Evan X. Merz

As I spend more and more time in Silicon Valley, my views on software management are changing. I read Radical Candor recently, and while I agree with everything in it, I feel like it over-complicates things.

This meditation has been pushed in part by my passion for food. I like going to new restaurants. It brings me joy to try something new, even if it’s not a restaurant that would ever be considered for a Michelin Star. Even crappy looking restaurants can serve great food.

I am often awed by the disconnect between various parts of the restaurant business and the quality of the food. Some restaurants are spotlessly clean, have have beautiful decor, and amazing service… but the food is mediocre. The menu is bland and uninspired, and the food itself is prepared with all the zeal that a minimum wage employee can manage.

Then I’ll go to a dirty looking greek joint down the road, and the service will be awful… but the menu is inspired. It’s not the standard “greek” menu, but it’s got little variations on the dishes. And when the food comes out (finally), maybe it isn’t beautiful on the plate, but the flavors come together to make something greater than the ingredients and the recipe.

What seems to distinguish a good restaurant from a crappy one is pride. At restaurants that I return to, there is someone there, maybe a manager, maybe a cook, maybe the chef who designed the menu, who takes great pride in his work.

There’s a diner by my old house, for instance, where the food is … diner food. There’s no reason to go back to the restaurant… except for the manager. The man who runs the floor, seats the patrons, deals with the kitchen, and does all the little things that make a restaurant tick. He manages to make that particular diner worth going to. And for a guy who has two young kids, that’s terrific.

I am starting to think that the same basic principle applies to software engineers. I’ve met brilliant engineers with all sorts of characteristics. Some of them have a lot of education and read all the latest guides. Others have little education, and don’t read at all. The main thing that makes them good engineers is that they take pride in their work. They care about the quality of their work, regardless of how many people are going to use it, or how much time they put into it. They write quality code because their work matters.

So when it comes to managing software projects, I’m starting to think that all of these systems boil down to two basic steps.

1. Put your engineers in a position to take pride in their work.
2. Get out of the way.

Obviously, the first step is non-trivial. It’s why there are so many books on the topic. But at the end of the day, pride is what matters.