Why managers are useless

`2:26:19`

because I know what people sometimes hear. They hear the genius asshole is just fine and that's great and you should excuse all sorts of malicious behavior if someone's just really good at what they do. I'm not saying that at all. What I am saying is that the history of competence is a history of learning from people who are better than you, and that relationship should take precedence over all else and that relationship gets put aside a bit when engineering managers introduced. Now the funny thing is this conversation ties back to the earlier things we were talking about. Most engineering managers are actually former programmers. They at least no program to some extent, but what I've seen time and again is that they lose their touch, their feel with it very, very quickly and turn into pointy haired bosses very, very quickly who are really good at checking for updates. Just seeing where we are on project A here if you need anything or we ready to deliver. Okay, yes. And also, no. Shut up, leave me the hell alone.

`2:27:20`

Let me program and then I'll come up for error. I'll talk with other programmers who I can spar with that we can learn something with. I can turn the problems over with and we can move forward. If you look back on the history of computer industry, all the great innovation that's happened, it's all been done by tiny teams with no engineering managers. Just full of highly skilled individuals. You've had John Carmack on here. I used to look up to its software so much. Not just because I loved quick, not just because I loved what they were doing, but because he shared a bit about how the company worked. There were no managers or maybe they had one business guy doing some business stuff, but that was just to get paid. Everything else was basically just designers and programmers. And there were about eight of them and they created goddamn "Quake II." So why do you need all these people again? Why do you need all these managers again? I think, again, at a certain scale it does break down. It's hard to just have a hundred thousand programmers running around wild without any product mommies or daddies telling them what to do.

`2:28:23`

I understand that. And then even as I say that, I also don't understand it. Yeah, because if you look at something like Gmail, for example, there was like a side project done by Buchheit at Google at the time. So much of the enduring long-term value of even all these huge companies were created by people who didn't have a manager. And that's not an accident, that's a direct cause and effect. So I've turned in some way even more militant over the years against this notion of management, at least for myself and knowing who I am and how I wanna work. Because the other part of this is I don't want to be a manager, and maybe this is just me projecting the fact that I'm an introvert who don't like to talk to people on one-on-one calls every week. But it also encapsulates how I was able to progress my career. I did not really go to the next level with Ruby or otherwise until I had a door I could close and no one could bother me for six hours straight. — So in companies probably one of the reasons is it's very easy to hire managers, and managers also delegate responsibility from you.

`2:29:27`

So if you just have a bunch of programmers running around, you're kind of response like it's work, it's intellectual work to have to deal with the the first principles of every problem that's going on. So managers like you can like relax, oh I'll be taken care of. But they then hire their own managers and it just multiplies and multiplies and multiplies. I would love it if some of the great companies would have in the United States, if there was like an extra side branch that we could always run, maybe physicists can come up how to split the simulation to where just all the managers are removed. Also just in that branch, just the PR and the comms people also. And even the lawyers, just the engineers and let's just see and then we merge it back. — I've essentially run that branch at 37signals for 20 years. And I've experimented with forking back on the other side. I've experimented with having a full-time lawyer on staff. I've experimented with having engineering managers. And I can tell you life is much better

`2:30:30`

at 50, 60 people when none of those individuals or none of those roles. It's never about the individuals. It's about the roles. None of those roles are in your organization fulltime. Occasionally you need a manager. Occasionally you need a lawyer. I can play the role of manager occasionally, fine. And then I can set it back down to zero. It's almost like a cloud surface. I wanna a manager service I can call on for seven hours this week and then I wanna take it down to zero for the next three months. — Yeah. I read. I don't know if this is still the case, that Basecamp is an LLC and doesn't have a CFO, like a full-time accountant. Was that upgrade? — So the funniest. These days, we do have a head of finance. We did not for the first 19 years of life, I think. We got away with basically just an accountant do our books in the same way you would do a small ice cream shop, except we would over time have done hundreds of millions of dollars in revenue. The scale seemed quirky. And at some point, you can also fall in love