Direct, driven (and mostly tolerable).
Big enterprise and startup founders often commit the same mistake: they have vision and a budget and now want to know how long and how much will it take to build it. They shop around. They compare teams. They want the team they select to behave like a giant function backed by decades of experience.
Part 1 and Part 2 covered self-regulation and abstract reasoning. The next layer is creating something other people want, then deciding whether it is worth creating.
Part 1 covered the physical and emotional foundation. The next layer is learning to reason through difficult problems.
Few people who start a business from scratch end up with financial independence. If you are one of them and you meet another, you recognize each other quickly. Not because of their fancy watch, car, or house. Quite the opposite. It’s their mindset and how modest and pragmatic they are. Oh, you did it too? Congrats. But to everyone else, it seems hard, if not impossible.
This is not about grammar. It is about speed, clarity, and judgment.
This post is for you if you suffer from imposter syndrome. I wrote it for a junior analyst on one of our teams at bld.ai serving a global data center operstor.
When giving feedback on someone’s work, most feedback falls into a simple two by two matrix.
Today I met with an offshore operator in Singapore. They charter boats, move crews, move cargo, keep offshore platforms running. Someone in the meeting said something simple and true: no matter how much technology you give people, people remain a major factor in the equation.
That line from Richard Feynman has never been more relevant, so far.
Technical debt has been affecting software teams since Ada Lovelace started coding in the 19th century.