Johanna

More democratic norms / tall poppy syndrome . In the past, people celebrated geniuses and would play up their accomplishments in order to have someone to celebrate. Now it’s considered kind of cringe to believe in geniuses, and you should play down their accomplishments, play up the degree to which they depended on lab assistants / collaborators /... See more

I’m a big advocate of treating offer calls as celebrations,” he says. “Because at the end of the day there are so many jobs, companies and candidates out there, so when you find a really good fit it should be genuinely exciting. Since we're hiring quite a bit these days, you’ll hear different conference rooms across Gusto explode in cheers... See more

Chat is the most essential and omnipresent form of communication you can have when people are working remotely, so you need to make absolutely sure it’s functioning smoothly before going any further.

When we cut off the supply and discovery of new drugs, it’s like outlawing the electric motor or the idea of a randomized controlled trial. Without drugs, modern people have stopped making scientific and economic progress. It’s not a dead stop, more like an awful crawl. You can get partway there by mixing redbull, alcohol, and sleep deprivation,... See more

No matter what, as the organization grows, people get disconnected — they have no idea what other people are working on, or what their job entails.Getting a very brief, high-level summary of what each team did last week solves these problems.

Yang isn’t proposing a tax on automation (yet), but he needs to stop using fear of automation as a way to sell UBI. Besides the fact that the evidence is against it and it encourages bad policies, the “rise of the robots” narrative calls for a UBI that’s much bigger than anything Yang — or anyone — can possibly muster. If automation makes humans... See more

Take a problem, say analyzing a business’s profits (as in consulting). Break it down into logically exhaustive possibilities , e.g. “revenue” and “costs”. Break down each branch further into its component parts, e.g. revenue becomes price * quantity. Follow this process recursively, each time breaking the tree down into components.

Now you have a

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The question is no longer if you work remote but how much. Remote work is the logical evolution of digital work. And the best-practices of remote teams are often learnings for all digital knowledge work teams.