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When the bullet dodges you
(media.piefed.world)
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this post was submitted on 09 Aug 2025
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LinkedinLunatics
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Bingo!
This was my attitude too. If anyone has to work late or weekends, it was a failure in resource allocation, which is a management function.
The only exception was if people had to get on late night calls with people in other timezones, in which case they were expected to take the equivalent time off at their own convenience.
Another easy win is bullshit agile daily standups. I made them twice a week, and no longer than 15 minutes and only to cover potential blockers, not status reports. That alone made everyone happier. In one case, the team finished a project that had been languishing for three years in three months and shipped it out.
It's really about respecting people's time.
My last boss totally fucked up my daily stand-ups. I suggested them because, when I started, I found most work wasn't consistently tracked or even discussed. My boss's management style was panicking about everything and panic working while raging that no one else was also panicking about everything (spoiler: I also learned department turnover was high, can't imagine why), so I was trying to help implement any organization whatsoever. She quickly turned my 10 minute stand-ups into 1-1.5 hour slogs where each team member had to give an update on each of their projects, despite having earlier logged it all into the project tracker I created.
By far the worst micromanager and least competent person I ever worked for.
My coworkers and I were having issues getting any information from another team to do our job. Since we had a set deadline to finish the work, I set up a Monday/Wednesday meeting schedule to extract the information we needed from that team. My boss and the other team's boss turned it into a two hour update-fest with us and the other team updating our respective bosses, with both teams in the meeting. So fucking pointless, and so far away from what that meeting was supposed to be, it is truly astonishing we were able to get anything done.
Oh and the other team stopped providing the information we needed to finish when our bosses converted our meeting to update-fest.
People requesting you to say orally the same thing you typed in the task tracker that they should see if they paid attention to the tasks that are assigned to them and also notifies them by email really annoys me.
The frequency of standups should be determined by the team and blockers should never have to wait till standup to be surfaced.
I work on a growth product team and we frequently have devs pulled away to work on a feature in a different product. The engineers started losing track of availability of others and what features were going to prod became opaque. We opted to move back to daily standups with status reports as it kept the team informed and thus motivated, and gave an opportunity in several cases to refine approaches from the start.
There are, of course, other ways to accomplish this, like having a public issue board, but often private conversations don't make it to the issues.
Semi-agreed on daily standups -- the regular accountability drives productivity for a lot of people, but I also agree that daily is excessive. We've settled on 3 days/week and it works pretty well for both camps - 2 is probably fine, but 1 I would argue is missing the point.
Def agreed on 15 minutes, as you say - any longer and you lose both people and the purpose of the check-in.