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Not Following Through

There's been a lot of chatter on the comments recently about me not following through, most of it deserved. Throughout my life one of my struggles has been to focus on one thing and follow it through. I used to be totally incapable of it, but over the years have gotten better. There are a lot of things that I have followed through with (my diet, writing this blog, etc.) as well as plenty that I haven't.

Once in a while I feel, for whatever reason, that I've conquered it, and I announce it to the world. While I'm on the topic of admitting faults, another is that I tend to prematurely announce things sometimes. As a reader, you already know that.

I understand your frustration when you read about something I say I'm going to do, get excited about seeing it happen, and then it falls off the radar. If it's any consolation, I'm acutely aware of these things and am similarly frustrated.

What Shape are You?

My post before this was a kind of therapy / Buddhism / personal growth kind of deal, but I also spend a lot of time thinking about how to run effective teams and to be a responsible, thoughtful manager of people. It is my work: I am a lead engineer at Bungie, an independent video game developer of about 300 employees (though not for long, we're growing.) There are some unique aspects to making videogames, and I'll use game development terminology here as I refer to, say, texture artists or sound designers or programmers, but when I talk to friends in different creative industries - film, industrial design, other software development - I find these themes are pretty universal.

If you're going to manage people, you're going to have a lot of conversations about employee performance. It's just bound to happen. Sometimes, like during reviews, it might seem excessive. You might wonder if's worth all the time it takes. It is. It's OK that you spend a bunch of time on this. As a manager, that is your job. It's your job to have well-formed opinions about how you evaluate people and how you work with them to help them grow. If you aren't spending time on that, then you may be succeeding as a leader, but probably not as a manager. Apples and oranges.

It is, however, important to spend this time well. During conversations about performance, everything you talk about should boil down to one thing: the value they contribute to the team. What is their value, and how can they become more valuable?

I find a lot of review conversations tend to focus on strengths, weaknesses, and specific work results. These seem like reasonable topics, and there's value there, but I also find this often leads to a review that looks like this: