I feel Evolve skateboards are next. Remote drop-outs and start/stop issues have been known in community for ages. I miss Boosted - they really cared about rider safety :(
This is a very good comment. I think the article presumes lower level roles. Very senior comp packages are wildly different so you always go into the convo with “I expect at least X, can you meet my number?” Otherwise you’re that person that tries to negotiate a 250k position up to 500k which is not going to happen.
I view this not as a “you’re making me wait” thing but rather being kind to those of us who have anxiety. “Hi.” without any follow up can really derail a struggling person.
Statistically speaking 2/10 have an ongoing mental struggle so I try not to make the “hi” transactional and immediately follow up with the point in the same message.
Pick some sort of standard, for example CAIQ and have an always-up-to-date version of it. You’d be surprised how many customers would accept it if you tell them “hey - we use a standard - is this acceptable?”
After that - figure out what certifications will be advantageous. Then automate, automate, automate with something like Hyperproof/Vanta. You will still need a compliance person or more likely a team at that point, so those certs have to unlock some serious money. Otherwise - just stay on top of VSA’s until running a compliance program makes sense.
Just don’t fall for the baseless “SOC2 equals enterprise customers” spiel. Analyse your pipeline and regulatory environment and make a call based on that. So many startups spend millions running a compliance program that brings in thousands.
Not the OP but I am sensitive and sadly found the MiniLED to be unusable as well. Had to switch from a 15’ MBP to the low-cost 13” with the old-school 500nit display.
Depends on whether they threw out the key and crypto shredded. Contact support immediately and keep escalating like your life depends on it. You _might_ be able to recover it but chances are slim.
I worked with some. General things I picked up from them and try to emulate now that I’ve become one:
- Clearly state your values and stick to them - it’s much more comfortable to people to work with a predictable leader and builds trust over time.
- Provide rich context to the team and ask for business outcomes, not specifics.
- Communicate, communicate, communicate - especially if you work in a remote team/company. You need to have a constant dialog going with the team - it’s up to you how, however - there’s a lot of different ways to facilitate.
- Remember your promises and provide people with resolutions to issues they raise, follow up! I know it sounds self explanatory but so many managers just plain forget the things you ask immediately after your 1:1’s.
Highly contextual to the person, project and company.
I’ve had time periods where weekly wasn’t enough, and others were monthly felt like too much.
The most important thing is to recognize what is needed at the time, and to adapt to what is needed vs. applying some arbitrary formula, IMO.
And strongly implied by this: don’t be the type of manager who always cancels 1:1s because they’re the least important thing on the calendar when that other thing comes up.
I have a weekly 1:1 scheduled with my manager. We have had ~5 over the last year. They are always on the schedule, he just doesn't show up. Really makes me feel valued.
> I have a weekly 1:1 scheduled with my manager. We have had ~5 over the last year. They are always on the schedule, he just doesn't show up. Really makes me feel valued.
How do they respond when you give them the feedback that the impact of their not showing up makes you feel like you and your work don't matter?
I used to think weekly was bad but it depends on the company's context. If things are moving fast, weekly is best. If releases happen slowly, the cadence could be slower.
