Reading this as an architect, your perspective resonates with me pretty deeply. Similar patterns show up in my world around "technical craft" and a level of flexible pragmatism is deeply important to make an impact. Your closing paragraph around not waiting for permission but working ahead to deliver valuable knowledge is spot on too. Keep writing, appreciate the insights!
Thanks so much, Ben – glad the perspective resonated.
I heard similar takes from other disciplines – there's definitely a tension between deep craft quality and pragmatic politics. In the best world, I'd hope one can maintain a level of technical craft while becoming more flexible and politically savvy. I suspect that becomes increasingly tough the "higher" you get.
I've noticed that the UXR observations you lay out--all of which are 100% accurate--is also an excellent screen, or filter, or forcing function to ensure that the really good people don't work for companies (other, perhaps, than Google/Meta etc., and I suspect that's a different question entirely). And indeed this is a pattern I've noticed in the past 17 years of working in this discipline. Nobody I've admired has a job anymore. They're doing what UXR is really for: getting a truly valuable problem unstuck, and charging a lot because pay is a function of value delivered.
If you're working with a CEO, anything they care about will get done, and doing it better will earn their undying gratitude.
Reading this as an architect, your perspective resonates with me pretty deeply. Similar patterns show up in my world around "technical craft" and a level of flexible pragmatism is deeply important to make an impact. Your closing paragraph around not waiting for permission but working ahead to deliver valuable knowledge is spot on too. Keep writing, appreciate the insights!
Thanks so much, Ben – glad the perspective resonated.
I heard similar takes from other disciplines – there's definitely a tension between deep craft quality and pragmatic politics. In the best world, I'd hope one can maintain a level of technical craft while becoming more flexible and politically savvy. I suspect that becomes increasingly tough the "higher" you get.
Very enjoyable//harrowing read! Also the OKR alternative sounds interesting...
LOL at harrowing!
Let's chat about OKRs soon :)
Brilliant, brilliant stuff.
I've noticed that the UXR observations you lay out--all of which are 100% accurate--is also an excellent screen, or filter, or forcing function to ensure that the really good people don't work for companies (other, perhaps, than Google/Meta etc., and I suspect that's a different question entirely). And indeed this is a pattern I've noticed in the past 17 years of working in this discipline. Nobody I've admired has a job anymore. They're doing what UXR is really for: getting a truly valuable problem unstuck, and charging a lot because pay is a function of value delivered.
If you're working with a CEO, anything they care about will get done, and doing it better will earn their undying gratitude.
"Nobody I've admired has a job anymore" -- this is telling, isn't it?!
And you're so right about working with the CEO. When I've been in that position it's been a different game entirely.
OKRs: https://tempo.substack.com/p/the-law-of-the-situation-the-powers
Influencing: “https://tempo.substack.com/p/voodoo-chile-slight-return-on-investment”