Playing Dominion

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I was first introduced to Dominion in 2011 during Thanksgiving break when I visited my old high school friends in Edison, NJ. I was instantly hooked and I found myself driving out to the nearest mall to pick up my own set.

Dominion is a deck-building strategy game. You draw five cards on each turn and play with piles of supply, treasure, and victory cards. The point of the game is to build a deck that will enable you to buy the most victory points. The game ends when the most expensive victory cards run out. The game can be played with just two players or as many as six if you have the Intrigue expansion set.

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The Impact of Small Self-Imposed Rules

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About a month ago, I instituted a couple of small rules to my daily routine:

  • A limit of two drinks per day.
  • No eating after 9PM.

There have been a few days when I didn’t abide by these rules. One day, I had an extra glass of beer. Another day, I ate a small snack around 10PM. But for the most part, I’ve been strict with myself, and I couldn’t be happier about the results.

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Thoughts on Negative Glassdoor Feedback

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We recently received a couple of negative reviews for Barrel on Glassdoor, a website where people can find reviews posted by employees and former employees as well as salary ranges. Except for a couple of very positive reviews from interns in the past, we hadn’t seen any other posts until the two recent ones. They’re very similar to each other, so I thought it’d be a good time to publicly assess each one and share my thoughts on the anonymous feedback.

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Remove Those Silly Bars on Resumes

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I’ve been looking at a lot of resumes recently, and I find myself annoyed every time I come across a “Professional Skills” section that depicts filled up bars with a percentage that indicates the level of the candidate’s proficiency in certain areas. I see this especially on the resumes of young designers and front-end web developers. Some experienced folks also use this, perhaps believing that it makes their resumes more interesting and visually appealing.

Here’s a made-up example of what I typically see:

I've come across too many resumes that have these arbitrary numbers for proficiency in particular skills.

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What I Look for in Young Candidates

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We’re starting to build out a more robust recruiting process at Barrel. For the first eight years, Sei-Wook and I have been primarily responsible for reviewing applicants and interviewing candidates. These days, we’re entrusting more experienced members of our team to recruit and hire junior-level employees. I think it’s crucial that they select people who are not only skillful but have the right attitude and exhibit the behaviors that align with our core values. These are baseline characteristics, and we make sure to ask the questions in interviews to cover both technical excellence (skills) and cultural fit (values).

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A Few Ideas for Enhancing Our On-boarding Experience

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I’ve been thinking about our on-boarding experience at Barrel. We have about 5-6 new hires who’ll be joining the team over the next 4-6 weeks. Training and outlining of expectations are at the top of the list, and we’ve been working hard internally to strengthen those. This weekend, I jotted down some other ways that we may be able to enhance our on-boarding experience. I thought I’d share them here:

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Themes on My Mind

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I’m exhausted, but I’m having a good time. Every week, there are all kinds of stresses and challenges, but I’m mostly able to navigate and handle things, which is extremely satisfying. And best of all, I get to work closely with a team that I respect and trust deeply.

Looking back on my writing (I’ve continued to write 300+ words a day since late December 2013) and the books I’ve been reading, I see that there are recurring themes. I’ve decided to jot them down since it’s helpful for me to see these as a list. Here they are:

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Building Capacity Before Going for the New Hire

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“If only we hired a person to do this, things would be so much easier.” I think this is a thought that’s crossed my mind many times over the years. And naively, I went ahead and usually hired someone.

Even recently, I heard myself talk this way when thinking about our business development efforts. Sei-Wook and I have been hoping to find someone to offload some of the sales activities that we do, including qualifying inbound leads and doing more outbound prospecting. The thought of nabbing a smart and driven individual to take on this work was very appealing, especially as the two of us have been mired in never-ending business development tasks. Why not post up a job listing and get the process moving?

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Why I’m Against Quantifying Productivity

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I got an email from MetaLab today that announced its latest software. It’s called Peak and it helps managers track what people on their team are working on in an automated way. It plugs in to popular apps used by people in the creative digital industry such as Basecamp, Harvest, Google Drive, and GitHub to show an aggregated feed of everyone’s activities. Peak looks beautiful as a web app and I’m sure it’s got the same polish as other MetaLab tools. But I think that in an effort to quantify productivity, Peak puts too much emphasis on the quantity of labor and none in the value created by the labor.

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The Meeting as Experience Design

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I’ve been trying something different at work. I’ve started to spend more and more time prepping for my meetings and being conscious about the experience I create for people who attend them.

Back in September, I got some really good advice from our leadership coach Peter Oropeza on running meetings. Peter, who’s been helping me and Sei-Wook for the past several months as a consultant, sat in on a meeting at Barrel and took notes as I led a group of 10 people through a brainstorming exercise related to our company’s business strategy planning. Afterwards, he provided feedback that made me realize how ill-prepared I was for the meeting. In fact, what I realized was that I just hadn’t put in the time to really think through the entire meeting in terms of its structure, its pacing, and the experience of its attendees. For someone who champions “great user experiences” on the Internet, it was clear that I was oblivious to the shitty experiences I was creating with my meetings.

A meeting without a clear goal is a meeting probably not worth having. Peter explained that it was always helpful to remind people about the goal of a meeting. In fact, he suggested that I write out the goal on the whiteboard for everyone to see at the start of a meeting. Like a good navigation at the top of a website, I think having a clearly articulated goal serves as a stabilizing reminder for both the person leading the meeting and the participants. I also learned that it’s important to thank everyone for being a part of the meeting and to introduce the meeting with its goal. I realized that I had a tendency to jump right into the meat of the meeting without any lead-in, which might have been a jarring experience for others.

The most challenging part of the feedback was on the content. My main takeaway was that creating a few slides or loosely blocking out twenty minute chunks of topics simply wasn’t enough to run a tight meeting. I had to go more in depth and flesh out each segment of the meeting, almost to the point where you could say it was scripted. This might include the exact instructions I give for an exercise or the things I write on the whiteboard. It might also include reminders to call on people who’re quiet or questions to ask to keep the discussion going. If I was going to be prepared, then all possible scenarios, like user flows on a website, should be carefully thought out.

At our next meeting that Peter observed, Sei-Wook and I came in with a meticulous game plan. We had spent about 3-4 hours writing up and rehearsing for our strategy meeting. This time, I thanked everyone for coming, noted that Peter was here to observe (I had neglected to do this before), appointed a time keeper, and stated the goal of the meeting, pointing to what we had already written out on the board for everyone to see. Sticking to the script, we ran our exercises, made sure people got out of their seats to interact, and reinforced the exercises with meeting goal. Participation was strong and evenly distributed among the group, and we could feel the energy level higher than it had been in previous meetings.

Overall, it felt great to run a well-organized meeting. It didn’t feel like a drag on people’s time, and we felt that people left the meeting energized rather than drained. The time invested in preparing for the meeting had truly paid off.

Today, I had the opportunity to run a smaller meeting about an upcoming initiative. It was only a four-person meeting but I decided to put in the prep work, creating a slide deck and printing out calendars to do a scheduling exercise. I followed the template from my lessons learned: I thanked the three others who joined me today, I made sure I introduced the goal of the initiative, and I walked them through four clear sections. We then used the whiteboard to figure out together the best way to schedule all the different activities that would help us complete the initiative. When I saw that we had a bit of extra time, we used it to do a quick UX exercise to move one of the activities forward. We finished right on the dot, not a single minute past the hour we allotted for the meeting. Later on, I followed up with an email to recap the meeting including an Evernote link that had photos of the whiteboard, the Keynote presentation I used, and the key deadlines that we agreed on for the schedule.

My initial thought on preparing so much for a meeting bordered on dread. To see myself spending that much time again and again to run a good meeting just seemed like a ton of work. But when I think of a meeting as a design challenge, it becomes a different animal. It’s no longer something I dread but something that has so many possibilities and so many areas for continual improvement. It’s not only about sharing information or discussing topics but also about setting the tone, providing inspiration, making it interactive, providing context, obtaining feedback, documentation, copywriting, and even information architecture. And if I can run good meetings enough times, I believe I will pick up techniques and exercises that can be used again and again, like a designer who has a strong collection of vector icons or a developer with a vast snippet library.

I feel like I’ve just only begun to understand how well meetings can be run, and I’m excited to further explore this medium.