My employer Automattic‘s having a bit of a reorganisation. For unrelated reasons, this
coincides with my superteam having a bit of a reorganisation, too, and I’m going to be on a different team next week than I’ve been on for most of the 4+ years I’ve been
there1.
Together, these factors mean that I have even less idea than usual what I do for a living, right now.
What is it I do here again? Something something code WooCommerce something something marketplace awesome something, right?
On the whole, I approve of Matt‘s vision for this reorganisation. He writes:
Each [Automattic employee] gets a card: Be the Host, Help the Host, or Neutral.
You cannot change cards during the course of your day or week. If you do not feel aligned with your card, you need to change divisions within Automattic.
“Be the Host” folks are all about making Automattic’s web hosting offerings the best they possibly can be. These are the teams behind WordPress.com,
VIP, and Tumblr, for example. They’re making us competitive on the global stage. They bring Automattic money in a
very direct way, by making our (world class) hosting services available to our customers.
“Help the Host” folks (like me) are in roles that are committed to providing the best tools that can be used anywhere. You might run your copy of Woo, Jetpack, or (the client-side bit of) Akismet on Automattic infrastructure… or
alternatively you might be hosted by one of our competitors or even on your own hardware. What we bring to Automattic is more ethereal: we keep the best talent and expertise in these
technologies close to home, but we’re agnostic about who makes money out of what we create.
This stock photo confuses me so much that I had to use it. It’s WordPress, as seen in Chrome on Windows Vista… but running on a MacBook Air. The photographer has tried to blur their
site domain name (but it’s perfectly readable), but hasn’t concealed the fact they’re running µTorrent in the background (for Obviously Legal Reasons, I’m sure). Weird. But the
important thing is that, crazy as this person’s choices are, they can use Automattic’s software however they like. It’s cool.
Anyway: I love the clarification on the overall direction of the company… but I’m not sure how we market it effectively2. I look around at the people in my team and its sister
teams, all of us proudly holding our “Help the Hosts” cards and ready to work to continue to make Woo an amazing ecommerce platform wherever you choose to host it.
And obviously I can see the consumer value in that. It’s reassuring to know that the open source software we maintain or contribute to is the real deal and we’re not exporting a
cut-down version nor are we going to try to do some kind of rug pull to coerce people into hosting with us. I think Automattic’s long track record shows that.
But how do we sell that? How do we explain that “hey, you can trust us to keep these separate goals separate within our company, so there’s never a conflict
of interest and you getting the best from us is always what we want”? Personally, seeing the inside of Automattic, I’m convinced that we’re not – like so much of Big Tech –
going to axe the things you depend upon3
or change the terms and conditions to the most-exploitative we can get away with4 or support your business just long enough to be able to undermine and consume it 5.
In short: I know that we’re the “good guys”. And I can see how this reorganisation reinforces that. But I can’t for the life of me see how we persuade the rest of the world of the
fact6.
Any ideas?
Footnotes
1 I’ve been on Team Fire for a long while, which made my job title “Code Magician on Fire”, but now I’ll be on Team Desire which isn’t half as catchy a name but
I’m sure they’ll make up for it by being the kinds of awesome human beings I’ve become accustomed to working alongside at Automattic.
2 Fortunately they pay me to code, not to do marketing.
6 Seriously, it’s a good thing I’m not in marketing. I’d be so terrible at it. Also public
relations. Did I ever tell you the story about the time that, as a result of a mix-up, I accidentally almost gave an interview to the Press Office at the Vatican? A story for another
time, perhaps
It feels like a bit of a cop-out to say I’m already doing it, but that’s true. Well, mostly (read on and I’ll make a counterpoint!).
Automattic
Getting to hang out with my awesome teammates in various locations around the globe is a plus.
I’m incredibly fortunate that my job gets to tick so many of the boxes I’d put on a “dream job wishlist”:
I work on things that really matter. Automattic’s products make Web publishing and eCommerce available to the world without “lock-in” or proprietary bullshit. I
genuinely believe that Automattic’s work helps to democratise the Internet and acts, in a small way, as a counterbalance to the dominance of the big social media silos.
I get to make the world a better place by giving away as much intellectual property as possible. Automattic’s internal policy is basically “you don’t have
to ask to open source something; give away anything you like so long as it’s not the passwords”.1 Open Source is one of the most powerful ideas of our generation, and all that.
We work in a distributed, asynchronous way. I work from where I want, when I want. I’m given the autonomy to understand what my ideal working environment is and
make the most of it. Some mornings I’m just not feeling that coding flow, so I cycle somewhere different and try working the afternoon in a different location. Some weekends I’m struck
by inspiration and fire up my work laptop to make the most of it, because, y’know, I’m working on things that really matter and I care about them.
I work with amazing people who I learn from and inspire me. Automattic’s home to some incredibly talented people and I love that I’ve managed to find a place that
actively pushes me to study new things every day.
Automattic’s commitment to diversity & inclusion is very good-to-excellent. As well as getting work work alongside people from a hundred different countries and
with amazingly different backgrounds, I love that I get to work in one of the queerest and most queer-affirming environments I’ve ever been paid to be in.
I don’t know how I managed to select a photo of my fun-loving kickass volunteers that’s somehow more dry and corporate than the photo of my work colleagues above.
But you know where else ticks all of those boxes? My voluntary work with Three Rings. Let me talk you through that wishlist again:
I work on things that really matter. We produce the longest-running volunteer management system in the world3
We produce it as volunteers ourselves, because we believe that volunteering matters and we want to make it as easy as possible for as many people as possible to do as much good
as possible, and this allows us to give it away as cheaply as possible: for free, to the smallest and poorest charities.
I get to make the world a better place by facilitating the work of suicide helplines, citizens advice bureaus, child support services, environmental charities,
community libraries and similar enterprises, museums, theatres, charity fundraisers, and so many more good works. Back when I used to to helpline volunteering I might do a three
hour shift and help one or two people, and I was… okay at it. Now I get to spend those three hours making tools that facilitate many tens of thousands of volunteers to provide
services that benefit an even greater number of people across six countries.
We work in a distributed, asynchronous way. Mostly I work from home; sometimes we get together and do things as a team (like in the photo above). Either way, I’m
trusted with the autonomy to produce awesome things in the way that works best for me, backed with the help and support of a team that care with all their hearts about what we do.
I work with amazing people who I learn from and inspire me. I mentioned one of them yesterday. But seriously, I could
sing the praises of any one of our two-dozen strong team, whether for their commitment to our goals, their dedication to making the world better, their passion for quality and
improvement, their focus when producing things that meet our goals, or their commitment to sticking with us for years or decades, without pay, simply because they know that
what we do is important and necessary for so many worthy causes. And my fellow development/devops volunteers continue to introduce me to new things, which scratches my “drive-to-learn”
itch.
Three Rings’ commitment to diversity & inclusion is very good, and improving. We skew slightly queer and have moderately-diverse gender mix, but I’m especially
impressed with our age range these days: there’s at least 50 years between our oldest and youngest volunteers with a reasonably-even spread throughout, which is super cool (and the kind
of thing many voluntary organisations dream of!).
The difference
The biggest difference between these two amazing things I get to work on is… only one of them pays me. It’s hard to disregard that.
Sometimes at Automattic, I have to work on something that’s not my favourite project in the world. Or the company’s priorities clash with my own, and I end up implementing something
that my gut tells me isn’t the best use of my time from a “make the world a better place” perspective. Occasionally they take a punt on something that really pisses me off.
That’s all okay, of course, because they pay me, and I have a mortgage to settle. That’s fine. That’s part of the deal.
My voluntary work at Three Rings is more… mine. I’m the founder of the project; I 100% believe in what it’s trying to achieve. Even though I’ve worked to undermine the power of
my “founder privilege” by entrusting the organisation to a board and exec that I know will push back and challenge me, I feel safe fully trusting that everything I give to Three Rings
will be used in the spirit of the original mission. And even though I might sometimes disagree with others on the best way forward, I accept that whatever decision is made comes from a
stronger backing than if I’d acted alone.
Three Rings, of course, doesn’t pay me4. That’s why I can only
give them a few hours a week of my time. If I could give more, I would, but I have bills to pay so my “day job” is important too: I’m just so incredibly fortunate that that “day job”
touches upon many of the same drives that are similarly satisfied by my voluntary work.
If I didn’t have bills to pay, I could happily just volunteer for Three Rings. I’d miss Automattic, of course: there are some amazing folks there whom I love very much,
and I love the work. But if they paid me as little as Three Rings did – that is, nothing! – I’d choose Three Rings in a heartbeat.
But man, what a privileged position I’m in that I can be asked what my dream job is and I can answer “well, it’s either this thing that I already do, or this other thing that I already
do, depending on whether this hypothetical scenario considers money to be a relevant factor.” I’m a lucky, lucky man.
Footnotes
1 I’m badly-paraphrasing Matt, but you get the gist.
2 Automattic’s not hiring as actively nor voraciously as it has been for the last few
years – a recent downtown in the tech sector which you may have seen have heavily affected many tech companies has flooded the market with talent, and we’ve managed to take our fill
of them – we’re still always interested to hear from people who believe in what we do and have skills that we can make use of. And because we’re a community with a lot of
bloggers, you can find plenty of first-hand experiences of our culture online if you’d like to solicit some opinions before you apply…
3 Disclaimer: Three Rings is the oldest still-running volunteer management system
we’re aware of: our nearest surviving “competitor”, which provides similar-but-different features for a price that’s an order of magnitude greater, launched later in the same year we
started. But maybe somebody else has been running these last 22 years that we haven’t noticed, yet: you never know!
4 Assuming you don’t count a Christmas dinner each January – yes, really! (it turns out to
be cheaper to celebrate Christmas in January) – as payment.
“Tank sleepy. But Tank listen your idea in case it tasty idea.”
I’ve tried to explain to our occasionally-anxious dog that, for example, the dog-and-human shaped blobs at the far end of the field includes a canine with whom she’s friendly and
playful. She can’t tell who they are because her long-distance vision’s not as good as mine1, and we’re too far away for her to be able to smell her
friend.
If this were a human meetup and I wasn’t sure who I’d be meeting, I’d look it up online, read the attendees’ names and see their photos, and be reassured. That’s exactly what I
do if I’m feeling nervous about a speaking engagement: I look up the other speakers who’ll be there, so I know I can introduce myself to people before or after me. Or if I’m attending a
work meet-up with new people: I find their intranet profiles and find out who my new-to-me colleagues are.
“Oh! Is you! Hurrah!” /buttsniffing intensifies/
Wouldn’t it be great if I could “show” my dog who she was going to meet, in smell-form.
I imagine a USB-C accessory you can attach to your computer or phone which can analyse and produce dogs’ unique scents, storing
and transmitting their unique fingerprint in a digital form. Your subscription to the service would cover the rental of the accessory plus refills of the requisite chemicals, and a
profile for your pooch on the Web-based service.
Now, you could “show” your dog who you were going to go and meet, by smell. Just look up the profile of the playmate you’re off to see, hold the device to your pupper’s nose,
and let them get a whiff of their furry buddy even before you get there. Dogs do pretty well at pattern-matching, and it won’t take them long to learn that your magical device
is a predictor of where they’re headed to, and it’ll be an effective anxiety-reducer.
Seeking investors for a genuinely terrible crazy business idea. Photo courtesy SHVETS production.
The only question is what to call my social-network-for-dogs. Facebutt? Pupper? HoundsReunited???
Footnotes
1 Plus: I get contextual clues like seeing which car the creature and its owner got out
of.
Nowadays if you’re on a railway station and hear an announcement, it’s usually a computer stitching together samples1. But back in the day, there used to be a human
with a Tannoy microphone sitting in the back office, telling you about the platform alternations and
destinations.
I had a friend who did it as a summer job, once. For years afterwards, he had a party trick that I always quite enjoyed: you’d say the name of a terminus station on a direct line from
Preston, e.g. Edinburgh Waverley, and he’d respond in his announcer-voice: “calling at Lancaster, Oxenholme the Lake District, Penrith, Carlisle, Lockerbie, Haymarket, and Edinburgh
Waverley”, listing all of the stops on that route. It was a quirky, beautiful, and unusual talent. Amazingly, when he came to re-apply for his job the next summer he didn’t get it,
which I always thought was a shame because he clearly deserved it: he could do the job blindfold!
There was a strange transitional period during which we had machines to do these announcements, but they weren’t that bright. Years later I found myself on Haymarket station waiting for
the next train after mine had been cancelled, when a robot voice came on to announce a platform alteration: the train to Glasgow would now be departing from platform 2, rather than
platform 1. A crowd of people stood up and shuffled their way over the footbridge to the opposite side of the tracks. A minute or so later, a human announcer apologised for the
inconvenience but explained that the train would be leaving from platform 1, and to disregard the previous announcement. Between then and the train’s arrival the computer tried twice
more to send everybody to the wrong platform, leading to a back-and-forth argument between the machine and the human somewhat reminiscient of the white zone/red zone scene from Airplane! It was funny perhaps only
because I wasn’t among the people whose train was in superposition.
Clearly even by then we’d reached the point where the machine was well-established and it was easier to openly argue with it than to dig out the manual and work out how to turn it off.
Nowadays it’s probably even moreso, but hopefully they’re less error-prone.
When people talk about how technological unemployment, they focus on the big changes, like how a tipping point with self-driving vehicles might one day revolutionise the haulage
industry… along with the social upheaval that comes along with forcing a career change on millions of drivers.
But in the real world, automation and technological change comes in salami slices. Horses and carts were seen alongside the automobile for decades. And you still find stations with
human announcers. Even the most radically-disruptive developments don’t revolutionise the world overnight. Change is inevitable, but with preparation, we can be ready for it.
Off the back of my recent post about privileges I enjoy as a result of my location and first language, even at my highly-multinational employer, and inspired by my colleague Atanas‘ data-mining into where Automatticians are
located, I decided to do another treemap, this time about which countries Automatticians call home:
Where are the Automatticians?
If raw data’s your thing (or if you’re just struggling to make out the names of the countries with fewer Automatticians), here’s
a CSV file for you.
To get a better picture of that, let’s plot a couple of cartograms. This animation cycles between showing countries at (a) their
actual (landmass) size and (b) approximately proportional to the number of Automatticians based in each country:
This animation alternates between showing countries at “actual size” and proportional to the number of Automatticians based there. North America and Europe dominate the map, but there
are other quirks too: look at e.g. how South Africa, New Zealand and India balloon.
Another way to consider the data would be be comparing (a) the population of each country to (b) the number of Automatticians there. Let’s try that:
Here we see countries proportional to their relative population change shape to show number of Automatticians, as seen before. Notice how countries with larger populations like China
shrink away to nothing while those with comparatively lower population density like Australia blow up.
There’s definitely something to learn from these maps about the cultural impact of our employee diversity, but I can’t say more about that right now… primarily because I’m not smart
enough, but also at least in part because I’ve watched the map animations for too long and made myself seasick.
A note on methodology
A few quick notes on methodology, for the nerds out there who’ll want to argue with me:
Country data was extracted directly from Automattic’s internal staff directory today and is based on self-declaration by employees (this is relevant because we employ a relatively
high number of “digital nomads”, some of whom might not consider any one country their home).
Countries were mapped to continents using this dataset.
Maps are scaled using Robinson projection. Take your arguments about this over here.
The treemaps were made using Excel. The cartographs were produced based on work by Gastner MT, Seguy V, More P. [Fast flow-based algorithm for creating density-equalizing map
projections. Proc Natl Acad Sci USA 115(10):E2156–E2164 (2018)].
Some countries have multiple names or varied name spellings and I tried to detect these and line-up the data right but apologies if I made a mess of it and missed yours.
Take a look at the map below. I’m the pink pin here in Oxfordshire. The green pins are my immediate team – the people I work with on a
day-to-day basis – and the blue pins are people outside of my immediate team but in its parent team (Automattic’s org chart is a bit like a fractal).
I’m the pink pin; my immediate team are the green pins. People elsewhere in our parent team are the blue pins. Some pins represent multiple people.
Thinking about timezones, there are two big benefits to being where I am:
I’m in the median timezone, which makes times that are suitable-for-everybody pretty convenient for me (I have a lot of lunchtime/early-afternoon meetings where I get to
watch the sun rise and set, simultaneously, through my teammates’ windows).
I’m West of the mean timezone, which means that most of my immediate coworkers start their day before me so I’m unlikely to start my day blocked by anything I’m waiting on.
(Of course, this privilege is in itself a side-effect of living close to the meridian, whose arbitrary location owes a lot to British naval and political clout in the 19th century: had
France and Latin American countries gotten their way the prime median would have probably cut through the Atlantic or Pacific oceans.)
2. Language Privilege
English is Automattic’s first language (followed perhaps by PHP and Javascript!), not one of the 120 other languages spoken
by Automatticians. That’s somewhat a consequence of the first language of its founders and the language in which the keywords of most programming languages occur.
It’s also a side-effect of how widely English is spoken, which in comes from (a) British colonialism and (b) the USA using
Hollywood etc. to try to score a cultural victory.
Languages self-reportedly spoken by Automatticians, sized proportional to the number of speakers. No interpretation/filtering has been done, so you’ll see multiple dialects of the
same root language.
I’ve long been a fan of the concept of an international axillary language but I appreciate that’s an idealistic dream whose war
has probably already been lost.
For now, then, I benefit from being able to think, speak, and write in my first language all day, every day, and not have the experience of e.g. my two Indonesian colleagues who
routinely speak English to one another rather than their shared tongue, just for the benefit of the rest of us in the room!
3. Passport Privilege
Despite the efforts of my government these last few years to isolate us from the world stage, a British passport holds an incredible amount of power, ranking fifth or sixth in the world depending on whose passport index you
follow. Compared to many of my colleagues, I can enjoy visa-free and/or low-effort travel to a wider diversity of destinations.
Normally I might show you a map here, but everything’s a bit screwed by COVID-19, which still bars me from travelling to many
places around the globe, but as restrictions start to lift my team have begun talking about our next in-person meetup, something we haven’t done since I first started when I met up with my colleagues in Cape Town and got
assaulted by a penguin.
But even looking back to that trip, I recall the difficulties faced by colleagues who e.g. had to travel to a different country in order tom find an embassy just to apply for the visa
they’d eventually need to travel to the meetup destination. If you’re not a holder of a privileged passport, international travel can be a lot harder, and I’ve definitely taken that for
granted in the past.
I’m going to try to be more conscious of these privileges in my industry.
When the COVID-19 lockdown forced many offices to close and their staff to work remotely, some of us saw what was unfolding as
an… opportunity in disguise. Instead of the slow-but-steady
decentralisation of work that’s very slowly become possible (technically, administratively, and politically) over the last 50 years, suddenly a torrent of people were discovering that
remote working can work.
Unfulfilled promises of the world of tomorrow include flying cars, viable fusion power, accessible space travel, post-scarcity economies, and – until recently – widespread
teleworking. Still waiting on my holodeck too.
The Future is Now
As much as I hate to be part of the “where’s my flying car?” brigade, I wrote ten years ago about my dissatisfaction that remote
working wasn’t yet commonplace, let alone mainstream. I recalled a book I’d read as a child in the 1980s that promised a then-future 2020 of:
near-universal automation of manual labour as machines become capable of an increasing diversity of human endeavours (we’re getting there, but slowly),
a three- or four-day work week becoming typical as efficiency improvements are reinvested in the interests of humans rather than of corporations (we might have lost sight of that
goal along the way, although there’s been some fresh interest
in it lately), and
widespread “teleworking”/”telecommuting”, as white-collar sectors grow and improvements in computing and telecommunications facilitate the “anywhere office”
Of those three dreams, the third soon seemed like it would become the most-immediate. Revolutionary advances in mobile telephony, miniaturisation of computers, and broadband networking
ran way ahead of the developments in AI that might precipitate the first dream… or the sociological shift required for
the second. But still… progress was slow.
At eight years old, I genuinely believed that most of my working life would be spent… wherever I happened to be. So far, most of my working life has been spent in an office, despite
personally working quite hard for that not to be the case!
Apply directly to the head! Commuting looks different today than it did last year, but at least the roads are quieter.
I started at Automattic six months ago, an entirely distributed company. And so when friends and colleagues found themselves required to work
remotely by the lockdown they came in droves to me for advice about how to do it! I was, of course, happy to help where I could: questions often
covered running meetings and projects, maintaining morale, measuring output, and facilitating communication… and usually I think I gave good answers. Sometimes, though, the
answer was “If you’re going to make that change, you’re going to need a cultural shift and some infrastructure investment first.” Y’know: “Don’t start from here.” If you received that advice from me: sorry!
(Incidentally, if you have a question I haven’t answered yet, try these clever people first for even better
answers!)
More-recently, I was excited to see that many companies have adopted this “new normal” not as a temporary measure,
but as a possible shape of things to come. Facebook, Twitter, Shopify, Square, and Spotify have all announced that they’re going to permit or encourage remote work as standard, even
after the crisis is over.
Obviously tech companies are leading the way, here: not only are they most-likely to have the infrastructure and culture already in place to support this kind of shift. Also, they’re
often competing for the same pool of talent and need to be seen as at-least as progressive as their direct rivals. Matt
Mullenweg observes that:
What’s going to be newsworthy by the end of the year is not technology companies saying they’re embracing distributed work, but those that aren’t.
…some employers trapped in the past will force people to go to offices, but the illusion that the office was about work will be shattered forever, and companies that
hold on to that legacy will be replaced by companies who embrace the antifragile nature of distributed organizations.
I’ve shared this before, I know, but it exudes Matt’s enthusiasm for distributed work so well that I’m sharing it again. Plus, some of the challenges I describe below map nicely to
the borders between some of
Tomorrow’s Challenges
We’re all acutely familiar with the challenges companies are faced with today as they adapt to a remote-first environment. I’m more interested in the challenges that
they might face in the future, as they attempt to continue to use a distributed workforce as the pandemic recedes. It’s easy to make the mistake of assuming that what many
people are doing today is a rehearsal for the future of work, but the future will look different.
Some people, of course, prefer to spend some or all of their work hours in an office environment. Of the companies that went remote-first during the lockdown and now plan to
stay that way indefinitely, some will lose employees who
preferred the “old way”. For this and other reasons, some companies will retain their offices and go remote-optional, allowing flexible teleworking, and this has it’s own
pitfalls:
Some remote-optional offices have an inherent bias towards in-person staff. In some companies with a mixture of in-person and remote staff, remote workers don’t get
included in ad-hoc discussions, or don’t become part of the in-person social circles. They get overlooked for projects or promotions, or treated as second-class citizens. It’s easy to
do this completely by accident and create a two-tiered system, which can lead to a cascade effect that eventually collapses the “optional” aspect of remote-optional; nowhere was this
more visible that in Yahoo!’s backslide against remote-optional working in 2013.
Some remote-optional offices retain an archaic view on presenteeism and “core hours”. Does the routine you keep really matter? Remote-first working demands that
productivity is measured by output, not by attendance, but management-by-attendance is (sadly) easier to implement, and
some high-profile organisations favour this lazy but less-effective approach. It’s easy, but ineffective, for a remote-optional company to simply extend hours-counting performance
metrics to their remote staff. Instead, allowing your staff (insofar as is possible) to work the hours that suit them as individuals opens up your hiring pool to a huge number of
groups whom you might not otherwise reach (like single parents, carers, digital nomads, and international applicants) and helps you to get the best out of every one of them, whether
they’re an early bird, a night owl, or somebody who’s most-productive after their siesta!
Pastoral care doesn’t stop being important after the crisis is over. Many companies that went remote-first for the coronavirus crisis have done an excellent job of
being supportive and caring towards their employees (who, of course, are also victims of the crisis: by now, is there anybody whose life hasn’t been impacted?). But when
these companies later go remote-optional, it’ll be easy for them to regress to their old patterns. They’ll start monitoring the wellbeing only of those right in front of
them. Remote working is already challenging, but it can be made much harder if your company culture makes it hard to take a sick day, seek support on a HR issue, or make small-talk with a colleague.
On the Internet, nobody knows that you’re only properly-dressed from the waist up. No, wait: as of 2020, everybody knows that. Let’s just all collectively own it, ‘k.
These are challenges specifically for companies that go permanently remote-optional following a period of remote-first during the coronavirus crisis.
Towards a Post-Lockdown Remote-Optional Workplace
How you face those challenges will vary for every company and industry, but it seems to me that there are five lessons a company can learn as it adapts to remote-optional work in a
post-lockdown world:
Measure impact, not input. You can’t effectively manage a remote team by headcount or closely tracking hours; you need to track outputs (what is produced), not inputs
(person-hours). If your outputs aren’t measurable, make them measurable, to paraphrase probably-not-Galileo. Find metrics you can work with and rely on, keep them transparent and open, and
re-evaluate often. Use the same metrics for in-office and remote workers.
Level the playing field. Learn to spot the biases you create. Do the in-person attendees do all the talking at your semi-remote meetings? Do your remote workers have
to “call in” to access information only stored on-site (including in individual’s heads)? When
they’re small, these biases have a huge impact on productivity and morale. If they get big, they collapse your remote-optional environment.
Always think bigger. You’re already committing to a shakeup, dragging your company from the 2020 of the real world into the 2020 we once dreamed of. Can you go
further? Can you let your staff pick their own hours? Or workdays? Can your staff work in other countries? Can you switch some of your synchronous communications channels (e.g.
meetings) into asynchronous information streams (chat, blogs, etc.)? Which of your telecommunications tools
serve you, and which do you serve?
Remember the human. Your remote workers aren’t faceless (pantsless) interchangeable components in your corporate machine. Foster interpersonal relationships and don’t
let technology sever the interpersonal links between your staff. Encourage and facilitate (optional, but awesome) opportunities for networking and connection. Don’t forget to get together in-person sometimes: we’re a pack animal, and we form tribes more-easily when we
can see one another.
Support people through the change. Remote working requires a particular skillset; provide tools to help your staff adapt to it. Make training and development options
available to in-office staff too: encourage as flexible a working environment as your industry permits. Succeed, and your best staff will pay you back in productivity and loyalty.
Fail, and your best staff will leave you for your competitors.
I’m less-optimistic than Matt that effective distributed
working is the inexorable future of work. But out of the ashes of the coronavirus crisis will come its best chance yet, and I know that there’ll be companies who get left behind in
the dust. What are you doing to make sure your company isn’t one of them?
I’ve seen a fair share of tutorial links floating around in newsletters and Twitter and the like recently. They all promise the same thing, namely how to use React to create a
résumé.
I mean, I get it. It’s important to have something to build towards when learning a new skill, especially with development.
At first blush a résumé seems like a good thing to build towards: They are relatively small in terms of complexity and can probably use content that already exists on your LinkedIn
profile. If you’re looking for a job, it’s also a handy way to double-dip on a skill that is in high demand.
I checked out a few of these tutorials, and after noticing some patterns, I’d like to mention a few things you could do to your résumé instead. I’m not going to link to the ones I
tested because I don’t want to give bad advice more exposure than it is already getting.
…
I can’t even begin to conceive of the kind of mind that, when faced with the question of how to put their résumé/CV online, start by
installing a Javascript framework. My CV‘s online (and hey, it got me my
current job so that’s awesome) and I think it’s perfectly fabulous. Simple, human-readable, semantic HTML with microformats support. Perfectly readable on anything from lynx upwards and
you’d probably get by in telnet. Total size including all images, fonts, style and script is under 140kb, and can all be inlined with a quick command so I can have a single-file version
that looks just as great (I use this version to email to people, but I’m thinking I ought to just inline everything, all the time). Under 1kb of my payload is JavaScript, and it’s all
progressive enhancement: using an IntersectionObserver (which I’ve written about before) to highlight the current “section” of the document in
the menu. Print CSS so it looks right when you put it onto dead trees. Etc. etc.
My entire CV requires a quarter of the bandwidth of just the JavaScript of any of the handful of React-based ones I looked
up. The mind boggles. I tried disabling JavaScript on a few of them (even if you believe “nobody uses the Web without JavaScript” – and you’re wrong – then you have to admit that
sometimes JavaScript fails) and they did horrific things like not loading images or links not working, as if <img> and <a> tags were
something that requires you to npm install html@0.9 before they work..
A simpler, faster, more-accessible, more-secure Web is possible. It’s not even particularly hard. It just requires a little thought. Don’t take a sledgehammer to a walnut: the
best developers are the ones who choose the right tool for the job. Your résumé/CV is not a real-time backendless application on a
post-relational-backed microservices architecture, or whatever’s “hip” this week. It’s a page that you want to be as easy as possible to read by the widest number of people. Why make
life harder for you, and for them?
New employees at Automattic – like me! – are encouraged to make a “howdymattic” video, introducing
themselves to their co-workers. Some are short and simple, others more-ornate, but all are a great way to provide the kind of interpersonal connection that’s more-challenging in an
entirely-distributed company with no fixed locations and staff spread throughout the globe.
In anticipation of starting, tomorrow, I made such a video. And I thought I’d share it with you, too.
Eight years, six months, and one week after I started at the Bodleian, we’ve gone our separate ways. It’s genuinely been the nicest place I’ve
ever worked; the Communications team are a tightly-knit, supportive, caring bunch of diverse misfits and I love them all dearly, but the time had come for me to seek my next challenge.
My imminent departure began to feel real when I turned over my badge and gun card and keys.
Being awesome as they are, my team threw a going-away party for me, complete with food from Najar’s Place, about which I’d previously
raved as having Oxford’s best falafels. I wasn’t even aware that Najar’s place did corporate catering… actually, it’s possible that they don’t and this was just a (very)
special one-off.
Start from the left, work towards the right.
Following in the footsteps of recent team parties, they’d even gotten a suitably-printed cake with a picture of my face on it. Which meant that I could leave my former team with one
final magic trick, the never-before-seen feat of eating my own head (albeit in icing form).
Of course, the first thing I was asked to do was to put a knife through my own neck.
As the alcohol started to work, I announced an activity I’d planned: over the weeks prior I’d worked to complete but not cash-in reward cards at many of my favourite Oxford eateries and
cafes, and so I was now carrying a number of tokens for free burritos, coffees, ice creams, smoothies, pasta and more. Given that I now expect to spend much less of my time in the city
centre I’d decided to give these away to people who were able to answer challenge questions presented – where else? – on our digital signage
simulator.
Among the games was Play Your Shards Right, a game of “higher/lower” played across London’s skyscrapers.
I also received some wonderful going-away gifts, along with cards in which a few colleagues had replicated my long tradition of drawing cartoon animals in other people’s cards, by
providing me with a few in return.
“Wait… all of these Javascript frameworks look like they’re named after Pokémon!”
Later, across the road at the Kings’ Arms and with even more drinks inside of me, I broke out the lyrics I’d half-written to a rap song about my time at the
Bodleian. Because, as I said at the time, there’s nothing more-Oxford than a privileged white boy rapping about how much he’d loved his job at a library (video also available on QTube [with lyrics] and on Videopress).
It’s been an incredible 8½ years that I’ll always look back on with fondness. Don’t be strangers, guys!
My department’s made far too much use out of that “Sorry you’re leaving” banner, this year. Here’s hoping they get a stabler, simpler time next year.
I’ve just cleared out my desk at the Bodleian in anticipation of my imminent departure and discovered that I’ve managed to
successfully keep not only my P60s but also every payslip I’ve ever received in the 8½ years I’ve worked there. At a stretch, I
might just end up requiring those for the current tax year but I can’t conceive of any reason I’ll ever need the preceding hundred or so of them, so the five year-old and I
shredded them all.
If you’ve ever wanted to watch five solid minutes of cross-cut shredding shot from an awkwardly placed mobile phone camera, this is the video for you. Everybody else can move along.
Some years ago, a friend of mine told me about an interview they’d had for a junior programming position. Their interviewer was one of that particular breed who was attached to
programming-test questions: if you’re in the field of computer science, you already know that these questions exist. In any case: my friend was asked to write pseudocode to shuffle a
deck of cards: a classic programming problem that pretty much any first-year computer science undergraduate is likely to have considered, if not done.
Let’s play at writing software. Rather than a computer, we’ll use paper. But to make it sound techy, we’ll call it “pseudocode”.
There are lots of wrong ways to programmatically shuffle a deck of cards, such as the classic “swap the card in each position with the card in a randomly-selected position”,
which results in biased
results. In fact, the more that you think in terms of how humans shuffle cards, the less-likely you are to come up with a good answer!
If we shuffled a deck of six cards with this ‘broken’ algorithm, for example, we’d be more-likely to find the card that was originally in second place at the top of the deck than in
any other position. This kind of thing REALLY matters if, for example, you’re running an online casino.
The simplest valid solution is to take a deck of cards and move each card, choosing each at random, into a fresh deck (you can do this as a human, if you like, but it takes a while)…
and that’s exactly what my friend suggested.
The interviewer was ready for this answer, though, and asked my friend if they could think of a “more-efficient” way to do the shuffle. And this is where my friend had a brain fart and
couldn’t think of one. That’s not a big problem in the real world: so long as you can conceive that there exists a more-efficient shuffle, know what to search for, and can
comprehend the explanation you get, then you can still be a perfectly awesome programmer. Demanding that people already know the answer to problems in an interview setting
doesn’t actually tell you anything about their qualities as a programmer, only how well they can memorise answers to stock interview questions (this interviewer should have stopped this
line of inquiry one question sooner).
Writing a program to shuffle a deck takes longer than just shuffling it, but that’s hardly the point, is it?
The interviewer was probably looking for an explanation of the modern form of the Fisher-Yates shuffle algorithm, which does the same thing as my friend suggested but without needing to start a
“separate” deck: here’s a video demonstrating it. When they asked for greater efficiency, the interviewer was probably looking
for a more memory-efficient solution. But that’s not what they said, and it’s certainly not the only way to measure efficiency.
When people ask ineffective interview questions, it annoys me a little. When people ask ineffective interview questions and phrase them ambiguously to boot, that’s just makes
me want to contrive a deliberately-awkward answer.
So: another way to answer the shuffling efficiency question would be to optimise for time-efficiency. If, like my friend, you get a question about improving the efficiency of a
shuffling algorithm and they don’t specify what kind of efficiency (and you’re feeling sarcastic), you’re likely to borrow either of the following algorithms. You won’t find
them any computer science textbook!
Complexity/time-efficiency optimised shuffling
Precompute and store an array of all 52! permutations of a deck of cards. I think you can store a permutation in no more than 226 bits, so I calculate that 2.3 quattuordecillion yottabytes would be plenty sufficient to store such an array. That’s
about 25 sexdecillion times more data than is believed to exist on the Web, so you’re going to need to upgrade your hard drive.
To shuffle a deck, simply select a random number x such that 0 <= x < 52! and retrieve the deck stored at that location.
This converts the O(n) problem that is Fisher-Yates to an O(1) problem, an entire complexity class of improvement.
Sure, you need storage space valued at a few hundred orders of magnitude greater than the world GDP, but if you didn’t specify cost-efficiency, then that’s not what you get.
If you’ve got a thousand galaxies worth of free space you can just fill them with
actual decks of cards – one for each permutation – and physically pick one at random. That sounds convenient, right?
You’re also going to need a really, really good PRNG to ensure that the 226-bit binary number you generate has sufficient entropy. You could always use a real
physical deck of cards to seed it, Solitaire/Pontifex-style, and go full meta, but I
worry that doing so might cause this particular simulation of the Universe to implode, sooo… do it at your own risk?
Perhaps we can do one better, if we’re willing to be a little sillier…
If you live in a universe in which quantum optimised shuffling isn’t possible, the technique below can be adapted to create a universe in which it is.
Assuming the many-worlds interpretation of quantum mechanics is applicable to reality, there’s a
yet-more-efficient way to shuffle a deck of cards, inspired by the excellent (and hilarious) quantum bogosort algorithm:
Create a superposition of all possible states of a deck of cards. This divides the universe into 52! universes; however, the division has no cost, as it happens constantly anyway.
Collapse the waveform by observing your shuffled deck of cards.
The unneeded universes can be destroyed or retained as you see fit.
Let me know if you manage to implement either of these.
How can we increase gender representation in software engineering?
Our Developer Hiring Experience team analyzed this topic in a recent user-research study. The issue resonated with women engineers and a strong response enabled the team to gain
deeper insight than is currently available from online research projects.
Seventy-one engineers who identified as women or non-binary responded to our request for feedback. Out of that pool, 24 answered a follow-up survey, and we carried out in-depth
interviews with 14 people. This was a highly skilled group, with the majority having worked in software development for over 10 years.
While some findings aligned with our expectations, we still uncovered a few surprises.
…
Excellent research courtesy of my soon-to-be new employer about the driving factors affecting women who are experienced software
engineers. Interesting (and exciting) to see that changes are already in effect, as I observed while writing about my experience of their
recruitment process.
In October of this year – after eight years, six months, and five days with the Bodleian Libraries – I’ll be leaving for pastures new. Owing to a
combination of my current work schedule, holidays, childcare commitments and conferences, I’ve got fewer than 29 days left in the office.
I’ve been keeping a countdown on my whiteboard to remind my colleagues to hurry up and ask me anything they need in order to survive in my absence.
Instead, I’ll be starting work with Automattic Inc.. You might not have heard of them, but you’ve definitely used some of their
products, either directly or indirectly. Ever hear of WordPress.com, WooCommerce, Gravatar or Longreads? Yeah; that’s the guys.
It’s a gear stick. For an automatic car. ‘Cos I’m “shifting into Automattic”. D’you get it? Do you? Do you?
I’m filled with a mixture of joyous excitement and mild trepidation. It’s mostly the former, thankfully, but there’s still a little nervousness there too. Mostly it’s a kind of imposter syndrome, I guess: Automattic have for many, many years been on my “list of companies I’d love to work for, someday”, and
the nature of their organisation means that they have their pick of many of the smartest and most-talented geeks in the world. How do I measure up?
During my final months I’m taking the opportunity to explore bits of the libraries I’ve not been to before. Y’know, before they revoke my keycard.
It’s funny: early in my career, I never had any issue of imposter syndrome. I guess that when I was young and still thought I knew everything – fuelled by a little talent and a lot of
good fortune in getting a head-start on my peers – I couldn’t yet conceive of how much further I had to go. It took until I was well-established in my industry before I could begin to
know quite how much I didn’t know. I’d like to think that the second decade of my work as a developer has been dominated by unlearning all of the things that I did wrong, while flying
by the seat of my pants, in the first decade.
I’ll be mostly remote-working for Automattic, so I can guarantee that my office won’t be as pretty as my one at the Bod was. Far fewer Muses on the roof, too.
I’m sure I’ll have lots more to share about my post-Bodleian life in due course, but for now I’ve got lots of projects to wrap up and a job description to rewrite (I’m recommending that
I’m not replaced “like-for-like”, and in any case: my job description at the Bodleian does not lately describe even-remotely what I actually do), and a lot of documentation to
bring up-to-date. Perhaps then this upcoming change will feel “real”.
Implemented a demonstrative XSS payload targetting a CMS (as a
teaching tool, to demonstrate how a series of minor security vulnerabilities can cascade into one huge one).
Gotten my ‘flu jab.
Not every day is like this. But sometimes, just sometimes, one can be.
![Dan's whiteboard: "You have [29] work days left to ask Dan that awkward question".](/_q23u/2019/07/20190719_154737-1024x498.jpg)
