Tyler from Less Annoying Business here. Here's what's new:
The best process is to not have one [Blog post]
A question I get often from new founders is about process. People who worked at large companies are used to having a process for everything and they want to emulate that. This might sound like a cop-out, but normally my answer is: Process is a bug, not a feature.
When platform risk goes wrong [Podcast]
One of Rick's API vendors shut down his account without warning, which throws a wrench in his productized service. This week, we discuss how he should respond.
What I've been working on
This week had two big highlights:
#1 - We hired a software engineer!
The new hire will be starting soon, and I can't wait for them to get up to speed. We're going from five to six full-time software engineers. You might think that means the product velocity should increase by ~20% (assuming all the engineers are equally productive). But I actually think that's the wrong way to look at it.
Of the current team, I'd say that about 2 people at any given time are working on keeping the ship afloat (bug fixes, maintaining old code, etc.) and three are making progress (building new features, etc.). Similar to how increasing revenue without increasing expenses disproportionately increases profit, I think this hire will disproportionately increase product velocity. So I'm expecting more like a 33% improvement, because we're going from three to four devs who are making progress.
#2 - Leadership team meeting
I mentioned a while back that Less Annoying CRM recently formed a "leadership team" so that we can have the leaders from each team involved in making important decisions. The leadership team is made up of five people. I'm one of them, and the others represent the four main areas of the business: Technology, customer service, growth (marketing + sales + biz dev) and DEI (diversity, equity, and inclusion).
It's probably not worth getting too into the specifics of what we discussed (partially because we covered so much, and partially because some of it is confidential) but I was really pleased with how it went. Prior to this, I felt sort of alone in making a lot of decisions, and now we've got a great group of people to make them together. I wouldn't recommend this for a business much smaller than us (we're at 19 employees total) but it seems like it'll be great as we continue growing.
Good shit on the internet
Why build a business at all [Blog post / Newsletter]
I follow this newsletter called Enough🍕 (I didn't know we were allowed to put emojis in the names of our websites!) which discusses the concept of enough. You may remember I wrote about this topic a while back, so it's something I'm very interested in. This week's newsletter dives into the question of why you would start a business at all. Check it out.
One thing I was wondering as I read it is: What about things that you don't enjoy doing day-to-day, but that give you long-term satisfaction? My main example of this is managing a team. I don't particularly like the work of being a manager (having one-on-ones, dealing with situations where people disagree, etc.) but when I look back over LACRM's history, the most rewarding parts have all been dependent on having employees.
So how should you balance day-to-day happiness with long-term satisfaction? There's probably not a one-size-fits-all answer to that, but it's something we should probably all consider in our own professional lives.