Need Before Hiring

When we've worked with companies backed by investors, the owners hired a lot more than what we needed or we can manage because, well, they have money to spend.

They hired people with skills that we didn't have projects for yet. They wanted to make sure the people were already there for projects they were pitching.

Spoiler, we either never got those projects, or it took a long time before we even got those projects.

Because of hiring talent outside the scope of our projects, our co-workers always ends up having work made up for them by our bosses. They're either forced to learn something else that they were never hired for just for this facade of productivity our boss put up for the investors.

It was a massive waste of time and money.

Here, we sure won't hire someone we don't have the need for.

Know Before Hiring

Have you ever worked with a company where they want superhuman precision in every single thing you do? Where they expect you to be always at a hundred percent every day because "they're paying you"?

There's always this disconnect when people are hired outside of the team's expertise.

Before we even think about outsourcing or hiring someone, we do it ourselves as much as we can even before thinking about hiring outside help.

By having that prior experience with that expertise we want to hire, we don't make impossible timelines for the person.

Accepting Work We're Willing To Do

We've all been there, our bosses take in work that they hate because they can delegate grunt work down to us for extra profit. To be honest, we don't really have any gripe with that. We do what we do to pay the bills right?

What we have problems with is when they're self-aware about it.

Let's just take this shitty project since we have interns to make money for us.

has a very different tone to

Hey team, we're going through a rough time right now so I might start taking some subpar projects until we can get back up.

When we're too focused working on ourselves, we sometimes forget to account for the growth of our peers or our employees.

When we take in projects, we want to make sure that the only reason we're delegating them is because we're also working on something equally as interesting or at least, it's not because we don't want to work on it.

When growing our business, we should make sure that we never just use people along the way. It feels like using people without helping them grow is a very dangerous premise to set.

Teaching the Ropes

Have you ever worked for company, where, after months and months of blood, sweat, and tears, it feels like as if you've learned nothing? Where your bosses seem to avoid mentoring you instead of equipping you to be prepared for your next step in your career?

It seems that most of the companies we've worked for, they hire a junior with the expectations and responsibilites of a senior.

If we're ever fortunate enough to grow our company (slowly), we would never want to hear that they learned nothing from us.

When we add another person to our team, they will be well equipped to negotiate with clients or even start their own.

Unsung Talents

When we work with people outside of Artisan, we specifically try to look for up and coming talents.

We know how hard it feels to find decent paying projects, or to have proper direction in this highly competitive market.

Event though within our small network we already have people we trust who'll do solid work, we know that any work that will come from us will be a small blip to their portfolio.

It's time give back to when we were given our first break.

As much as we can, we work with these unsung talents.

Owning Up

People fuck up. It's normal.

We've worked far too long on teams where managers and team leads gladly throw us under the bus when a project even just starts showing cracks.

There's this disconnect that when a junior is hired, they can be thrown in a project with 0 training or guidance and perform just as efficiently as a senior. The title ends up really becoming a salary type of thing rather than actual responsibilities and experience.

After working with successful and failed projects over the years, it always seem to have boiled down to how the team and the project was managed.

If a project screws up, we'll look at the project from start to finish, rather than look for a scapegoat to throw under the bus.

8 Hours is Enough

For the longest time in our careers, we never really got to follow this advice we're now preaching. It took a toll on some of us as we went on.

Sleep is so important. If we create better timelines and projects, noone will have to work more than 8 hours per day.

It's better to be well rested and work at a hundred tomorrow, than pull an all-nighter and operate like crap for the rest of the week.

Aside from the obvious health implications of working overtime, work is not and should not take most of everyone's lives. There may be some exceptions to that but most people have friends, family, or even personal time that they should have.

Overtime is not passion.

There are even times that upper management shames their employees for their lack of passion if they slave away at work.