I'm rebuilding this site right now. So a lot of things may look broken. But what better motivation for me to finish it?

Quotes to remember

“Plastic went into things like Formica counters, refrigerator liners, car parts, clothing, shoes, just all sorts of stuff that was designed to be used for a while,” she said. Then things took a turn. “Where we really started to get into trouble is when it started going into single-use stuff,” Ms. Freinkel said. “I call it prefab litter.” The outpouring of straws, cups, bags and other ephemera has led to disastrous consequences for the environment. 

How you document, how you support, how you educate, how you capacity plan, how you address legal ramifications, how you market, how you sell, etc., is all part of customer experience. In SaaS, the whole company is the product.

Teams that are healthy, happy, have a sense of pride and ownership, and have the right mix of challenge and skill, are the path to happy customers. One is not more important than the other—they go hand in hand. Improvements that make customers happy at the expense of team morale are destined to be be unsustainable. Improvements that sustainably improve team effectiveness can move mountains on behalf of customers.

This may be controversial, but many product managers are insecure about the value they offer. They don’t build, they don’t design, and they don’t manage. The Top 1% mythology gives a conveniently self-reassuring narrative—that outsized impact is within reach! That “truly great” product managers are true catalysts.

But today, to a truly novel degree, we are all, always, performing; and we must be performing, for we are in fact on stage. What the Internet has done more than anything else is create a ubiquitous audience, a scaled and incoherent Greek chorus observing everything everywhere and hectoring us with their opinions. As social creatures, we interiorize this audience, model it as naturally and persistently as we model the physics involved in walking, and bring it into our most private and inner spaces. The voices of strangers online echo in your bathroom; the entire timeline is with you in your bed.

There seems to be a peculiar relationship between being seen and seeing ourselves. The less public I am, the richer and more ambiguous my inner life becomes. When I don’t look in the mirror, I don’t really have a face; when I don’t fill out a Twitter profile, I don’t really have a “bio”; when I don’t follow and unfollow anyone, I am not mindful of how I might be followed or unfollowed. Perhaps we know ourselves only through others, and so we must free ourselves of others if we wish to unlearn ourselves, estrange ourselves from ourselves, and come to see ourselves without contempt once more. I don’t know.

Management is highly interruptive, and great engineering — where you’re learning things — requires blocking out interruptions. You can’t do these two opposite things at once.  As a manager, it is your job to be available for your team, to be interrupted. It is your job to choose to hand off the challenging assignments, so that your engineers can get better at engineering.

We never try to judge an idea based on the description of the idea. We always musically try an idea. 

The reason is it’s very difficult to explain a musical idea. If I tell you something I’m hearing and I describe it to you, the think you hear is going to be completely different than the think I’m hearing. So we never rely on the explanation being what it is. It’s always show it to me, let me hear it.