While most of these are true to some extent, a key factor others should keep in mind is that they are not 100% true 100% of the time. It's all about what you can/cannot control and how much of that control are you willing to give up to make an informed decision. An important principle that has helped me decided who is worth working with as it relates to personal values is figuring out incentivization structures because I found it is the best way to cut through lies and exaggerations in-order to predict actual behaviors and outcomes of an individual or company. Are PM's incentivized by how many tickets they create/close or how many features they launch?.. red flag. Are Engineering teams incentivized by their velocity instead of quality?.. red flag. Are Design Leaders incentivized by output vs outcomes?.. red flag. The answers can often lead you to an informed decision either way... a decision that is one of the only aspects of working-for-someone-else that you CAN control.
Thomas, I really like the perspective you’ve added here—it’s such a sharp way to think about this. Looking at incentivization structures as a way to predict behavior is a smart approach, and it cuts through so much of the surface-level noise. It’s true that what people or teams are rewarded for often says a lot about how they actually work, no matter what they claim.
I also think your point about control is a good reminder. We can’t change the system or how others operate, but we do have a say in how we choose to navigate it. That balance between sticking to personal values and adapting to organizational realities is always tricky, but having a framework like this to assess it feels like a good way to stay grounded.
Thanks for sharing this—it’s a thoughtful take and adds a lot to the conversation.
While most of these are true to some extent, a key factor others should keep in mind is that they are not 100% true 100% of the time. It's all about what you can/cannot control and how much of that control are you willing to give up to make an informed decision. An important principle that has helped me decided who is worth working with as it relates to personal values is figuring out incentivization structures because I found it is the best way to cut through lies and exaggerations in-order to predict actual behaviors and outcomes of an individual or company. Are PM's incentivized by how many tickets they create/close or how many features they launch?.. red flag. Are Engineering teams incentivized by their velocity instead of quality?.. red flag. Are Design Leaders incentivized by output vs outcomes?.. red flag. The answers can often lead you to an informed decision either way... a decision that is one of the only aspects of working-for-someone-else that you CAN control.
Thomas, I really like the perspective you’ve added here—it’s such a sharp way to think about this. Looking at incentivization structures as a way to predict behavior is a smart approach, and it cuts through so much of the surface-level noise. It’s true that what people or teams are rewarded for often says a lot about how they actually work, no matter what they claim.
I also think your point about control is a good reminder. We can’t change the system or how others operate, but we do have a say in how we choose to navigate it. That balance between sticking to personal values and adapting to organizational realities is always tricky, but having a framework like this to assess it feels like a good way to stay grounded.
Thanks for sharing this—it’s a thoughtful take and adds a lot to the conversation.
Agreed. Keep the content coming. We need more thoughtful dialog nowadays in our industry 😄