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When I worked at Yahoo!, our team needed another engineering manager. We didn’t run a hiring process, or even do interviews. Instead, our Director brought on a colleague he’d worked with before. That new manager soon decided he needed a tech lead on his team. We didn’t run a hiring process, do interviews, or consider candidates on the existing team. Instead, our new manager brought over one of his previous colleagues.
In Work on what matters, I wrote about Hunter Walk’s idea of snacking: doing work that is easy to complete but low impact. The best story of my own snacking behaviors comes from my time at Stripe. I was focused on revamping the engineering organization’s approach to operating reliable software, and decided that it might also make sense to start an internal book club. It was, dear reader, not the right time to start a book club.