A short thread on one aspect of trolling on here, from my recent experience. I’ve got a fair number of followers. I tweet about controversial topics - and yet I don’t get trolled that much. A bit, but not thatmuch. There are times, though, that I *do* get trolled a lot. 1/n

Why does Your Manager’s Manager (YMM) request a deck/doc during a meeting, says it’s urgent, and then doesn’t respond for days after you create & send it?

Or, why does YMM often respond with trivial feedback (e.g. formatting) & not substantive feedback?

Answers in this thread👇🏾

Have you set an entirely new password on a site & said to yourself: “surely, I’ll remember it becos this site is so important for me”. Have you then gone on to forget that password the very next week?

Me too.

The reason for YMM’s odd behavior & my password optimism is the same.

That reason is the Focusing Illusion, first described by Daniel Kahneman.

The Focusing Illusion:
Nothing in life is as important as you think it is while you are thinking about it.

When YMM asked you to create that doc as one of the follow up actions during the Product Review, YMM fell prey to the Focusing Illusion.

Trust me, YMM had no intention of making you do busywork.

YMM truly believed that it was very impt & urgent to create that doc & review it.

This was YMM’s conception of how much of their future time was appropriate to spend on the item for which they requested that doc (Item A):

"The engineers on my team just want to code. They don't want to have anything to do with product. They just want specs. What do I do?"

1/n Are you asking them do to X *and* do their "day job" as defined by their managers (and frankly your roadmap) ?

If so, start there...

2/n Do they have a reason to believe that doing X will in any way improve the quality of the product and make their lives easier? Have they ever seen X "work" ?

Show don't tell.

3/n Is there average day/week a quagmire of unnecessary meetings, wading through tech debt, struggling to get *anything* to work ... and jumping through process hoops to prove their worth?

If so...no they will not have bandwidth.

4/n How do incentives work on the engineering team? Maybe they want to help, but their "grade" is determined by something altogether different.

"I'd love to, but I am on the hook to deliver [some project] this quarter to make a good impression..."

Talk to eng management.

5/n Have they had any time to practice?

Or did they get thrown into the deep end the first time they were given a shot ... expected to brainstorm on demand, be as vocal as practiced PdMs and designers, and "participate" !

Make it safe to practice. Reasonable expectations.

Ok. I’ve organized my thoughts about the revival of Six Days in Fallujah. I want to approach this through the lens of someone who was IN Fallujah during 2004-2005, during some of the worst urban combat US Forces have ever experienced.

Let’s get a few things out of the way: the invasion of Iraq was a war crime. Period. Argue otherwise and I’ll block you. Does that make myself and others who fought war criminals? No, of course not. Did individual soldiers and Marines commit war crimes? Absolutely.

I’m someone who is deeply proud of my service. I tried my hardest to conduct myself as humanely as possible. I’m also someone who was forced to do things I’m not proud of to survive. Taking lives should never be a point of pride.

Iraq was a failure of our own making. Not only did we invade illegally, we did it without a plan. The vast majority of the insurgency were disaffected Iraqi soldiers without a job after we broke apart their military, not religious fanatics.

Yes, groups like AQI showed up to fight, but they came after we handed them a major propaganda victory by showing up in the first place and turning PMCs like Blackwater loose. There was little to no cultural sensitivity training.

THREAD: On the full-fledged process of responding to a Revise-And-Resubmit (R&R).

I have written pieces of the process, but I hadn't actually written a thread or a blog post showcasing how all my blog posts fit with one another. I teach this process when I give workshops.

So here's what I do (now), and let me share a lesson from my past lives:

DO NOT SIT ON R&Rs.

I know, they're painful and scary and sometimes we don't know if our paper will get rejected in the end.

But remember, an R&R means an OPPORTUNITY to get your paper published.

Sitting on R&Rs, leaving them for later, and not prioritizing them has gotten me fewer publications. I know this for a fact. I am not ashamed of admitting that I have sometimes felt that I will not be capable of responding to multiple (often conflicting) comments.

HOWEVER...

Sustained, frequent advice from professors who are senior to me (though I am senior myself now too) is always the same and on-point:

The goal is the R&R.

You're not getting a desk rejection.

You are getting your work read, reviewed carefully, thought about, responded to.

What do I do now (and have been doing for the past few years, with success)

When I get the R&R (the "decision letter"), I make sure to calm down, because I am always afraid I'm going to get nasty comments. These have been (luckily) very rarely present in my latest submissions.