Earlier quoted context omitted.
I would assume there is no one thing to put a finger on. But there are some signs one can take a note of. Generally speaking, to name a few: - The ability and willingness of the management to invest time and resources into development of proper work processes and infrustructure (imagine having to code without version control in a team) - Understanding that things aren't always done the moment they appear to be done -…
> It comes down to understanding the nuances, and mutual respect, I think? I think that's a great summary. Look out for companies that try to manage what they don't understand. It can lead to the 'car mechanic phenomenon'. I call it that because it's like the feeling some get when they get the bill from the car mechanic. They can't fix it themselves, so how do they know if someone's pulling one over on them?
Re: Ask HN: Was anyone working at Apple during Steve Jobs' return in 1997?
#231100%. The companies and programs I've been a part of that failed, this is why. I've been meetings and made what to most engineers would be a truism, and been told by leaders that didn't have even a basic understanding of what we were trying to make "you don't know that, that's not true". In similar situations in successful management lead to "ok, I trust you" and then success. If an organization spends too much of its valuable resources on internal mistrust and convincing people who don't know, it's doomed.