No, ale to je pointa. Ten dokument ma 2 stranky. Takze jeden list. To jeste davam. Hlavne se odpojim na zbytek dne.

Nice writeup, curious -- have you considered something like tigerbeetle.com ?

I've seen more founders doing harm to their companies by staying for way too long...

To byla vrcholná diplomacie. To si pleteš ;)

Heh. Jak doufám, že můj přístup je jiný. Jsem si to tuhle sepsal, abych mohl být sám před sebou zodpovědný. www.bobek.cz/work-princip...

You are describing good explanations. David Deutsch defines them as hard to vary, testable, resistant to change, consistent and accurate, potentially far-reaching.

Pokud ty volby budou... 1.5y je strašně dlouhá doba :(

Isn't that a deeply human thing, not necessarily related to OSS. We are social animals. OSS makes you a public figure. And there's still a normal distribution of people in play. I think the Elixir community is biassed towards the positive end... Thank you for all Ash and your attitude. 🤞

Mark Carney zvládl návštěvu celkem dobře www.youtube.com/watch?v=TC7b...

I would start with "why do you want the change to happen" (beyond trivialities like higher revenue). Then it depends on the state of the team and individuals, figuring the level of hand-holding needed. It frequently turned into obstacle troubleshooting sessions for me.

Totally agree, but it is not just that. When you have PMF, one needs to keep an eye on the 2nd product -- the company. I have seen a couple of companies recently who forgot about it and the engine behind started to rot ...

Nooooooooooo ;)

Isn't it a part of aging? When in the fluid intelligence phase, one is trying to push everything forward. When getting to the crystalized phase. One starts to figure, that pause (e.g. letting someone else to speak, etc.) is a very powerful tool in his arsenal ;)

Your WhatsApp example is spot on. We had 100 engs in Showmax vs Netflix 2000. You should not need hundreds for an airline app.

I would love to see AI agents in the sustaining/maintenance phases of SDLC. So, we can focus on the creative and architecture part of it.

Nice one. Would love to see an explicit mention of physical activity (beyond walking meetings). Like going for a run, bicycle, swimming around noon became one of the best productivity hacks for me.

The gauges really threw me off. I really expect empty on the left (where the majority have 0). :)

It can even get more absurd sometimes. We (I'm from CZ) had quite a lot of people bragging about their success during 90ties. A typical story would be about buying land super cheaply and selling 3y later for 50x. Hard to learn anything, except look for and being brave to jump at opportunity.

I was playing with it a bit and can confirm tendency to fall back to "mother tongue", even mid-sentence.

> So, perhaps this person was under a lot of pressure, maybe from上级或者客户，觉得团队的表现没有达到预期，所以情绪上就爆发了。

Recently came to the realization that for many the customer is not your customer, rather somebody next up the ladder who controls raise, bonus, etc. Despite the public pro-customer narrative.

This mentality seems especially destructive for founders :(

I love the `uv` script feature for inlining dependencies directly into the code. I typically change the hash bang directly to `uv`, no `uv run`. E.g., bobek.cz/til/docling/

docs.astral.sh/uv/guides/sc...