<story><title>Deep work. Essentialism in asynchronous culture</title><url>https://jorzel.github.io/deep-work-essentialism-in-asynchronous-culture/</url></story><parent_chain></parent_chain><comment><author>gorgoiler</author><text>Your level as an engineer should be based on how much deep work you can do without screwing the pooch.  The best engineers can be left alone for months and be sure to return with something cogent.  The most junior will be required to have daily design check ins and regular code reviews as they go from start to finish on a project whose problem space needs to be well understood and mapped out before any deep work begins.&lt;p&gt;It is very damaging to an organisation when someone who cannot create understandable solutions is given the deep work breathing space to go crazy.  It is a difficult but important thing to find out about candidates &amp;#x2F; probationary employees sooner rather than later.  It’s important to keep a stash of pre-baked project ideas on hand so that you can use them to assess newcomers to the team, especially if you only have three months to figure out if they are able to meet your expectations before being confirmed as a full time employee.</text></comment>
<story><title>Deep work. Essentialism in asynchronous culture</title><url>https://jorzel.github.io/deep-work-essentialism-in-asynchronous-culture/</url></story><parent_chain></parent_chain><comment><author>psteitz</author><text>I agree with the main point here, but one thing that has always puzzled me is how to think about what might be called deep collaborative work.  Most meetings, especially the status-y kind, are manifestly not &amp;quot;deep&amp;quot; but some of the most intense work that I have ever done has been with one or a small handful of collaborators.</text></comment>