But as I said, there was some awareness creeping in. Along with that, the folks in charge had the courage and empowerment to do something about it. And when I say the folks in charge, I don't mean the CEO. This was a company that was still running on a sort of quasi-anarchy of conscientious under-management: my first impression in 2013 was that there was no clear power structure, but everyone was trying to do the right thing and it somehow worked out. And most importantly, people could speak up if something didn't seem right.
There are many examples, but to pick one, I remember my first trip to Dublin and being invited to join their local SRE managers' meeting. I watched someone bring up the topic of alcohol being omnipresently displayed around the office and how it was, at a bare minimum, not a good look. There followed a thoughtful and reasoned discussion that concluded with the decision to put it away. Not a ban on fun, but a firm policy that, among others to follow, helped SRE culture mature into something more appropriate for a workplace, while maintaining the essential feeling of camaraderie and mutual support.
There were also top-down initiatives with varying degrees of success. When an executive puts something into OKRs, there's a good chance that by the time it reaches 13 levels down the org chart, it has turned into your manager demanding that you cut the ends off of 4.5% more roasts by the end of Q3 so they can show leadership on their promo packet. Nevertheless, there were a lot of good ideas, and a lot of good things were implemented. Through my job, I had access to training on topics like privilege and implicit bias that I believe have had a lasting positive impact on me as a person and as a leader. I also had access to people who thought about and fought about these things on a far deeper level than I will ever be able to, and I am grateful if even a sliver of their courage rubbed off on me.
It wasn't just a song and dance. At least down near the bottom, we cared, and we tried very hard to make things better. We failed a lot of the time as well, in the sense that those top-down targets that were set were rarely achieved, which I suspect is at least part of the reason for dropping them. They've tried nothing and they're out of ideas.
What we're seeing now is just more of the slide in the wrong direction that, unfortunately, started a while ago. Google in the mid-2010s was a place where people spoke up, to a fault. Yes, they complained about the candy dispensers running low or not having a puppy room, but they also told a senior vice president that he had been saying "you guys" a lot and do you know what happened? He thanked them, apologized, and corrected himself. Google in the 2020s is a place where you keep your mouth shut, sit down, and do what you're told. I don't know what it's like inside Meta, but I'm not surprised at this turn, because they're basically all following the same playbook, handed to them by Elon.
I'm embarrassed that I've hesitated to speak my mind because I am looking for a job and what if someone reads this on my profile and decides I'm not a team player? Well, I'll say it clearly: I am on team try to be a good person and do the right thing and I am very much a team player. I believe that encouraging hate, and dropping DEI goals is wrong. And if that makes me not a good fit for your organization, I think we're on the same page.