified_gmt":"2016-06-03T07:16:57","slug":"tips-from-paul-english-on-work-management","status":"publish","type":"post","link":"http:\/\/www.bytebot.net\/blog\/archives\/2016\/06\/03\/tips-from-paul-english-on-work-management","title":{"rendered":"Tips from Paul English on work & management"},"content":{"rendered":"

Via\u00a0The Way I Work: Paul English of Kayak<\/a>.<\/p>\n

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I get about 400 to 500 e-mails a day, and I probably send about 120. At any given moment, I’ll have only 10 items in my inbox. When an e-mail comes in, I read it and decide immediately: Delete, reply, or delegate?<\/em><\/p>\n<\/blockquote>\n

Customer emails? Let everyone see them. Because when an engineer sees the same query coming in a few times, they\u2019ll stop and fix the code. This makes a lot of sense – which is why in traditional organisations, the support organisation needs to be tightly coupled to the engineering organisation. I\u2019ll throw in the sales engineering organisation to this too.<\/p>\n

Diversity of success, style, thinking and language – hire for that.\u00a0<\/p>\n

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A lot of companies have the “no assholes” rule. So if the greatest programmer ever is also a jerk, he’s fired. Our rule is “no neutrals.” So when the new guy walks down the hall, is my team drawn to him? Or do they divert their glance? If they divert their glance, we fire that person. I call it the hallway test, but it’s more of a conceptual thing. The idea is when you put superstars together, you can ask, “What did you do today that excited the people around you and made them better at their jobs?” If you can’t give examples, I don’t want you here.<\/strong><\/em><\/p>\n<\/blockquote>\n

Favourite metric? Revenue per employee.<\/p>\n

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