Or what not to do ….
*Note: **Sarcasm warning. I had some particularly strong coffee.
**Note:** See [here](http://neologisms.rice.edu/index.php?a=term&d=1&t=9024) for definition of Cray Cray
**Note**: Check [my other posts](https://hackernoon.com/@johnpcutler) for some actionable help on the topic*
https://permissiontokill.wordpress.com/2011/10/03/the-phantom-movie-serial-1943/1. Hire smart, analytical problem solvers
… many with advanced degrees, high EQ, diverse interests, and systems thinking chops
… who are highly accustomed to making cost/reward decisions in their work
- Sit them down at a desk in a noisy, public space so they are under constant scrutiny
- Ask them to deliver an executive’s investment ideas
- Measure those problem solvers and their managers by the *successful delivery *of those ideas
- Apply poor rigor at connecting those investments to business outcomes. Better yet, fast-track silver bullets to gloss over poor outcomes
- Rally them with success theater (that holds no water under the scrutiny of people who understand causation vs. correlation)
- Run them through a gauntlet of process, rituals, and cultural manifestos. Award shwag
- Make symbolic gestures to encourage diversity. Describe sexual harassment as an HR problem
- Pamper them with good coffee, gourmet food, “healthy” high-calorie snacks, and hackdays
- Optimize for keeping team busy, being responsive to the business, hitting deadlines, and adding complexity to the software that they must in turn refactor/support
- Celebrate technical excellence and craft (to keep them focused on “what they can control”)
- Send the ornery (but brilliant) ones off to solve big problems that let them be alone
- Encourage the less brilliant, but more moldable ones to ascend/descend into management
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