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Unformatted text preview: erience with, and so on. And the way
to get the word out is to start telling people all of those
things. So, while you’re getting the lay of the land by
learning about projects, you’re also broadcasting your
own status to a relevant group of people.
G ot an idea for how Valve could change how we internally
broadcast project/company status? Great. Do it. In the
meantime, the chair next to anyone’s desk is always open,
so plant yourself in it often. S E TTL I N G I N problem or a threat, and it’s one with a clear cost, it’s hard
not to address it immediately.
This sounds like a good thing, and it often is, but it has
some downsides that are worth keeping in mind. Specifically, if we’re not careful, these traits can cause us to race
back and forth between short-term opportunities and
threats, being responsive rather than proactive.
So our lack of a traditional structure comes with an
important responsibility. It’s up to all of us to spend effort
focusing on what we think the long-term goals of the company should be. Someone told me to (or not to) work on X. And
they’ve been here a long time! Because we all are responsible for prioritizing our own
work, and because we are conscientious and anxious to be
valuable, as individuals we tend to gravitate toward projects
that have a high, measurable, and predictable return for
the company. So when there’s a clear opportunity on the
table to succeed at a near-term business goal with a clear
return, we all want to take it. And, when we’re faced with a Well, the correct response to this is to keep thinking about
whether or not your colleagues are right. Broaden the
conversation. Hold on to your goals if you’re convinced
they’re correct. Check your assumptions. Pull more people
in. Listen. Don’t believe that anyone holds authority over
the decision you’re trying to make. They don’t; but they
probably have valuable experience to draw from, or information/data that you don’t have, or insight that’s new.
When considering the outcome, don’t believe that anyone
but you is the “stakeholder” You’re it. And Valve’s custom.
ers are who you’re serving. Do what’s right for them. – 10 – – 11 – Short-term vs. long-term goals V ALVE: H ANDBO O K FO R NEW EMP LO YEE S ================================================== There are lots of stories about how Gabe has made important decisions
by himself, e.g., hiring the whole Portal 1 team on the spot after only
half of a meeting. Although there are examples, like that one, where
this kind of decision making has been successful, it’s not the norm for
Valve. If it were, we’d be only as smart as Gabe or management types,
and they’d make our important decisions for us. Gabe is the first to say
that he can’t be right nearly often enough for us to operate that way.
His decisions and requests are subject to just as much scrutiny and
skepticism as anyone else’s. (So if he tells you to put a favorite custom
knife design into Cou...
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This document was uploaded on 03/03/2014.
- Fall '14