Less Annoying Business: How I make my podcast

publishedabout 1 month ago
2 min read

Hey there,

Tyler from Less Annoying Business here. Here's what's new:

New content

How I produce my podcast in 10 minutes with Zencastr, Audacity, and Transistor [Blog post]
Since the podcast I make with my friend Rick is mostly just a hobby, I can't justify spending a lot of time editing and producing it. This post explains how we've gotten the process down to about 10 minutes per episode. I really don't think it can get any easier than this.

Content marketing: Putting all our eggs in one basket [Podcast]
This week, we talk about an idea we have at Less Annoying CRM to do content marketing all focused around one really good piece of content rather than our normal strategy of putting out lots of little stuff.

What I've been working on

We've been working on hiring a new software engineer at LACRM for the last month or so. We're finally at the final round of interviews which is by far the most time consuming because each interview is four hours (I'm in two hours of that). I fully believe that recruiting is one of the most important responsibilities of a founder/CEO, and it's not something you grow out of even at very large company. It's a slog, but I'm so excited for welcome a new member to the team!

Good shit on the internet

Here are some things I read this week that I liked:

Against metrics: how measuring performance by numbers backfires [Article]
I loved this article. It does a great job of explaining why being overly fixated on metrics can be a bad thing. A few notes/comments:

  • It argues that the alternative to data-driven decisions is "professional judgement". I think it's a big problem that so many people are abdicating their own responsibility to have good judgement by hiding behind numbers.
  • One problem with metric fixation is that it creates systems that can be gamed. For example, if police officers are incentivized to reduce the number of major crimes, they might just change how they categorize crimes.
  • Another problem is short-termism. Metrics are good at measuring small, immediate things. They aren't good for long-term, big picture stuff. I'd argue that this is one of the biggest problems with our modern financial system (companies are optimizing for the wrong things).
  • We have a hypothesis at LACRM: Pay people enough, and then remove all financial incentives. People will be motivated intrinsically (they take pride in their work) rather than extrinsically (they want a reward) which results in a categorically different type of work. So far, I'm happy with the results.

Related: This thread from Shreyas Doshi about "apple pie positions". An apple pie position is something that sounds so obviously right that no one has the guts to push back, even though it's often wrong. The position related to the above article is, "We need to define the success metrics for <whatever is being discussed>". Sometimes you don't need metrics. Sometimes it's ok to just look at what you're doing and use good ol' fashioned human judgement to decide if it's working.


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