Some problems only exist when you are new.

src/routes/drafts/some_problems_only_exist_when_you_are_new_to_the_organisation.mdx

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+---
+meta:
+  title: Some problems only exist when you are new to the organisation
+  description: New people to the organisation have fresh eyes and can spot issues that old hats might well be used to. But those things don't necessearily need to be fixed.
+  dateCreated: 2026-04-08
+---
+
+When you first join an organisation, it can be very easy to spot points of friction everywhere. 
+
+For me these have been things like: 
+
+- Documentation, or lack thereof. 
+- Component discoverability. 
+- Lack of tests.
+- Parts of the application that are written in JavaScript. 
+- Undocumented processes. 
+- Out of date frameworks or dependencies. 
+
+It can be tempting to jump right in and point at these things to say 'we need to fix this!'. 
+
+But: 
+
+Consider that some of these things might just fix themselves as you get more familiar with the organisation and the codebase. 
+
+Take something like component discoverablility - after a year there's a good chance that you'll know your way around all the components. 
+
+## It depends on the average tenure of the developers
+
+If it's an organisation that is constantly hiring new developers, then yes, there is more value to be had in fixing some of these problems. 
+
+However, if the organisation does not hire new people very frequently, the people that they do hire tend to stay, then it's worth asking whether it's worth the effort in doing whatever uplift. 
+
+## This might be the only time you touch that thing
+
+That gnarly JavaScript file that would be easier if it were converted to TypeScript - sure it would be good to tidy that up, but this might be the only time you're touching it - and the risk of breaking something as well as the time spent might make it not worth it. Being new the organisation you don't know how often you're going to be touching the thing. 
+
+## Fresh eyes are a one-time opportunity 
+
+With all that said - the organisation would do well to make use of the fresh vigor and fresh perspective that a newcomer provides. 
+
+A common technique is to have a new hire's first task be to update the onboarding documentation with anything that was missed or can be improved. 
+
+**My advice for the organisation:**
+
+Be sure not to give a message of 'please just put up with the codebase as it is, please conform to how we're doing things'. 
+
+Encourage an outlet to for any observations or suggestions for improvments. 
+
+
+**My advice for newcomers:** 
+
+Give whatever patterns exist 'the ol' college try' - don't allow your preconceptions to dismiss a thing out of hand. 
+
+Document whatever friction you encounter. 
+
+If you are encountering the same kind of friction frequently, this is a good candidate for something to be changed. 
+

src/routes/drafts/the_ceo_should_be_seen_to_be_unloading_the_dishwasher.mdx

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+---
+meta:
+  title: The CEO should be seen to be unloading the dishwasher
+  description: More senior members of the organisation have an outsized influence on the culture of the organisation. 
+  dateCreated: 2026-04-08
+---
+
+If you've ever worked in an office - you may have experienced a scenario like this. There's a dishwasher in the office kitchenette, but it frequently gets full, and while someone might turn it on, it clean dishes stay inside, not being unloaded. Meanwhile dirty dishes pile up in the sink or on the bench. 
+
+Eventually an office manager leaves a note to effect of 'Please take pride in your workplace - unload the dishwasher if it is clean.'
+
+It's valid to explicitly identify a problem in the organisation - but simply instructing people to make the change is not particularly effective - unless you were explicitly setting 'unload the dishwasher' as part of someone's responsibilities, which might be an effective solution to the problem. 
+
+The problem with something like an office dishwasher - is that it's a kind of public good - everyone benefits from it being empty, regardless of who emptied it. 
+
+Anybody in the organisation could see the note and think 'That doesn't apply to me, I'm too busy, I'm too important to be unloading the dishwasher'. 
+
+Having the senior most person in the organisation be seen to be unloading the dishwasher undercuts this thought - if the CEO can be seen to be unloading the dishwasher - so can a vice president and so can a middle manager and so can a line manager. 
+
+This post is not about office cleanliness - this principle can be applied to any facet of an organisation's culture - want employees to be using their 'day for charity'? Have the CEO share what they did for their day for charity. Want employees to be participating in brown bag sessions? Have the CEO attend and give presentations themself. 
+
+Note that this this outsized influence also applies with negative cultural facets too. If the CEO uses an abrasive tone - then you can expect that lower level employees will also adopt such a tone.