Joel Spolsky, an American software developer, has come up with a nice list of things he thinks are important in software teams.
The Conversation is advertising for a PHP developer, and they said they met 12 out of 12 of Joel’s criteria.
I like the thought of companies using such a criteria to point out how attractive a workplace they are. After all, job-seeking is a two-way process (it’s about the cultural fit as much as anything), so it’s important that companies give information about themselves as well as what they want in an employee.
That got me thinking about what things I’d like a company I worked for to have. I came up with my own list, tailored to online publishing companies.
So, in the style of Joel’s test, here’s what I like to see:
Do you hire first-adopters? That means people who’ll sign up for the latest social network just to check it out, people who cultivate an engaged and interesting presence on Twitter, who’ve used Dropbox and Gmail for years, who have their own website, who read blogs as well as newspapers. Do you hire people who are enthusiastic about how the media is changing rather than nostalgic for a lost age?
Do your editors see themselves as competing globally? Do they keep up with what their overseas competitors are doing, and jump at the opportunity to localise or adopt what’s working well overseas into their own operations? Are they ambitious about the impact their publication can have? Or is it just about beating the website two blocks down?
Do you link out? Or do you think you’re fooling anyone by pretending you’re the sole source of all knowledge?
Are you and your team generous? Do they share contacts? Do they give credit or shout-outs where due, even to the competition? Do you pay for the little things – the coffee machine, the fruit - that make an office welcoming?
Are you agile? Are your development team empowered and free enough to fix a tiny bug as soon as it crops up? Do they work closely with editorial, and are they able to suggest improvements and new forms of reporting that can’t be done without the technical support?
Does your team have a solid understanding of SEO and a manifesto on how much it’ll influence your organisation? Do you know whether you want page views or quality, and are you willing to make sacrifices for one or the other? Is your DNA clear – does everyone in your organisation know what’s important for your business strategy? Are your colours nailed to the mast?
Does the whole team know your strategy? Can they influence it? Are your journalists commercially savvy, at least enough to take an interest and appreciate the job done by sales? Do your strategy and sales team love and understand the content? Do you know everyone’s name? Or are your teams working in silos?
Do you take risks? Do your writers take an argument to its absolute logical end-point, and see if they can defend it? Do they take unpopular opinions? Do you allow them to take risks, with the understanding that a stark argument often better illustrates an issue than a middle-of-the-road one?
Do you respect your readers? Do you believe you’re writing for clever, engaged people, some of whom will know more than you do on a topic?
Are your teams equal? Do you think that your developers, your commercial team, and your editorial team all have a crucial role to play in your organisation’s success, or do you favour one over the others? Do you have similar turnover rates in all three departments? Do all the departments feel valued?
Does your management put their money where their mouth is? Do your directors own shares? Do they believe in the company?
Do you have a community manager? Do you cultivate and reward the reader community you want, or do your websites have commenting ability and leave it at that? Do your people step in, with their own names, when they think the discussion is taking a nasty turn? Do they respond to criticisms, and do you or your community rule out what’s unacceptable? Do you protect your writers and community from personal attacks? Do you take feedback on board, without getting defensive? Do you have a plan to deal with all these things before they arise?
Do you hire enough people to do the above? Or is your business model so lean as to make the above impossible? Can your people take holidays or fall ill without everything falling to pieces? Making money online is hard, but do you make a point of doing it sustainably? Do you see a well-functioning, high-performing organisation as an asset, or a cost?
Ah, you, who’s read so much news you think you have a better understanding of it than the people who read and write it every day for a living.
Here’s the thing. ‘News’ is what’s interesting to our readership. If we didn’t have a good understanding of this, we’d be out of business. So shove it.
I’m sorry, did I make a mistake? Why didn’t you say what? Or are you just looking for a way to discredit me without actually engaging with anything I wrote?
This, which obviously extends only to subscription sites, is blackmail to secure censorship, pure and simple. It’s dangerous because it makes for timid editors, reluctant to break the mould of what their readership expects to see. But most readers like to be surprised, and to consider new perspectives. The vocal minority who hates this isn’t worth keeping.
You would not believe the number of people who don’t understand the basic concept of an opinion piece.
But even on news pieces, this is one of the stupider things people write. Because, again, it’s an attempt to discredit without engagement.
I’m really starting to hate comments.
It’s impossible for me to tell ahead of time what issues do and don’t matter to voters, to confidently predict what issues will decide the election.
But the similarity of policies proposed by Labor and the Liberals have left the media and politicians clinging to the differences between the two parties on their approach over paid parental leave.
That both sides are taking some sort of parental leave policy to the electorate is a good thing. The fact that there is a substantive difference between the two policies is better. But one policy is far superior to the other. And it’s the one supported by the Coalition and the Greens.
Only that policy treats having children for what it is – a natural thing that workers do from time to time. Only it recognises that women (who take the vast majority of parental leave and are the ones who are forced out when families have to choose) deserve support and superannuation during that time. Only it is in keeping with international sentiment on the issue. Only one makes it affordable and prudent for women to be the primary breadwinner (more and more women earn more than their husbands/partner, meaning putting women on minimum wage for a few months period isn’t going to cover the bills). And only it makes good, replacement-wage parental leave something offered universally, and not just by the largest and richest corporations.
Rudd’s policy does do one thing Abbott’s does not, and that is support mothers who are not working before they have kids. But they are a minority. A far greater number of men and women are helped by Tony Abbott’s scheme.
Most importantly, as Eva Cox correctly argues, Abbott’s policy cements parental leave as a normal workplace entitlement, as natural and welcome as sick leave and long service leave. It normalises the idea of primary carers also having a job, and makes our workplaces more tolerant, welcoming places for men and women.
There are four arguments I’ve heard against the policy.
One is that it’s too expensive. This argument only holds up if you think the policy outcomes are not worth the cost. I think they are. We’re spending far more on dozens of policy areas. And this is a very, very important one.
The second argument made is that the money is better spent on childcare. I think more money should be spent on childcare. But I don’t see the need to prioritise something important over something else that is equally important. Spending money on both things boosts our economy by making it easier for women to work, and creates a fairer society where women are more able to achieve their potential. We should spend money on paid parental leave AND childcare.
The third argument, posed by Labor, is that the policy is unfair in rewarding some women more than others. The Coalition’s limit on the amount that can be paid out by the policy, $75,000, is sensible. But is the policy unfair? I don’t think so. No more unfair than all our other workplace entitlements, which are tied to pay. We don’t see the union movement mounting an argument against those. The same arguments used to defend sick leave and leave loading apply here. Namely, your costs of living don’t change when you get sick or when you go on holiday (or have a kid).
The fourth argument is that it hurts shareholders, who won’t be able to claim the 1.5% levy on company profits off their taxable income. It’s true – someone has to ultimately pay for this policy. Given it’s a workplace issue, I don’t see a problem with it coming out of shareholders’ pockets. But it won’t even necessarily do that. In many large corporations, the fact that they won’t have to fund their current schemes anymore means their profits will go up with Abbott’s policy anyway, offsetting the cost of the levy further (Abbott is also pitching a corporate profits tax that’ll benefit companies). And 1.5% less in dividends to Australia’s shareholders (which we all are) is worth a fairer society where women are supported in trying to have children and a career.
Abbott’s policy is better. And the arguments I keep hearing against it, being put by an unlikely coalition of groups as disparate as Family First, big business, the Labor Party and some women’s groups, do not convince.
There’s an ugly thought I’ve been having about what happened in Egypt last night.
Basically, the military has been the real power structure in Egypt for decades. From time to time, charismatic leaders have wielded a lot of power, but behind it all lies the military – a relatively meritocratic, tolerant, ridiculously wealthy and well-connected institution.
Egyptians don’t seem to mind this. The country has compulsory military service, and so all men have some familiarity with the army. And after all, it was an army coup that offered deliverance from the British, and the start of modern Egypt.
What happened in January 2011 would have really shaken the military. If thousands upon thousands could call for Mubarak’s ouster, despite the well-known costs of doing so. Eventually, the military decided it would side with the masses and thus keep their trust, joining the calls for Mubarak to go.
In the transition to democracy, the military naturally held power. And Egypt waited to see what they would do.
I wonder if the generals, in some hushed meeting, figured democracy had to be discredited, and their largest organised opposition cracked.
So they called elections, which were so flawed that whoever won would lack legitimacy. They let Morsi lead, and even stayed silent when he moved to neuter their power and cement his own.
And then, when he grew more and more Mubarak-like, they ousted him with the public’s support.
Not everyone’s support though. The remaining Ikwan had to be destroyed, but the best way to do this wouldn’t be to crack down too early.
First, wear them out. Let them protest for weeks. And then strike.
In the chaos, cut off the trains, stranding Morsi supporters in their homes, where they, in their rage at the murder of their compatriots, turn on the local Christian population and arm themselves.
Mubarak was right, the army can then say. Egypt isn’t ready for democracy. And the Muslim Brotherhood would drown the nation in blood if given the chance.
Crack down and arrest those who remain. And hope the liberals are cowed and fearful enough, and hate the Muslim Brotherhood enough, to stay silent.
In the uproar, declare a national emergency, the same law Mubarak used to run for 40 years. No one will bat an eyelid.
Everything is back to where it started.
I’m uncomfortable seeing vast conspiracies where mere incompetence would explain just as much. But the army’s gotten everything it could hope to get out of the past few years. Maybe they planned this all along.
Finally, he’s arrived!
After weeks of waiting, we awoke on Tuesday to news that our future monarch has been born. Words simply cannot express the sense of excitement and awe we all feel. The beautiful Duchess Catherine - our Kate - has done the miraculous and delivered what by all accounts is a healthy baby boy.
There’s a lot we can learn from the royal baby (or as I call him, “THE Baby”). Here are 3 leadership lessons from our future king.
Keep them waiting
Despite being only moments old, The Baby has staged an entrance showing street savvy far beyond his years.
Speculation about the moment of his impending birth was reaching fever-point when he finally arrived. Reporters had been camped out in front of his hospital for weeks, and journalists had exhausted just about all the angles they could find. Just as we all were beginning to get a little sick of it, he came, and we were all whipped up into a frenzy once more.
The lesson is, keep them waiting, but only so long as they can stand it.
Timed for the evening news
The Baby arrived at precisely 4.24pm. Well, maybe not precisely. It’s hard to be sure. But the important thing is he arrived primed for the evening news, and early enough so that the newspaper reporters had time to write a story but no time to develop it for the next day’s editions.
That means that the first time most people heard about The Baby, he was firmly in control of the story. This deft touch leads us to conclude he must be wonderfully advised – another trait befitting a true and future king.
Love me and yea shall prosper
All good rulers know people love or hate them depending on how well the economy is doing. As Bill Clinton once said when asked why the hell people kept voting for him, ‘it’s the economy, stupid’.
The Baby is already building a positive association in the mind of the public between his arrival and good economic times. Most analysts are expecting a huge boost in retail and tourism from his arrival, which is just what the British economy needs in these difficult times.
If he keeps bringing the good times, The Baby will be beloved all his life.
All hail The Baby.
The publication I work for, LeadingCompany, was recently merged into the larger SmartCompany. This means it’ll become part of the SmartCompany website, and operates a weekly instead of daily newsletter.
As a result of this, I’ve had slightly fewer daily deadlines and responsibilities, and have used the time to write some longer and more detailed stuff
Aside from what’s on my blog, here are some other things I’ve written:
It’s been a long-lasting ambition of mine to write far more on economics. Thankfully, SmartCompany’s got me doing two weekly pieces on economics: a weekly feature on an aspect of the economy, and a weekly opinion piece. That’s given me time to do things like look at whether Australian rugby could survive without the gambling industry.
I’m also filling a gap left by James Thomson when he left for BRW by writing a weekly feature on the wealthy. This is the thing I’m finding most challenging, but I’m hanging in there and occasionally coming up with interesting stuff.
All up, I’m doing some fun things these days.
My goal for the next few months is to do some more in-depth reporting into issues you can’t really get across in a single day’s news cycle. I’ve got a few ideas.